Objective

The primary focus of this course is to provide students with a

sound foundation in the field of Management. It addresses the
essence of what managers do and provides a contemporary
approach to understanding Management.

The four basic components of managerial functions are examined:

Planning (to set direction), Organizing (to create structures),
Leading (to inspire effort) and Controlling (to ensure results).

A sound understanding of these aspects will allow you to better

appreciate how effective performances of these four managerial
functions affect organizational success.
 What is management?

Getting work done through other

 Management is

Efficiency
Getting work
done through
others Effectiveness
Management functions

Planning

Organising

Leading

Controlling
 Planning

Determining organisational goals

and a means for achieving them.
 Organising

Deciding where decisions will be

made.
Who will do what jobs and tasks.
Who will work for whom.
 Leading
Inspiring
Leading
Motivating
 Controlling

Monitoring progress toward goal

achievement and taking corrective
action when needed.
Responsibilities of top managers

Creating a context for change.

Developing commitment
and ownership in employees.

Creating a positive organisational

culture through language and action.

Monitoring their business environments.

Responsibilities of middle managers

Plan and allocate resources to meet objectives.

Coordinate and link groups, departments and

divisions.

Monitor and manage the performance

of sub-units and managers who report to them.

Implement changes or strategies

generated by top managers.
Responsibilities of first-line managers

Manage the performance of entry-level employees.

Encourage, monitor and reward the performance

of workers.

Teach entry-level employees how to do their jobs.

Make detailed schedules and operating plans.

 Mintzbergs managerial roles

Interpersonal Informational Decisional

Figurehead Monitor Entrepreneur

Leader Disseminator Disturbance

handler
Liaison Spokesperson
Resource
allocator

Negotiator

Source: Mintzberg, H. 1973. The Nature of Managerial Work. New York: Harper & Row.
 Managerial roles
Interpersonal roles

Figurehead Managers perform ceremonial duties.

Leader Managers motivate and encourage

workers to accomplish objectives.

Liaison Managers deal with people outside

their units.
 Managerial roles
Informational roles
Managers scan their environment
Monitor
for information.

Managers share information

Disseminator
with others in their company.

Managers share information

Spokesperson
with others outside their
departments or companies.
 Managerial roles
Decisional roles

Entrepreneur Managers adapt to incremental change.

Disturbance Managers respond to problems that

handler demand immediate action.

Managers decide who gets

Resource what resources.
allocator
Managers negotiate schedules,
Negotiator projects, goals, outcomes, resources
and raises.
What companies look for in managers

Technical skills Human skills

Conceptual skills Motivation to manage