Introduction to

Management
PMGT
 Objectives
• Define what management is.
• Explain and differentiate the functions of management – Planning,
Organizing, Leading and Controlling
• Identify the types of managers and the roles they play.
• Identify the difference between leadership, informational and decision-
making roles.
• Explain the advantages on managing people well.
 Introduction

• Management is everywhere. Any time people work to attain

a certain goal, they are engaging in management. At least as
far back as the construction of pyramids in ancient Egypt,
people have used principles of management to realize their
goals. Today, organizations of all types—social, political,
and economic—use management strategies to plan and
organize their activities.
 Two Aspects of Management
• Management as People
• It refers to individuals who are the managers, especially those individuals in
strategic roles who make important decisions for the organization, such as the
executive officers, president, or general manager.
• Management as Process
• It refers to the activities and functions of an organization to reach their
organizational goals.
 Management Functions
• Applying and allocating organizational resources effectively
• Gathering new resources when necessary
• Analyzing and coping-up to the ever-changing environment in which the
organization operates
• Following with legal, ethical, and social responsibilities of the community
• Developing connections with and among people to perform the strategies
and plans
 Definition of Management

• Management is the art of getting things done through

people.
• Management is the process of planning, organizing,
leading, and controlling individuals in the organization
to effectively allocate resources to meet organizational
goals.
Primary Functions of Management
 Planning
• Planning means specifying performance goals for the organization and
determining what actions and resources are needed to attain the goals.
• Through planning, management describes what the future of the
organization should be and how to get there.
• Planning includes:
• Strategic Planning – are long-term and affect the whole organization
• Tactical Planning – translate strategic plans into specific actions that need to be
performed by departments throughout the organization
 Organizing
• Organizing function involves deciding how the organization
will be constructed (by departments, matrix teams, job
responsibilities, etc.).
• Organizing involves delegating authority and responsibility to
different departments, allocating resources all thru out the
organization, and defining how the activities of groups and
individuals will be coordinated.
 Leading
• Leading is the use of influence to motivate employees to achieve
organizational goals.
• Leaders utilized their knowledge, character, and charisma to generate
enthusiasm and inspire effort to reach goals.
• Leaders motivate people to support plans, creating belief and
commitment.
• Leadership and management abilities are different, but they can and do
appear in the most effective people.
 Controlling

• Controlling is the process of overseeing activities,

measuring performance, comparing results to
objectives, and making modifications and corrections
when needed.
• This is often defined as a feedback loop, as shown in
the illustration of a product design feedback loop.
Product Design Feedback Loop
 Introduction to Types of Managers and Their
Roles
• Types of Managers
• Vertical Management
• Top-Level Managers
• Middle Managers
• First-Line Managers
• Team Leaders
 Vertical Management

• Vertical management, also called top-

down management, refers to the
various levels of management within
an organization.
• Managers at different levels are free to
focus on different aspects of the
business, from strategic thinking to
communicating information to
operational efficiency.
 Top – Level Management
• Top – Level managers (or top managers) are the “bosses” of the organization.
• They have titles such as chief executive officer (CEO), chief operations officer (COO), chief marketing
officer (CMO), chief technology officer (CTO), and chief financial officer (CFO).
• Top managers are ultimately responsible for the long-term success of the organization.
• They set long-term goals and define strategies to achieve them.
• They pay careful attention to the external environment of the organization: the economy, proposals for
laws that would affect profits, stakeholder demands, and consumer and public relations.
• They will make the decisions that affect the whole company such as financial investments, mergers and
acquisitions, partnerships and strategic alliances, and changes to the brand or product line of the
organization.
 Middle Managers
• Middle managers have titles like department head, director, and chief supervisor.
• They are links between the top managers and the first-line managers and have one or two
levels below them.
• Middle managers receive broad strategic plans from top managers and turn them into
operational blueprints with specific objectives and programs for first-line managers.
• They also encourage, support, and foster talented employees within the organization.
• An important function of middle managers is providing leadership, both in implementing
top manager directives and in enabling first-line managers to support teams and
effectively report both positive performances and obstacles to meeting objectives.
 First-Line Managers
• First-line managers are the entry level of management, the individuals “on the line” and in the
closest contact with the workers.
• They are directly responsible for making sure that organizational objectives and plans are
implemented effectively.
• They may be called assistant managers, shift managers, foremen, section chiefs, or office
managers.
• First-line managers are focused almost exclusively on the internal issues of the organization and
are the first to see problems with the operation of the business, such as untrained labor, poor
quality materials, machinery breakdowns, or new procedures that slow down production.
• It is essential that they communicate regularly with middle management.
 Team Leaders
• A team leader is a special kind of manager who may be appointed to manage a
particular task or activity.
• The team leader reports to a first-line or middle manager.
• Responsibilities of the team leader include developing timelines, making specific
work assignments, providing needed training to team members, communicating clear
instructions, and generally ensuring that the team is operating at peak efficiency.
• Once the task is complete, the team leader position may be eliminated and a new
team may be formed to complete a different task.
Management Roles
 Leadership and Interpersonal Roles
• Leadership
• Leadership is the ability to communicate a vision and inspire people to embrace that
vision.
• Interpersonal Roles
• Managers have the ability in motivating employees, negotiating salaries, and
encouraging innovation and creativity.
 Informational Roles

• Informational roles involve the receiving and

sending of information—whether as a
spokesperson, a mentor, a trainer, or an
administrator.
 Decision Making Roles
• Entrepreneur. The entrepreneurs in a firm are usually top-level managers. They identify economic
opportunities, lead the initiative for change, and make product decisions.
• Disturbance handler. Top and middle managers will react to disturbances (unexpected events) in the
organization—whether internal or external. They will decide what corrective actions should be taken to
resolve the problems.
• Resource allocator. All levels of management will make resource allocation decisions, depending upon
whether the decision affects the entire organization, a single department, or a particular task or activity.
• Negotiator. Depending on the effect on the organization, most negotiation is done by top and middle-
level managers. Top managers will handle negotiations that affect the entire organization, such as union
contracts or trade agreements. Middle-level managers negotiate most salary and hiring decisions.
 What Makes a Good Manager?
• Good manager helps an organization succeed. Success means the
following:
• An organization is effective: it is accomplishing things that support the
vision and mission.
• An organization is efficient: it is doing things in the best possible
manner.
• An organization is sustainable: it is generating revenue to support its
continued operation.
 Why People Are Important
• They provide effectiveness when they understand the goals of the
organization and focus their energy on tasks that support the goals.
• Second, people provide efficiency by being very good at doing the tasks
that support the goals.
• They provide sustainability because the people in an organization are both
unique and lasting.