Introduction to management

–
Seminar 2.

Dr. Piroska Hoffmann

Fall 2023
 Agenda
• Characteristics of the modern business environment
• Definition of organization and management
• Main functions of management
• Planning
• Leading
• Organizing
• Controlling
• Management roles and skills
• Manager vs. Leader
 VUCA world

V
VOLATILITY
Unstable situation for an
unknown period, that occurs
a price fluctuations, affects
supply and demand. The
more volatile the world, the
faster things will change.
VISION
U C
UNCERTAINTY
Lack of information about a
specific thing and the
difficulty of anticipating
events, leaving us with
unclear outputs. We do not
know where the path is
headed and how things will
develop.
UNDERSTANDING
COMPLEXITY
The situation has many
interconnected parts and
variables. Some info is
available or can be predicted
but the volume of it can be
overhelming to process.
CLARITY
A
AMBIGUTITY
Causal relationships are
completely unknown, lack
of clarity and precision or
misunderstanding.
AGILITY

https://hbr.org/2014/01/what-vuca-really-means-for-you
 The functions of management

Planning &
Organizing
decision making Determinig how best to
Setting the organizational group activities and
goals and deciding how resources
best to achieve them

Controlling Leading
Motivating members to
Monitoring and correcting
the organization to work
ongoing activities to
in the best interest of the
facilitate goal achivement
organization
Managerial roles
 Definition -
Manager
• A manager is someone whose primary
responsibility is to carry out the
management process within an
organization.
• Managers can be classified by level: top
managers, middle managers, and first-line
managers
• Managers can also be classified by area:
marketing, finances, operations, human
resources, administration, and other
specialized fields.
 PLANNING

PLANNING
ORGANIZING PLANNING

ORGANIZING

LEADING

ORGANIZING
LEADING

LEADING
CONTROLLING
Levels of management

CONTROLLING
CONTROLLING
 Managerial Roles
Mintzberg

Monitor
Information distributor
Informational Spokesperson

Entrepreneur
Figurehead Disturbance handler
Leader
Interpersonal Decisional Resource allocator
Liaison (link) Negotiator
 Interpersonal Roles
Mintzberg

Managers have interpersonal roles to coordinate and interact with

employees and provide direction to the organization.
Figurehead role: People taking up this role have to be highly visible to
stakeholders and they have to be recognised as the symbol of the organization
(formal power).
Leader role: It may involve motivating, inspiring, encouraging others. Leaders
make people accept and support their views regarding the mission and
vision of the organization they represent.
Liaison role: It is used to link and coordinate people inside and outside the
organization to help achieve goals.
 Informational Roles
Mintzberg
Informational roles are associated with the tasks needed to obtain and
transmit information for the management of the organisation.
Monitor role: It requires managers to analyse information from both the
internal and external environment as a means of making better informed
decisions.
Disseminator role: It refers to how managers transmit information to
influence the attitudes and behaviour of employees. Effective
dissemination requires the understanding of the appropriate media and
balance, tone, and nuance of the communication sent.
Spokesperson role: The spokesperson is the main conduit for information from
the organisation to the outside world, they should be able to communicate the
mission and aims of the organization they represent and present it in a
positive but realistic light.
 Decisional Roles
Mintzberg
Decisional roles are associated the methods managers use to plan
strategy and utilise resources to achieve goals.
Entrepreneur role: Managers need to be able to decide on what new projects or
activities to initiate; invest for making profits; make difference between gaining
a competitive advantage or not.
Disturbance handler role: Constant changes require managers to take
responsibility and address various forms of disruption affecting the organization.
Resource allocator role: In this role managers should take a strategic view of
resources and channel them to areas that best support the tactical aims of the
organization.
Negotiator role: Managers need to have negotiation skills appropriate to each
stakeholder group and to work towards a solution that does not compromise
the long term aims and objectives of the organisation.
Managerial roles in
practice
Break up into groups of 6-7 people and discuss the issues
involved. Please prepare notes for the one-page document that
you have to submit at the end of the seminar. (1 one-pager per
group with Neptun code).
Be prepared to discuss your thinking with the rest of the class.
 Group 1 / 6 / 11 / 16
• You and your partners are trying to
decide what kind of store to open in a
small town that doesn't yet have a
clothing store. People shop in the big
city 40 kilometres away or order online.
The settlement is developing rapidly,
more and more young couples are
buying land here to move to the
countryside with their families.
• Decide what kind of store you want to
open.
• Your challenge is to decide what kind of
managerial roles you need to be most
likely to succeed. Examine the learned
roles, evaluate their importance, and
write concrate examples next to each.
 Group 2 / 7 / 12 / 17
• You and your partners have 4
clothing stores in Debrecen, Szeged,
Győr and Pécs with 67 employees.
Now you decided to open a new
clothing store in a new shopping
center in Budapest. The problem
confronting you is that the city
already has many cloting store that
provide different kinds of brands in
all price ranges.
• Decide what kind of store you want
to open.
• Your challenge is to decide what
kind of managerial roles you need to
be most likely to succeed. Examine
the learned roles, evaluate their
importance, and write concrate
examples next to each.
 Group 3 / 8 / 13 / 18

• You and your partners are trying to decide

which kind of restaurant to open in
Budapest. The problem confronting you is
that the city already has many restaurants
that provide different kinds of food in all
price ranges.
• Decide what kind of restaurant you want to
open.
• What kind of managerial roles you need to
be most likely to succeed. Examine the
learned roles, evaluate their importance,
and write concrate examples next to each.
 Group 4 / 9 / 14 / 19

• You and your partners are trying to decide

which cafe to open in Sopron. The city is
very proud of its traditions, but it is also
very attractive to tourists from Austria and
Slovakia.
• Decide what kind of restaurant you want to
open.
• What kind of managerial roles you need to
be most likely to succeed? Examine the
learned roles, evaluate their importance,
and write concrate examples next to each.
 Group 5 / 10 / 15 / 20

• You and your partners are trying to decide

what board game store to open. The
problem you face is that only a small
portion of people are interested in the
board game, so you have to find the right
place and distribution channels for your
products.
• Decide what kind of store you want to
open.
• What kind of managerial roles you need to
be most likely to succeed? Examine the
learned roles, evaluate their importance,
and write concrate examples next to each.
 Managerial Roles
Mintzberg

Monitor
Information distributor
Informational Spokesperson

Entrepreneur
Figurehead Disturbance handler
Leader
Interpersonal Decisional Resource allocator
Liaison (link) Negotiator