CHAPTER 1: INTRODUCTION TO MANAGEMENT

I. Management
1. Definition
- Management (Governance) is the act of achieving objectives effectively by coordinating the
activities of others through planning, organizing, leading and controlling the organization’s
resources in a changing enviroment.
2. Function
The Four Management Functions: Planning, Organizing, Leading, Controlling (POLC)
- Planning: means identifying goals for future organizational performance and deciding on the
tasks and use of resources needed to attain them (where the organization wants to be in
thefuture and how to get there)

Strategic goals
Tactical goals Operational
(Middle goals (Lower Mission
(Senior
planning planning statement
planning
goals) goals)
goals)

- Organizing: Organizing typically follows planning and reflects how the organization tries to
accomplish the plan. Organizing involves assigning tasks, grouping tasks into departments,
delegating authority, and allocating resources across the organization.

Designing organization
struction

Determining tasks Organizing Decentralization

- Leading: Leading is the use of influence to motivate employees to achieve organizational

goals. Leading means creating a shared culture and values, communicating goals to people
throughout the organization, and infusing employees with the desire to perform at a high
level.

Influencing

Leading Encouraging

Guiding, motivating

=> Establishing and transmitting corporation’s cultural values

 - Controlling: means monitoring employees’ activities, determining whether the organization
ismoving toward its goals and making corrections as necessary.

Supervising employee

Established objectives
Controlling
(standards)

Making adjustments

II. Managers
1. Definition
- Managers are the people who plan, organize, lead, and control the activities of the
organization so that its goals can be achieved.
 Function approach
- Planning
- Organizing
- Command
- Coordinative
- Control
 Features approach
- Assuming a defined position
- Coordinationg and overseeing other people’s work
- Taking responsibilities for the overall performance
2. Managerial roles

Interpersonal Decisional
Informational
- Entreprenuer
- Figurehead - Monitor
- Disturbance handler
- Leader - Disseminator
- Resource allocator
- Liaison - Spokesperson
- Negotiator

 Interpersonal
The manager’s responsibility for managing relationships with organizational members and other
constituents:
- Figurehead:
 Represent the organization or department in legal, social, ceremonial, or symbolic
activities
 Generally considered a top management function
 However, leaders throughout the organization can perform this role
  Includes:
 Signing official documents
 Entertaining clients and official visitors
 Speaking engagements (formal and informal)
 Presiding at meetings and ceremonies
- Leader:
 Pervades all managerial behavior
 Influences how leaders perform other roles
 Includes:
 Hiring and training
 Giving instructions and coaching
 Evaluating performance
- Liaison:
 Interacting with people outside the organizationnal unit
 Includes:
 Networking
 Developing relationships
 Gaining information and favors
 Serving on committees
 Attending professional meetings
 Keeping in touch with other people and organizations
 Infomational
The manager’s responsibility for gathering and disseminating information to the stakeholders of the
organization (communication center and source)
- Monitor:
 Gathers information
 Analyzes the information to discover problems and opportunities
 Includes:
 Reading memos, reports, and publications
 Taking to others
 Attending meetings
 Observing competitors
- Disseminator: managers share and distribute the information so that the employees can
perform their work)
- Spokesperson:
 Provides information to people outside the organizational unit
 Example:
 Meeting with the boss to discuss performance
  Meeting with the budget officer to discuss the unit budget
 Answering letters
 Reporting information to the government
 Decisional:
The manager’s responsibility for processing information and reaching conclusions:
- Entrepreneur:
 Managers initiates projects that capitalizes on opportunities that have been identified
 Example:
 Developing new or improved products and services
 Developing new ways to process products and services
 Purchasing new equipment
- Disturbance-handle:
 Takes corrective action during crisis or conflict situations
 Involves reactions to unexpected events
 Leaders typically give this role priority
 Examples:
 A union strike
 Equipment breakdown
 Needed material not arriving on time
 Tight schedules
- Resource-allocator:
 Involves scheduling, requesting authorization, and performing budgeting activities
 Example:
 Deciding what is done now, later, or not at all
 Setting priorities and time management
 Allocating raises, overtime, and bonuses
 Scheduling employee, equipment, and material use
- Negotiator:
 Represents their organizational unit in transaction without set boundaries
 Example:
 Setting pay and benefits for a new professional employee or manager
 Reaching agreement on a labor union contract
 Contracting with customers or supplies
3. Management lavels
 Top managers
- People at the top of the hierarchy and are responsible for the entire organization
- Task:
  Setting organizational goals
 Monitoring and interpreting the external environment
 Making decisions
 Communicating a shared vision for the organization
 Shaping corporate culture
 Nurturing entrepreneurial spirit that helps the company innovate and keep pace with
rapid changes
 Emphasizing on long-term visions and objectives
- Job titles: President, Chairperson, Executive director, CEO, and Executive vice president
 Middle Managers
- Those who work at middle levels of the organization and are responsible for business units
and major departments (a bridge between top managers and first-line managers)
- Task:
 Implementing the overall strategies and policies defined by top managers
 Accounting for the near future, rather than long-range planning
- Job titles: Department head, Division head, Manager of quality control, Director of the
research lab…
 First-line managers
- Those who are directly responsible for the production of goods and services
- Task:
 Application of rules and procedures to achieve efficient production
 Provide technical assistance
 Motivate subordinates
 Short time horizon: Emphasising on accomplishing day-to-day goals
- Job titles: Supervisor, Line manager, Section chief, Office manager…
 4. Management skills
 Technical skills:
- The understanding and proficiency in performing specific tasks
- Includes mastery of methods, techniques, and equipment involved in specific functions (e.g.,
engineering, manufacturing, finance…)
 Human skills:
- The ability to work with and through other people and to work effectively as a group
member
- Demonstrates as motivating, facilitating, coordinating, leading, communicating, and
resolving conflicts
 Conceptual skills:
- The cognitive capability to observe the organization as a whole and its members’
interrelationship
- The ability to think strategically (i.e., take the broad, long-term view) and to identify,
evaluate, and solve complex problems
TECHNICAL Skills you have acquired by education and
Applying your education, training, and 1. Technical expertise experience; to understand and communicate key
experience to effectively organize a task, technical details
job, or project Your ability to organize and schedule the work
2. Clarification of
of your unit so it is achieved when expected,
goals and objectives
and meets established standards
Your ability to resolve issues you confront in
3. Problem solving the day’s work; to develop team collaboration in
facing problems
4. Imagination and You demonstrate an ability to originate ideas, to
creativity correct and develop ways to improve

TEAMBUILDING
Listening carefully and communicating
clearly to develop and coordinate an
effective group or team
DRIVE
Setting goals, maintaining standards,
and evaluating performance to achieve
effective outcomes involving costs,
output, product quality, and customer
service
productivity
Keeping aware of activities of your team and
5. Listening for
units close to you; underpinning your ability to
insights
continue being a manager
6. Directing and Meeting your goals and standards; keeping your
coaching team’s skills up to target levels
7. Solving problems An important role is helping your team
as teams contribute ideas to improve their performance
Demonstrating to your team and colleagues a
8. Coordinating and
readiness and willingness to work and that you
cooperating
expect their cooperation
Your effort to keep your part of the organization
9. Standards of
moving, your willingness to be busy and keep
performance
aimed toward new accomplishments
Overseeing the performance of work at a close
10. Control of details
level, to meet performance goals and standards
Demonstrating a willingness to work with
11. Energy others: your group, individuals, and units close
to you
Urging others to perform, by shaping your
12. Exerting pressure activity to be perceived as teamwork, not
domination

 Top causes of manager failure:

- Ineffective communication skills and practices
- Poor work relationships/interpersonal skills
- Person-job mismatch
- Failure to clarify direction or performance expectations
- Failure to adapt and break old habits
- Breakdown of delegation and empowerment
- Lack of personal integrity and trustworthiness
- Inability to develop cooperation and teamwork
- Inability to lead motivate others
- Poor planning practices/reactionary behavior
5. Organizational environment