TPM-1

Introduction to MANAGEMENT
Outline
 Who is a manager and what is Management?

 Efficiency & Effectiveness aspects of Management

 Levels of Management

 Management Schools of Thought

 Management Functions

 Management Roles

 Management Skills

 Changes facing Managers

 Importance of Studying Management

Readings
 Robbins & Coulter, Ch1

 Lecture Notes

Who is a Manager?

• Someone who works with and through other people by coordinating

their work activities in order to accomplish organizational goals
• Changing nature of organizations and work has blurred the clear lines of
distinction between a manager and a non-managerial employee

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What is Management? … 1/2
The process of coordinating and overseeing organizational work so that
it is completed efficiently and effectively
• Process - a series of functions or activities engaged in by managers to
achieve a particular management goal (communication, coordination,
negotiation, solution, resolution, planning, implementation, etc)
• Coordination - synchronization and integration of activities, functions,
and organizational structures to ensure optimum utilization of
organizational resources, in pursuit of the management goals
• Overseeing – monitoring work to ensure its completion as per plan
• Organisation - a deliberate arrangement (structure) of people to
accomplish some specific purpose
• Efficiency - doing the things right, or getting the most output from the
least amount of inputs; concerned with Means
• Effectiveness – doing the right things, or doing those work activities
that will result in achieving goals; concerned with Ends
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What is Management? … 2/2

Efficiency & Effectiveness

Effectiveness (Pursuit of Goals)

Pursuing Right/High Goals

Pursuing Right/High Goals
but
&
Inefficient (High Costs, Long
Efficient (Low Cost, Less Time)
Time)

Pursuing Wrong/Low Goals

Pursuing Wrong/Low Goals
&
but
Inefficient (High Costs, Long
Efficient (Low Cost, Less Time)
Time)

Efficiency (Low Use of Resources)

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Organisational Levels of Managers

Responsible for making organization-wide decisions and

Top establishing the plans and goals that affect the entire
Managers organization (BOD, Pres, EVP, CEO, MD, COO, CFO, CTO, etc)
Managers between the first-line level and the top
Middle level of the organization; manage the first-line
Managers managers (GM, Reg Mgr, Head PMO, Prog Mgr,
Store Mgr, Div Mgr, Plant Mgr, etc)

First Line, or Front Line Manage the work of non-managerial

individuals (Supv, Shift Mgr, Distt Mgr, Dept
Managers Mgr, Office Mgr, Foreman, Team Ldr, etc)

Directly involved with the

Non-Managerial
production or creation of the
Employees organization’s products

What do Managers do? 3 Schools of Thought

No two organisations are alike; likewise, no two managers’ jobs are alike.
Nonetheless, Management Researchers have developed three schools of
thought to describe what and how managers do:

• Management Functions thinking

• Management Roles thinking

• Management Skills thinking

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Management Functions (Fayol)

Achieving
Organisation’s
Planning Organising Leading* Controlling stated
Purpose
• Setting Goals Determining: Motivating, Monitoring
Leading, and Activities to
• Establishing • what needs
any other ensure that
Strategies for (tasks) to be
Actions they are
achieving done, who is
involved in accomplished as
those goals to do them
dealing with planned
• Developing • how it will be people
Plans to done
integrate and
• who is to do it OUTPUT/
coordinate
activities DELIVERABLE

Corrective Action

* Fayol in fact had suggested 5 functions: Planning, Organising, Commanding, Coordinating & Controlling.
For ease of understanding, Commanding & Coordinating have been combined under ‘Leading’ 7

Management Roles (Mintzberg) … 1/4

Interpersonal Roles By virtue of interpersonal contacts, both with the subordinates
• Figurehead and with the network of contacts, the Managers emerge as the
nerve center of their organisational unit.
• Leader
• Liaison

Informational Roles Processing of information (communications) is a key part of the

• Monitor Managers’ job, even at the cost of work (Managers do not leave
meetings or hang up telephone in order to get back to work)
• Disseminator
• Spokesperson

Decisional Roles
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator
The Managers play the major role in their unit's decision-making
system. As its formal authority, only the managers can commit
the unit to important new courses of action; and as its nerve
center, only the managers have full and current information to
make the set of decisions that determines the unit's strategy.
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 Management Roles (Mintzberg) … 2/4
Interpersonal Roles
Figurehead: The managers perform duties of ceremonial or social nature; these duties serve
multifarious purposes like inspiration, authority, networking, etc. Performed at all levels:
− Company president greets a touring dignitary
− Sales Manager takes an important customer to dinner
− Foreman attends the wedding of a lathe operator

Leader: The managers direct and motivate subordinates, and select and train employees. This
role is performed at all the three levels, to get the work done out of the subordinates
Liaison: The managers establish and maintain contacts outside the organization, to the extent
of 45% of their total contact time. The same figure for Superiors is 10% and for the
Subordinates is 45%. This role is performed at all levels.

Management Roles (Mintzberg) … 3/4

Informational Roles
Monitor: The managers scan perpetually the environment (own organisation & industry) for
information, any changes etc. The also receive a lot of unsolicited mail. They scan the
information and get to the big picture without experiencing information overload. The
managers also monitor their subordinates for both their productivity, and their well-being. This
role is performed by the managers at all levels
Disseminator: The managers pass some of their privileged information directly to the
subordinates who would otherwise have no access, like passing corporate decisions down the
hierarchy. This role is performed by managers at all levels
Spokesperson: The managers send some of their information to people outside their units. In
addition, managers must inform and satisfy the influential people who control their
organizational unit. Performed at all levels, but mostly at the higher levels:
− A president makes a speech to lobby for an organizational need
− Chief executives spend great amounts of time dealing with hosts of influencers.
− Directors and shareholders must be advised about financial performance
− Consumer groups must be assured that the organization is fulfilling its social responsibilities
− A foreman suggests a product modification to a supplier

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Management Roles (Mintzberg) … 4/4
Decisional Roles
Entrepreneur: The managers seek to improve own unit, or adopt to it to changing conditions in
the environment. The managers are on the lookout for new ideas; when a good one appears,
they initiate development projects that they may supervise or else delegate to employees.
Examples: new products or processes; public relations campaigns; resolution of a morale
problem in a foreign division; integration of computer operations; various acquisitions; etc. This
role is mostly confined to the Chief Executives, with some opportunities at other levels too
Disturbance Handler: The managers involuntarily respond to pressures, like a looming strike, a
major customer going bankrupt, a supplier reneging on a contract, etc. Disturbances arise not
only because poor managers ignore situations until they arise crisis proportions, but also
because good managers cannot possibly anticipate all the consequences of the actions they
take. This role is performed by managers at all levels
Resource Allocator: The managers decide who gets what resources in the organisation. Top
Level Managers are guided by Cost Benefit Analysis, Feasibility Study, Budgetary Proposals, etc.
A Middle Level Manager may have to provide more resources to a Project. A Foreman may have
to beef up a team engaged in heavy manual work
Negotiator: The managers spend considerable time on negotiations. Performed at all levels: a
football club chairman negotiating a contract with a superstar, a company president negotiating
a strike issue with the CBA, or a foreman arguing a grievance problem with the shop steward to
its conclusion

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Management Skills (Katz) … 1/2
Conceptual Skills Human Skills Technical Skills

Ability to think and to
conceptualise about
abstract and complex
situations
• Ability to work well with
other people individually
and in a group
• aka ‘Interpersonal Skills’
Job-specific knowledge and
techniques needed to
perform work tasks
proficiently

• Help the managers see the
organisation as a whole,
understand the
relationships among
various sub-units, and
visualise how the
organisation fits into its
broader environment
• Most important to top-
managers who set the
organisation’s vision,
mission, goals, etc
• Include Communication,
Leadership, Motivation,
Negotiation, etc
• Equally important for all
management tiers since all
managers deal with people.
• Managers with good
human skills get the best
out of their subordinates
• Important for First-Line
Managers because they
typically manage
employees who use tools
& techniques to produce
the organisation’s
products
• Employees with excellent
Technical Skills are a
company’s assets
• Top Management need to
possess a degree of
Technical Skills

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Management Skills (Katz) … 2/2

Relative Amount of Skills required at different Management Tiers

Top Conceptual Human Technical

Management

Middle
Conceptual Human Technical
Management

First Line Concept-

Human Technical
Management ual

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Changes Facing Managers

• Changing Technology (Digitisation) → Changing Workplaces

• Increased Emphasis on Organisational & Managerial Ethics

• Increased Competitiveness

• Changing Security Threats; Global Political & Economic Uncertainties

• Increasing importance of Customers, Social Media, Innovation, and

Sustainability

Innovation: Exploring new territory, taking risks and doing things differently
Sustainability: A company’s ability to achieve its business goals and increase long-term
shareholder value by integrating Economic, Environmental, and Social opportunities into its
Business Strategies

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Why Study Management? … 1/2

• The Universality of Management

• The Reality of Work
• Challenges & Rewards of being a Manager

The Reality of Work Challenges &

Rewards

In every career, one either manages

and is managed. To be successful either
way, one needs to study Management
Management is closer to life … meeting the
Challenges successfully, leads to Rewards.
Studying Management is a natural instinct

Why Study Management … 2/2

The Universality of Management

All Sizes of
Organisations
Small ↔ Large

All Organisational Areas:

All Types of
Manufacturing, Marketing, Management is
Organisations
HR, Accounting, IT Needed in …
Profit ↔ Non-Profit
Systems, etc

All Top
Organisational ↕
Levels Bottom

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