MGT101 Module1

Visit UMT online at www.umtweb.
edu © 2014 Pearson © 2017 UMT
Principles of Management
University of Management and Technology
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Website: www.umtweb.edu
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Module 1
Visit UMT online at www.umtweb.edu © 2014 Pearson © 2017 UMT
Module 1
Introducing Modern Management
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Module 1
Visit UMT online at www.umtweb.edu © 2014 Pearson, © 2017 UMT
Learning Objectives
Upon successful completion, the student will be able to:
•Understand the importance of management to society and individuals

•Understand the role of management
•Define management in several different ways
•List and define the basic functions of management
•Create working definitions of managerial effectiveness and managerial efficiency
•Understand basic management skills and their relative importance to managers
•Understand the universality of management
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•Use the skills that help managers become successful
•Make insights concerning what management careers are and how they evolve
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Importance of Management
• Managers influence all phases of modern organizations
• Managers are catalysts for new ideas
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The Management Task
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The Salary Gap Between Genders
Men and women make up

approximately the same
proportion of the
workforce, but as this
diagram shows, men tend
to receive higher salaries
than women.
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Defining Management
• 3 Main Characteristics:
• It’s a process
• It focuses on reaching organizational goals
• It works with and through people
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Common Mistakes in Management
This figure illustrates

common mistakes made
by managers and divides
those mistakes according
to the four functions of
management.
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Relationships Among the Four Functions of Management
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This figure demonstrates the interrelationship of the four functions of management – especially for the
attainment ofinfo
achieving organizational goals. Organizing is based on well-thought-out plans
developed during the planning process, and influencing systems must be tailored to reflect both these
plans and the organizational design used to implement them. The fourth function, controlling,
involves possible modifications to existing plans, organizational structure, or the motivation system
used to develop a more successful effort.
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Module 1
The Management Task

• Management and Organizational Resources
• Human: the people who work for an organization
• Monetary: amounts of money that managers use to purchase goods and
services for the organization
• Raw materials: ingredients used directly in the manufacturing of products
• Capital: machines used during the manufacturing process
• Managerial Effectiveness: management’s use of organizational resources

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in meeting organizational goals
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• Managerial Efficiency: the proportion of total organizational resources that
contribute to productivity during the manufacturing process.
• The higher the proportion, the more efficient is the manager.
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The Production Process
This illustration shows how organizational resources are

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combined,
info used, and transformed into finished products
during the production process.
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The Effectiveness / Efficiency Matrix

This figure is a matrix demonstrating
the effectiveness and efficiency of
managers. A manager could be
effective, but inefficient and likewise,
might be inefficient yet effective.
Possible combinations:
Efficient and Effective
Efficient and Ineffective
Inefficient and Effective
Inefficient and Ineffective
info The ideal manager is both efficient

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and effective, meaning that (s)he
reaches the set goals while correctly
utilizing resources and minimizing
waste.
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Module 1
Universality of Management
• Managerial principles apply to all types of businesses
• Theory of Characteristics:
• Henri Fayol: All managers should possess certain characteristics, such as
positive physical and mental qualities as well as special knowledge related to a
specific operation.
• B.C. Forbes: Successful managers have characteristics such as enthusiasm,
earnestness of purpose, confidence, and faith in their own worthiness.
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• Both ofinfothese men are showing the universality of management because
they are saying that these are basic characteristics of successful
managers, and therefore would be applicable in any organization.
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Management Skill:
The Key to Management Success
• Management Skill: the ability to carry out the process of reaching

organizational goals by working with and through people and other
organizational resources
• Three skills combine to make up “management skill”. The ideal manager
possesses a different mix of these three skills, depending on his or her level
of management.
▪ Technical Skills
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▪ Human Skills
▪ Conceptual Skills
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Management Skills Across Levels
This graphically shows how all three skills – technical, human, and conceptual – are utilized by all
info three layers of management. Front-line managers or supervisors would have a greater need for
technical skills
infothan the president of the company. Conversely, the president needs more conceptual
skills as the “bigger picture” of strategically moving the firm forward is formed. However, all levels
need a similar level of human skills as the people who make up the organization are vital to its
success. As a manager moves from the supervisory to the top-management level, conceptual
skills become more important than technical skills, but human skills remain equally important.
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Management Skill:
The Key to Management Success
• Management Skill: A Contemporary View
• Define major activities that managers typically perform
• List skills needed to carry out these activities successfully
• Major activities that modern managers typically perform:

• Task-related activities
• People-related activities
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• Change-related activities
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Skills for Increasing the Probability of

Management Success
It is important to
note that this figure
does not list all skills
managers need to
be successful, but it
is a list of many
necessary skills that
help a manager
become successful.
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Module 1
Management Careers
Do Millennials view “career” the same as a Baby
Boomer or a member of Generation X?
What is a Career?
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career: a sequence of work-related positions occupied

by a person over the course of a lifetime.
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Career Stages, Life Stages, and Performance

This figure highlights the performance
levels and age ranges commonly
associated with the four stages of a
typical career: exploration,
establishment, maintenance, and
decline. Note that the levels and ranges
in the figure indicate what has been more
traditional at each stage, not what is
inevitable. The exploration stage occurs
at the beginning of one’s career. It usually
involves training and education. The
establishment stage occurs at about
ages 25 to 45. People at this stage are
typically more productive and higher
performers. The maintenance stage is at
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around 45 to 65 yearsinfo of age and is
characterized by either increased
performance, stabilized performance, or
decreased performance. Finally, the
decline stage is when individuals typically
retire or become semi-retired.
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Management Careers
• Promoting Your Own Career
• Special Career Issues

• Women Managers
• Dual-Career Couples
• How Dual-Career Couples Cope
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Manager and Employee Roles

in Enhancing Employee Career Development
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This table outlines what career development responsibility, information, planning,
and follow-through generally include. It also outlines the complementary career
development role for a professional employee.
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Module 1

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Visit UMT online at www.umtweb.

edu © 2014 Pearson © 2017 UMT

•Understand the importance of management to society and individuals

• Managers inﬂuence all phases of modern organizations

• Managers are catalysts for new ideas

The Management Task

The Salary Gap Between Genders

Men and women make up

• It focuses on reaching organizational goals

• It works with and through people

Common Mistakes in Management

This ﬁgure illustrates

Relationships Among the Four Functions of Management

The Management Task

• Managerial Eﬀectiveness: management’s use of organizational resources

The Production Process

This illustration shows how organizational resources are

The Eﬀectiveness / Eﬃciency Matrix

info The ideal manager is both eﬃcient

• Management Skill: the ability to carry out the process of reaching

Management Skills Across Levels

• Major activities that modern managers typically perform:

Skills for Increasing the Probability of

career: a sequence of work-related positions occupied

Career Stages, Life Stages, and Performance

• Special Career Issues

Manager and Employee Roles

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