Introduction to

Management
 Learning Outcomes

◉ After studying this chapter, you should be able to:

1. Define the four management functions and the type of management activity associated with each.
2. Explain the difference between efficiency and effectiveness and their importance for organizational
performance.
3. Describe technical, human, and conceptual skills and their relevance for managers.
4. Describe management types and the horizontal and vertical differences between them.
5. Define ten roles that managers perform in organizations.

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 Why study Management?

◉ Universality of Management
◉ The reality of work
◉ Rewards and challenges of being a manager

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Why Study
Management ?

4
Rewards and Challenges of
Managers

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Defining Management

“The art of getting things done through people” Mary Parker

“Give direction to their organizations, provide leadership, and decide how to

use organizational resources to accomplish goals” Peter Drucker

Management is the attainment of organizational goals in an effective

and efficient manner through planning, organizing, leading and
controlling

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 Organizational
Performance

An organization is a social entity that is goal-directed and

deliberately structured.

◉ The ultimate responsibility of managers is to achieve high performance, which is the attainment
of organizational goals by using resources in an efficient and effective manner

◉ Organizational effectiveness is the degree to which the organization achieves a stated goal
◉ Organizational efficiency is the use of minimal resources to produced desired output

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The Basic Functions of Management

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 The Four Management
Functions

◉ Planning. identifying goals for future organizational performance and

deciding on the tasks and use of resources needed to attain them.
◉ Organizing involves assigning tasks, delegating authority and allocating
resources across the organization.
◉ Leading is the use of influence to motivate employees to achieve
organizational goals.
◉ Controlling means monitoring employees’ activities, determining whether the
organization is moving toward its goals, and making corrections as necessary

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The Process of
Management

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 Management Skills

◉ Technical skills --- the understanding and proficiency in the

performance of specific tasks
◉ Human skills ---- the manager’s ability to work with and
through other people and to work effectively as a group
member
◉ Conceptual skills---cognitive abilities to see the organization
as a whole system and the relationships among its parts.
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 Which skill is needed?

1. Writing Monthly report

2. Negotiating with union
3. Counselling
4. Interview staff
5. Creating new company policy
6. Conducting training for staff

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 Management Types
Managers are responsible for different departments, work at different levels in the
hierarchy, and meet different requirements for achieving high performance.
Vertical Differences
_ Top Managers
_ Middle Managers
_ First Line Managers
Horizontal Differences
_ Functional Managers
_ General Managers

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 Management Types (Vertical
Differences)

Top Managers
Make decisions about the direction of the organization, setting goals and designing strategies
Examples : president, executive vice president, managing director, chief operating officer, or chief
executive officer.
Middle Managers
They are responsible for implementing the overall strategies and policies defined by top managers
Examples: Regional manager, project leader, store manager,department managers, or division manager
First- line Managers
Responsible for the production of goods and services
Examples: supervisors, shift managers, district managers, or office managers

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 Management Types (Horizontal
Differences)
1. Functional managers
Responsible for departments that perform a single functional task and have employees with
similar training and skills.
Functional departments include advertising, sales, finance, human resources,
manufacturing, and accounting
a) Line managers are responsible for the manufacturing and marketing departments that
make or sell the product or service.
b) Staff managers are in charge of departments, such as finance and human resources,
that support line departments.
2. General managers
Responsible for several departments that perform different functions 17
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 Mintzberg’s Manager Roles
◉ A role is a set of expectations for a manager’s behavior
1.Informational (managing by information)
_ Monitor, disseminator, spokesperson
2. Interpersonal (managing through people)
_ Figurehead, leader, liaison
3. Decisional (managing through action)
_ Entrepreneur, disturbance handler, resource allocator, negotiator

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 Contemporary
Challenges
1. Managing for Competitive Advantage— Staying Ahead of Rivals
2. Managing for Information Technology— Dealing with the “New
Normal”
3. Managing for Diversity— The Future Won’t Resemble the Past
4. Managing for Globalization—The Expanding Management
Universe
5. Managing for Ethical Standards
6. Managing for Sustainability—The Business of Green
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Managerial skills to achieve
efficiency and effectiveness
• Leadership (strategic thinking and decision making)
• Communication (interpersonal skills and active listening)
• Time management (Prioritization and delegation)
• Problem solving (Adaptability and critical thinking)
• Team building (Motivation and conflict resolution)
• Technical competencies (Industry knowledge and technical skills)
• Project Management (Planning, organizing, monitoring and evaluation)
• Financial Management (Budgeting and financial analysis)
• Emotional Intelligence (Self awareness and empathy)
• Continuous learning( Professional development and adaptability)
Example to achieve efficiency and
effectiveness
• Let's consider the role of an automobile manufacturing
manager and the specific skills they would need to
achieve efficiency and effectiveness in their operations
Efficiency and Effectiveness
• Leadership • sets a vision for the manufacturing
process-aiming to increase
production efficiency by 20% over
the next year.
• develop a strategic plan that includes
streamlining production lines,
implementing new technologies,
and optimizing resource utilization.
Efficiency and Effectiveness
Communicatio • The manager ensures that communication
between different departments (such as
n production, supply chain, and quality control)
is clear and concise.
• Regular meetings are held to discuss
production goals, challenges, and any
adjustments needed to meet targets.
Efficiency and Effectiveness
Time The manager prioritizes tasks based on production
Manageme schedules.
nt They ensure that production lines are optimized to
minimize downtime and that preventive
maintenance is scheduled to prevent unexpected
breakdowns.
Efficiency and Effectiveness
When a bottleneck in the production process is
Problem identified, the manager leads a cross-functional
Solving team to analyze the issue.
They use data analysis and critical thinking to
implement changes, such as redesigning
workflows or investing in new machinery, to
eliminate the bottleneck and enhance overall
efficiency.
Efficiency and Effectiveness
Team The manager fosters a culture of
collaboration and teamwork on the factory
Building floor.
They motivate workers by recognizing
achievements, providing training opportunities,
and addressing concerns to maintain a positive
and productive work environment.
Efficiency and Effectiveness
Having a strong understanding of automotive
Technical manufacturing processes, the manager ensures
Competenc that the production team follows industry best
e practices.
They stay updated on technological
advancements in manufacturing,
implementing automation and robotics where
applicable to improve efficiency
Efficiency and Effectiveness
Continuous Recognizing the importance of staying current
Learning in a rapidly evolving industry, the manager
encourages employees to attend
training programs and invests in their
own professional development to stay
informed about the latest manufacturing
technologies and management practices