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Week 1 Introduction To BM2 Updated

The document outlines the key concepts of business management, including the levels of management (first-line, middle, and top management) and their respective functions. It details the essential managerial skills required at different levels, such as technical, human, and conceptual skills, along with communication and problem-solving abilities. Additionally, it describes the ten managerial roles identified by Henry Mintzberg, categorized into interpersonal, informational, and decisional roles.

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11 views22 pages

Week 1 Introduction To BM2 Updated

The document outlines the key concepts of business management, including the levels of management (first-line, middle, and top management) and their respective functions. It details the essential managerial skills required at different levels, such as technical, human, and conceptual skills, along with communication and problem-solving abilities. Additionally, it describes the ten managerial roles identified by Henry Mintzberg, categorized into interpersonal, informational, and decisional roles.

Uploaded by

tinashed913
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Business Management 2

(B5-BM2-13)
Introduction
Objectives
By the end of the session, students should be
able to:
• Explain the levels of management
• Describe the functions of management
• Discuss the managerial skills/ competencies
required at different managerial levels
• Explain the 10 roles played by managers in
organisations.
Introduction cont’
Why study management?
Introduction cont’
Who are managers?
• A manager is someone who works with
and through other people by coordinating
their work activities in order to accomplish
organizational goals.
• A manager is a person who has been
appointed in a managerial position in an
organization and has certain responsibilities
to carry out management tasks.
Introduction cont’
Management Functions
– Planning - defining goals, establishing strategies for
achieving those goals, and developing plans to integrate
and coordinate activities
– Organizing - determining what tasks are to be done, who
is to do them, how the tasks are to be grouped, who
reports to whom, and where decisions are to be made
– Leading - motivating subordinates and influencing
individuals or teams
– Controlling - monitoring actual performance against
goals. Monitoring of activities to ensure that they are
being achieved as planned and correcting any significant
deviations.
Introduction cont’
Managerial Levels
Introduction cont’
First-line Managers
• First line managers implement all the strategic plans
sent through to them via middle managers from top
managers.
• These managers take responsibility for operational
planning and are also responsible for:
• Assigning tasks and responsibilities to workers
• Resolving worker disputes
• They ensure discipline in the enterprise
• They monitor quality of work
• Examples: supervisors, foremen, section officers.
Introduction cont’
Middle Management
• Middle managers create a link between top
management and first level management and
receive broad, general strategies and policies from
top managers. Responsibilities include the following:
• They make plans for the sub units of the
organization
• Participate in training of lower level managers
• They evaluate performance of junior managers
• They prepare reports for top management
Introduction, cont’
• Implementation of company strategy in an
efficient way.
• Coordinating activities within the department
or division
• Examples include department heads,
marketing or human resources managers,
branch managers.
Introduction cont’
Top Management
• Top managers are responsible for the overall
direction of the organization. They are also
responsible for developing and communicating the
organization’s vision, mission, plans and strategies.
• Other responsibilities for top managers include the
following:
• Appointment of middle managers
• Controls and coordinates the activities of all
departments.
Introduction cont’
• Responsible for developing company policies
• Responsible for maintaining contact with the
outside world.
• Responsible towards shareholders for the
performance of the organization.
• Examples: CEO, CIO, CFO, COO, MD.
Introduction cont’
Managerial concerns
Efficiency
• “Doing things right”
• Getting the most output for the least inputs
Examples?

Effectiveness
• “Doing the right things”
• Attaining organizational goals
Examples?
Introduction cont’
Introduction cont’
Management Level and Skills
• Management skill is the ability to carry out
the process of reaching organisational goals
by working with and through other people.
Robert L. Katz identified three basic
management skills namely technical, human
and conceptual skills.
• 1) Technical Skills: The ability to use
procedures and knowledge of a specialized
field, for example, engineers and computer
programmers.
Introduction cont’
2) Human skills: The ability to work with, understand
and motivate other people, both individually and in a
group. This skill remains just as important at the top
levels of management as it is at the lower levels.
3) Conceptual skills: This refers to the ability to see
the organization as a whole, and the relationships
among its various sub-units. Conceptual skills are
needed at all levels but become more important as
one moves up the organizational hierarchy.
Introduction cont’
• Some scholars (Griffin, 2008) point out that
managers also need skills such as:
• 4) Communication skills: Communication skills
reflect a manager’s ability to send and receive
information. In addition, the ten managerial roles are
based on the assumption that managers possess
basic written, verbal and non-verbal communication.
• 5) Problem solving skills: The ability to identify,
diagnose and offer solutions to problems. Managers
should have the ability to generate a number of
possible alternatives to a problem.
• 6) Time management skills.
Introduction cont’
Managerial Roles
Henry Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information, and
decision making.
Interpersonal roles: Figurehead, leader, liaison

Informational roles: Monitor, disseminator, spokesperson

Decisional roles: Entrepreneur, disturbance handler,


resource allocator, negotiator
Introduction cont’
• a)Interpersonal roles: Managing relationships
with organisational members and external
stakeholders. This involves three groups of
activities:
• Figurehead role- whereby the manager performs
ceremonial duties as head of unit greeting
visitors and addressing a community function.
• Leader role- Hiring, training, motivating,
disciplining employees.
• Liaison role- Manager deals with people other
than subordinates, for example, suppliers and
clients.
Introduction cont’
• b)Informational roles: Gathering and
disseminating information to both internal and
external stakeholders of the organization.
• Monitor role- Continually scan the internal and
external environments of the organisation for
useful information.
• Disseminator role- Managers act as
intermediaries to transmit information to
organizational members.
• Spokesperson role- Communicating information
to individuals outside the organization on the
organisation’s plans.
Introduction cont’
• c)Decisional roles: These are centred on
making choices.
• Entrepreneur role- Managers initiate and oversee
new projects that will improve their
organization’s performance. Examples?
• Disturbance handler role- This involves dealing
with angry customers, or intervening in disputes
between employees.
• Resource allocator role- In this role managers are
responsible for allocating human, physical and
monetary resources.
Introduction cont’
• Negotiator role- This refers to the need
for managers to negotiate with
employees, superiors, and suppliers,
for example on credit terms. (Other
examples?)
Thank you!

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