Learning Objectives

After this session, you should be able to:

CSEN 416 –Define management, describe the kinds of managers
found in organizations, and briefly explain the four
basic management functions.
CONSTRUCTION MANAGEMENT –Describe the skills required by the manager and their
different requirements in the organizational hierarchy.
Principles of Management –Justify the importance of history and theory to
management.
Week 1 –Recognize the growing importance of management
Nature and Scope of Management as a profession.
– Appreciate Management as a science, art and a
profession.
Evans Khadambi Luyali 2

Beginning of Civilization What is management ?

People began living in groups
Good question but difficult to answer
Groups formed to achieve their goals
• Understood and viewed differently by different people in
– Hunting
– Protection from wild animals, harsh weather, other different ways
groups of people • Management students
Realized need for coordination of individuals in –Discipline they are pursuing
the group • Workers
Management had began ! –Groups of people who manage (run) their organization

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Management defined: Some definitions

• The process of integrating resources and tasks toward the
achievement of stated organizational goals
• The process of getting things done, effectively and
effectively, through and with other people
–Process
• A series of actions or measures
• A method of operation
Fredrick W Taylor
(Father of scientific management)
• The art of knowing what you want to do and seeing that it is
done in the best and cheapest way.
Stanley Vance
(Decision making point of view)
• The process of decision making and control over the action
of human beings for the express purpose of attaining pre-
determined goals.

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 Definitions (Cont) Definitions (Cont).
Lawrence Appley
(People orientation point of view) For our purpose, the function oriented definition is most
• The accomplishment of results through the efforts of appropriate
other people. The process involving
Harold Koontz Planning
• The art of getting things done through and with people in Organizing
formally organized groups.
John Mee Staffing
• The art of securing maximum results with minimum effort Directing
so as to secure maximum results with minimum Controlling
prosperity and happiness for both employer and Human effort to achieve stated objectives in an organization
employee and giving the public (beneficiary) the best
possible service
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Definitions (Cont). What is Management?

Stoner et al. A set of activities
The process of planning and decision making, organizing, leading, and
•Planning controlling
•Organizing directed at an organization’s resources
•Leading human, financial, physical, and information
•Controlling with the aim of achieving organizational goals
The work of organized members and of using all available in an efficient and effective
organization resources to reach stated organizational goals. manner.

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Definitions (Cont).
IMPORTANT CONCEPT
Are these all the definitions?
• They are as many as the authors
• Make a point of looking them up
Management
• All those mentioned are right

Organization Manager

a group of people, with a person who organizes,

formally assigned roles, leads, and controls the work
working together to achieve of others to achieve the
stated goals organization’s goals
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 From the definitions
Management
It is clear that
• Management is a continuous process Management
• Many different but inter-related activities are is the collectivity
performed by managers to achieve the stated goals
• The aim of managing is to create a surplus i.e. to of managers
be effective and efficient of an organization
and the study
of what they do
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Basic Purpose of Management

Good Management
EFFICIENTLY

+
Using resources wisely and
in a cost-effective way
Management Management
And
Effectiveness Efficiency

EFFECTIVELY
Making the right decisions and
successfully implementing them
Good Management
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Goals & Objectives
Effective
Management Doing The Right Things
High Goal Attainment
Low Input / High Output
Efficient
Management
Doing Things Right
Low Resource Waste
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Effectiveness
Effectiveness
The ability to choose appropriate
goals and achieve them.
The goals must be appropriate,
AND must be achieved
Efficiency
The ability to make the best use
of available resources in the
process of achieving goals 18

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 What is a Manager? Kinds of Managers by Level and Area
• Someone whose primary responsibility is to Levels of Management
carry out the management process. Top managers
• Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical, Middle managers

and information resources.

First-line managers

Areas of Management

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Kinds of Managers by Level Kinds of Managers by Area

• Top Managers
–The relatively small group of executives who manage
the organization’s overall goals, strategy, and
operating policies.
• Middle Managers
–Largest group of managers in organizations who are
primarily responsible for implementing the policies and
plans of top managers. They supervise and coordinate
the activities of lower-level managers.
• First-Line Managers
–Managers who supervise and coordinate the activities
of operating employees.
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• Marketing Managers
–Work in areas related to getting consumers and clients
to buy the organization’s products or services.
• Financial Managers
–Deal primarily with an organization’s financial
resources.
• Operations Managers
–Concerned with creating and managing the systems
that create organization’s products and services.
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Kinds of Managers by Area (cont’d) Management in Organizations

• Human Resource Managers
–Involved in human resource planning, recruiting and
selection, training and development, designing Planning

compensation and benefit systems, formulating and decision

making
Organizing

performance appraisal systems. Inputs from the environment

• Human resources Goals attained
• Financial resources • Efficiently
• Administrative Managers • Physical resources
• Information resources
• Effectively

–Generalists who are familiar with all functional areas Controlling Leading
of management and who are not associated with any
particular management specialty.
• Other Kinds of Managers
–Specialized managerial positions directly related to the
needs of the organization.
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 Basic Management Functions Basic Management Functions
• Planning and Decision Making
Planning and
Decision Making Organizing –Setting an organization’s goals and selecting a course
Determining how
Setting the organiza-
best to group of action from a set of alternatives to achieve them.
tions
’ goals and
activities and
deciding how best
to achieve them
resources • Organizing
–Determining how activities and resources are
grouped.
• Leading
Controlling Leading –The set of processes used to get organizational
Monitoring Motivating members
and correcting of the organization members to work together to advance the interests of
ongoing activities to work in the best the organization.
to facilitate goal interests of the
attainment organization • Controlling
–Monitoring organizational progress towards goals.
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Skills and the Manager

Fundamental Management Skills
Fundamental Management Skills
• Technical
Technical Skills –Skills necessary to accomplish or understand the
specific kind of work being done in an organization.
Interpersonal Skills –Knowledge of and proficiency in methods, techniques,
processes, procedures, tools of the job
Conceptual Skills • e.g. supervisor of a welder should be able to teach
him how to weld.
Diagnostic Skills
• Interpersonal
Communication Skills –The ability to communicate with, understand, and
motivate both individuals and groups.
Decision-Making Skills –Ability to interact effectively with people.
• Managers interact and cooperate with employees.
Time Management Skills 27 28

Fundamental Management Skills Fundamental Management Skills

• Conceptual
–The manager’s ability to think in the abstract.
– Formulation of ideas and ability to see and recognize
significant elements in a situation.
– Managers must understand abstract relationships,
develop ideas and solve problems creatively.
• Diagnostic
–The manager’s ability to visualize the most
appropriate response to a situation.
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• Communication
–The manager’s abilities both to convey ideas and
information effectively to others and to receive ideas
and information effectively from others.
• Decision-Making
–The manager’s ability to recognize and define
problems and opportunities correctly and then to
select an appropriate course of action to solve the
problems and capitalize on opportunities.
• Time-Management
–The manager’s ability to prioritize work, to work
efficiently, and to delegate appropriately.
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 Management skills - summary
•Technical skills deal with things
•Interpersonal skills concerns people
•Conceptual skill deals with ideas
Managers level determines relative importance
of processing Interpersonal, Technical and
Conceptual skills
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Skill Mixes at Different Organizational Levels
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Management: Science or Art?
• The Science of Management
–Assumes that problems can be approached using
rational, logical, objective, and systematic ways.
–Requires technical, diagnostic, and decision-making
skills and techniques to solve problems.
• The Art of Management
–Decisions are made and problems solved using a
blend of intuition, experience, instinct, and personal
insights.
–Requires conceptual, communication, interpersonal,
and time-management skills to accomplish the tasks
associated with managerial activities.
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Skill Distribution at various levels
Top level managers
– Need conceptual skills in order to
• View the organization as a whole
• Plan
• Deal with ideas and abstractions
Supervisors
– Need technical skills to manage their area of
specialty
All levels
– Need interpersonal skills in order to interact and32
communicate with other people successfully
Sources of Management Skills
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The Importance of Theory and History
• Why Theory?
–A theory is a conceptual framework for organizing
knowledge and providing a blueprint for action.
–Management theories, used to build organizations, are
grounded in reality. Most managers develop their own
theories about how they should run their
organizations.
• Why History?
–An awareness and understanding of important
historical developments in management are also
important to contemporary managers
• in furthering the development of management practices
• in avoiding the mistakes of others in the past. 36
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 At the next session

Nature, Scope
&
Process of Management
Continues
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