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BBPP1103 Principles of Management

What is Management?

Dr Wardah Mohamad
Copyright Open University Malaysia (OUM) 1 - 11
Learning Outcomes

By the end of this video, you should be able to:

1. Describe the meaning of management;


2. Identify the functions of management;
3. Appraise the roles of managers;
4. Review the main skills of managers; and
5. Discuss the different perspectives in management.

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Definition of Management

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Functions of Management

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Roles of a Manager

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Roles of a Manager (cont.)

Figurehead
A manager plays this role when he or she entertains
clients or performs official ceremonial roles such as
cutting the ribbon or declaring a function open.

Leader
As a leader, a manager needs to encourage and
motivate his workers to work hard in order to
achieve organisational goals. How does your
manager motivate you? Does he or she give words
of encouragement or a pat on the back when a job is
well done?

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Roles of a Manager (cont.)
Liaison Officer
In this role, he or she gives information about his or
her unit of department to people outside the unit or
outside the organisation. This can be in the form of
verbal reports or even a press conference.

Spokesperson
Examples of this role include a supervisor updating
his operations manager on the latest information or
a manager lobbying local authorities with a new
tender for the company.

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Roles of a Manager (cont.)
Negotiator
A manager may negotiate salary scales with trade
unions or negotiate terms of sales with a supplier. In
this role, the manager often acts as a middle man
between the organisation and a third party.

Initiator
Here, a manager initiates corporate actions and
transformations which might include starting new
projects, creating a good working environment or
finding new ways to do something.

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Skills of a Manager

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Types of Managers

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Evolution of Management Theory

Classical perspective (19th to early 20th century)

Human perspective (early 20th century)

Quantitative management perspective (1920s)

Contemporary perspective (1950s)

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Classical Perspective
Scientific Management
Focused in improving employees efficiency
- Frederick Taylor, Frank & Lillian Gilbreth,
Henry Gantt

Bureaucratic Management
Based on guidelines, hierarchy, division of labour,
rules and procedures.
- Max Weber

Administrative Management
Organisational principles, and principles of management
- Henri Fayol, Mary Follet and Chester Barnard

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Human Perspective

Human Relations Movement


Effective control comes from individual employees
e.g. Hawthorne studies

Human Resource Approach


Relationship between productivity and satisfaction
e.g. Maslow and McGregor

Social Science Approach


Theories of human behaviour based on scientific and
learning methods

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Quantitative Management Approach

Management of Science
Problems solved in World War II led to techniques
applied in large scale firms

Management of Operations
Techniques to improve production e.g. linear
programming and break-even analysis

Management of Information Systems


Software programmes

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Contemporary Approach

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Thank You

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