Fundamentals of Management

The Role and Importance

Of
Management

Overview

This series slide presentations expose students to

the field of management and focus on the major
management processes.
they provide an overview of the organizational
environment.
Highlight issues in management
In general, they will help students to be better
employees and understand the role of managers.

Why study Management?

1.
2.

3.

Everybody has a vested interest in improving

the way organizations are managed.
A person entering the workplace, after
graduation, will either be managed or become
a manager.
Understanding management will also assist a
person in managing his or her personal life.

Fundamentals of Management

Objectives

At the end of this presentation students should be

able to:
1.
2.
3.

Define what is management.

Explain the basic managerial functions.
Understand the role and importance of
management.

Definition of management.

The attainment of organizational goals in and

effective and efficient manner through planning,
organizing, leading, and controlling (Daft, 2005
p.8)
The process of administering and coordinating
resources effectively and efficiently in an effort to
achieve the goals of the organization (Lewis et al
2007 p.5)

Fundamentals of Management

Understanding key terms in the definition

Effectiveness : the degree to which goals are

achieved; doing the right thing
Efficiency : using the fewest inputs (people,
money, technology) to generate a given output.
Organization : A social entity that is goal
directed and deliberately structured.
Performance: the organizations ability to attain
its goals by using resources in an efficient and
effective manner.

Fundamentals of Management
Management

Planning
Organizing
Leading
Controlling

functions

Fundamentals of Management
Planning

The management function concerned with

defining goals for future organizational
performance and deciding on the tasks and
resource use needed to attain the set goals.

Organizing

The management function concerned with

assigning tasks, grouping tasks into departments,
and allocating resources to departments.

Fundamentals of Management
Leading

Motivating and directing the members of the

organization so that they contribute top the
achievement of the goals of the organization.

Controlling

Monitoring the performance of the organization,

identifying deviations between planned and actual
results and taking corrective action when
necessary.

Fundamentals of Management
Planning

Organizing

Mission
&
Organization
al Goals

Leading

Controlling
The Management Process

Fundamentals of Management
External
Environment

Overall goals

Organization
Strategy

Organizin
g
Leading

Internal
Environment

Framework for understanding

management

Controlling

Fundamentals of Management
The

Role Of manages

In performing the four basic functions of

managers, most of what managers do can be
categorized into roles (A role is a behaviour that is
expected in a particular situation).
Henry Mintzberg is credited with explaining
managerial roles.

Fundamentals of Management
Mintzbergs Managerial Roles
Interpersonal Roles Informational Roles
Figure head
Monitor
Leader
Disseminator
Liaison
Spokesperson

Building
relationships with
organizational
members and other
constituents

Gathering and
disseminating
information to
stakeholders

Decisional Roles
Entrepreneur
Disturbance
handler
Resource
allocator
Negotiator

Processing
information and
reaching
conclusions

Fundamentals of Management
To
p
m
an
ag
Middle
er
Manager

First-line Manager
Operational Employees
Managerial levels

Fundamentals of Management

Managerial Skills

Top
Conceptual
management skills: ability
to analyze
complex
situations.

Monitoring the organization

environment.
Set strategic goals

Middle
management

Human skills:
ability to work
effectively
with others

Planning and allocating resources.

Coordinating groups

First-line

Technical
skills: ability to
use tools and
technology in
a particular
area.

Using appropriate tools,

techniques. Procedures.
Instructing, guiding subordinates
Managing individual performance.

Management Levels and skills needs

Top manager

Conceptual
Human
Technical

Middle manager

First-line manager

20

40

60

80

100 120