Modern Management:

Concepts and Skills

 Chapter 1
Introducing Modern Management:
Concepts and Skills
Objectives
 An understanding of the importance of management to the
society and individuals
 An understanding of the role of management
 An ability to define management in several different ways
 An ability to list and define the basic functions of
management
 Working definitions of managerial effectiveness and
managerial efficiency
Objectives (cont’d)
 An understanding of basic managerial skills and their relative
importance to managers
 An understanding of the universality of management
 Knowledge of skills that help managers become successful
 Insights concerning what management careers are and how
they evolve
Defining Organization
 Organization
 A systematic arrangement of people brought
together to accomplish some specific purpose;
applies to all organizations.
 Where managers work (manage).
 Common Characteristics of Organizations
 Distinct purpose and goals
 Systematic structure
 People
Common Characteristics of
Organization
People Differences
 Operatives
 People who work directly on a job or task and
have no responsibility for overseeing the work of
others.
 Managers
 Individuals in an organization who direct the
activities of others.

PowerPoint Presentation
by NNThang & NPMai
The importance of management

PowerPoint Presentation by NNThang & NPMai

Management is…

Getting
work Efficiency
done with
and
through Effectiveness
others
Defining Management
 Definition: Coordinating work activities so that they are
completed efficiently and effectively with and through
other people
 Efficiency: getting the most output from the least input;
doing the things right
 Effectiveness: completing activities so that the
organization’s goals are attained; doing the right things
Management encompasses the following three main
characteristics:
1. It is a process or series of continuing and
related activities.
2. It involves and concentrates on reaching
organizational goals.
3. It reaches these goals by working with and
through people and other organizational resources
The Management Task

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Management Functions
Classical Updated
Management Functions Management Functions

Planning Making Things Happen

Organizing Meeting the Competition

Influencing Organizing People,

Projects, and Processes
Controlling
Management Functions
Planning
 Choosing tasks that must
be performed to attain
organizational goals,
 Outlining how tasks must
be performed
 Indicating when should
they be performed
Organizing
 Assigning the tasks to
various individuals or
groups within the
organization
 Determining tasks and
groupings of work
Management Functions
Influencing Controlling
 Guiding the activities  Gathering information that
of organization measures recent performance
members in within the organization
appropriate directions  Compare present performance
 Aiming at productivity to pre-established performance
increase standards
 Take corrective actions (if
needed)
Management Functions
 The Management Task
 Management and Organizational Resources
1. Human
2. Monetary
3. Raw materials
4. Capital

 Managerial Effectiveness

 Managerial Efficiency

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The Management Task

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Efficiency & Effectiveness
 The universality of management
Applies to all types of organizations
Varies from one type of organization to another

 The Theory of Characteristics

Henri Fayol
Positive physical and mental qualities
Special knowledge related to operation
B. C. Forbes
Personal qualities
Enthusiasm
Earnestness of purpose
Confidence
Faith in their own worthiness

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The universality of management
 Level in the Organization
 Do managers manage differently based on where they are
in the organization?
 Profit versus Not-for-profit
 Is managing in a commercial enterprise different than
managing in a non-commercial organization?
 Size of Organization
 Does the size of an organization affect how managers
function in the organization?
The universality of management
 Management Concepts and National Borders
 Is management the same in all economic, cultural, social
and political systems?
 Making Decisions and Dealing with Change
 Do managers all make decisions and deal with change in
the same ways?
Distribution of Time per Activity by
Organizational Level

Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,

“The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
 Importance of Managerial Roles in
Small and Large Businesses

Source: Adapted from J. G. P. Paolillo, “The Manager’s Self-Assessments

of Managerial Roles: Small vs. Large Firms,”
American Journal of Small Business (January–March 1984) pp. 61–62.
Mintzberg’s Managerial Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator

Source: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 92–93.
Reprinted by permission of Pearson Education Inc., Upper Saddle River, NJ.
Managerial Skills
 The ability to carry out the process of
reaching organizational goals by working with
and through people and other organizational
resources
Types of activities for
Managers
Types of activities

Task-related Task-related Change-related

activities activities activities
General Skills for Managers
Conceptual • Ability to see the organization as a whole
• Ability to understand how the organization
skills relates to its environment

Human • Ability to build cooperation within the

team being led
skills

Technical • Ability to apply specialized knowledge and

expertise to work-related techniques and
skills procedures
Management Skills: The Key To
Management Success

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Levels of Management

CEO
Top Level Management COO
CIO
CFO

Middle Level Management General Mgr

Plant Mgr
Regional Mgr

Office Manager
First-Line Shift Supervisor
Management Department Manager
Team Leader
Top Managers
Responsible for…

Creating a context for change

Developing attitudes of commitment

and ownership in employees
Creating a positive organizational
culture through language and action

Monitoring their business environments

Middle Managers
Responsible for…

Setting objectives consistent with top

management goals, planning strategies
Coordinating and linking groups,
departments, and divisions
Monitoring and managing the performance
of subunits and managers who report to them
Implementing the changes or strategies
generated by top managers
First-Line Managers

Responsible for…

Managing the performance of

entry-level employees

Teaching entry-level employees

how to do their jobs

Making schedules and operating plans based on

middle management’s intermediate-range plans
Management Skills: The Key To
Management Success

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 Management Careers
 A Definition of Career

 Career Stages, Life Stages, and Performance

 Exploration Stage
 Establishment Stage
 Maintenance Stage
 Career plateauing

 Decline Stage
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Management Careers

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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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Management Careers

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Any questions?

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