ORGANIZATIONS

and
MANAGEMENT
Facilitator: Dr Bangi, Y

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 MODULE 1:
The Nature of Management
• contents:
–Meaning of management
–Management levels
–Management skills
–Functions of Management
–Management roles
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 Definition of Organizations
• An organization is a collection
of people working together in a
coordinated and structured
fashion to achieve one or more
goals.

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 Organization Features
• People
• Structure
• Culture
• Goal (s)
• System

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 Organizations Resources

• Human
• Financial
• Physical
• Information

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 Management and the Job of
Manager
Concept of Management
 It is an illusive term depending upon the context in
which it is used.
 Team/group of persons – direct efforts of others
 A process – interrelated elements of functions
 Academic discipline – Branch of knowledge.
 Factor of production – Like land, capital and labor
 A process – involve science and art of getting things
done.
etc
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 Management as Process
This module focuses on management as
process as well as activities of managers
(group entrusted to run the organization).
There are several definitions of
management as a process.
1. “Management is the process of working with and through
others to effectively achieve organizational objectives by
efficiently using limited resources in a changing
environment” (Kreitner, R. 1983).
2. “Management is the art of getting things done through
other people (Hellriegel, D; & Slocum, J. S., 1989)

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 Cont…
3. “Management is the process of designing an environment in
which individuals working together in groups accomplish
efficiently selected aims”. (Koontz & Weihrich, 1990).

4. “Management is the process of achieving organizational

goals through planning, organizing, leading and controlling
the human, physical, financial and information resources of
the organization in an effective and efficient manner”
(Bovee, C. L.,et al 1993).
Bovee also defines an organization as a group of people working
together in deliberately structured situation to accomplish
group goals.

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 Cont…
• Generally management can be referred
as set of activities including planning
and decision making, organizing,
leading and controlling directed at
organization resources with the aim of
achieving organizational goals in an
efficient and effective manner.

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 Why Management is
important

Working alone…do everything

yourself…

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 WHO IS A MANAGER?
• A manager is one who is responsible for
getting things done through other people
instead of doing the job himself. With stated
objectives to achieve he directs human
activities with the help of other resources.
• The manager does not only have to get things
done, he also has to ensure they are done as
effectively as efficiently as possible, because
this is key to the successful organization.

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 Cont…
• Koontz (Management, 1988), defines a
manager as “any one who is
responsible for the work of others at all
levels in any type of enterprise”
• Despite levels, problems held, type of
people being managed, all manager
obtain results and achieve results
through the work of others.
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 MANAGERIAL LEVELS
MANAGEMENT LEVEL TYPES OF MANAGER MANAGEMENT DUTIES

•Chief Executive •Policy formulation

•Chief Operating officer. •Long range planning
•Presidents •Goal setting
•Vice presidents •Developing enterprise
Top mgt •GM strategies.
• MDs
•Plant Managers •Interpret policies
•Production managers •Coordinate work of
Middle Level Mgt •Marketing Managers employees
•Personnel managers •Deal with short term goals.

•Supervisors •Deal with actual jobs.

•Superintended •Coordinate employees’
First line/supervisory Mgt.
•Unit heads work
•Foremen's •Plan day-to-day operations,
etc.
•Chief clerks, etc.
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 HOW A MANAGER’S JOB DIFFER FROM
OTHER JOBS?
• High level of activity – “busy”, high interpersonal
contacts.
• Discontinuity – no continuous task.
• Paper work
• Telephone calls
• Meetings
• Interpersonal conducts
 Separation from the location and detail of
operational work.
 Talking and thinking
 Networks – wider network of information
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 MANAGERIAL SKILLS
The job of a manager has become very
challenging. Several skills, are therefore,
required in order to be as successful manager
may be classified into four categories:
 Technical skills – ability and knowledge in
using equipments or performing specific task.
 Human skills – ability to work with others
individually or members of the group.

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 cont
 Conceptual skills – ability to see the whole
organization and relationships, between its parts.

Design (Analytical skills)-This is the ability to

see(spot) and solve problems, in ways that will
benefit the organization. Designs involve the ability
to logically and objectively and scientifically
analyze the problems and opportunities and use
scientific approaches to formulate workable
solutions.

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 Cont…
• Technical skills deal with jobs,
Human skills deal with persons,
Conceptual and design skills deal
with ideas. These type of skills are
interrelated. But the proportion of
these skills varies with the level of
management as shown below.

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 Managerial Skills Vs MGT Levels

TOP MGT

Concept
Skills Human Skills
MIDLE MGT

FIRST LINE Technical Skills

MGT

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 MANAGEMENT FUNCTIONS
(ACCORDING TO PRO. HARORD KOONTZ)
PLANNING –setting organizational goals and
deciding how best to achieve them.
0RGANIZING-Deciding how activities and
resources are to be grouped.
STAFFING-Involves filling and keeping filled
positions in the organizations with People.
LEADING-Is the process of influencing people
to work most effectively, efficiency and
enthusiastically towards the achievement of
organizational goals.
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 Cont…
• CONTROLLING-This is the tasks
of monitoring, measuring and
correcting the activities of
individuals and groups, to ensure
that their performance is in
accordance with laid down plans.

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 Cont…
FAYOL’S MANAGEMENT FUNCTIONS
Henri Fayol was the first person to suggest a
set of management functions, which according
to him managers performed six main functions:
• PLANNING:(As defined above)
• ORGANIZING: (As defined above)
• LEADING: (As defined above)
• CONTROLLING: (As defined above)
• COMMANDING: Giving instructions to
subordinates to carry out tasks over which the
manager has authority for decision and

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 continue
responsibility for performance.
• COORDINATING: The task of
harmonizing the activities of the
individuals and groups within the
organization which will inevitably have
different, ideas about what their own
goals should be.

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 MANAGERIAL ROLES
TEN BASIC MANAGERIAL ROLES BY Henry Mintzberg
CATEGORY ROLE SAMPLE ACTIVITY
Interpersonal •Figure head •Attending ribbon-cutting ceremony for the new plant
•Encouraging employees to improve productivity.
•Leader •Coordinating activities.
•Liaison

Informational •Monitor •Scanning industrial reports to stay abreast of development

•Disseminate •Sending memos outlining new organizational initiatives.
•Making speech to discuss growth plans.
•Spokesperson

Decisional •Entrepreneur •Developing new ideas for innovation

•Disturbance •Resolving conflicts between two subordinates.
handler
•Resource •Reviewing and revising budget requests.
allocator
•Negotiator •Reaching agreement with a key supplier or labour union.

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 Expected characteristics to
be Acquired by Learners
Leadership — ability to influence
others to perform tasks
 Self-objectivity — ability to evaluate
yourself realistically
 Analytic thinking — ability to
interpret and explain patterns in
information
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 Cont…
Behavioral flexibility —ability to
modify personal behavior to
accomplish organizational goals.
Oral communication — ability to
express ideas clearly in words
 Written communication — ability to
express ideas clearly in writing

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 Cont…
• Personal impact — ability to create a
good impression and instill confidence
• Resistance to stress —ability to
perform under stressful conditions
• Tolerance for uncertainty — ability to
perform in ambiguous situations

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 THANKS

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