What is Management ?

prepared by: Liu Ching Ching OUM PT Academic

Definition of Management
Management is defined as the process of overseeing
and coordinating resources effectively and efficiently
in line with the goals of organization.
Effective means achieving the objectives or targets, it
focuses on the outcome or result
Efficient refers to the process, adhering to deadline
and budget; the process must save time and save cost.

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Functions of Management
In short, management refers to the process of
delegating tasks to employees to be performed
successfully.
The four management functions are
1. planning
2. organizing
3. leading
4. controlling

prepared by: Liu Ching Ching OUM PT Academic

Functions of Management

Figure 1.2: Management process

Source: Robbins and Decenzo (2006)
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Planning
Involves determining the objectives and strategies
Objectives : what to achieve for a given period of time
Strategies : what needs to be done to achieve the
objectives
All management levels should be involved in
planning
Develop objectives in line with overall organizational
strategies.

prepared by: Liu Ching Ching OUM PT Academic

Organizing
Effectively organize resources, information and
workflow of organization
React positively towards change in business
environment
Determine what tasks to be done, who will
implement and coordinate them, how tasks are to be
grouped and who reports to whom

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Leading
Involves motivating subordinates
Select the most effective communication channel
Resolving conflicts
Directing and guiding the actions of others
Visionary leader, sharing the vision and encourage
staff to realize the vision

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Controlling
Comparing the actual result versus the planned result
Measuring performance in all pre determined
objectives
Pinpoint deviation and reason for underperformance
Taking appropriate actions for performance
improvement for instance training, comprehensive
product knowledge, enhance communication skills,
mentor guidance etc

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Roles of Managers
1. Figurehead
carry out ceremonial duties, manager as symbol of
company i.e. new outlet opening ceremony, new
product launching campaign
2. Leader
Leader in motivating and encouraging subordinates
Leader as a prominent speaker during daily briefing
session, weekly meeting or monthly motivational
seminar.

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Roles of Managers
3. Liaison Officer
Manager acts as channel for communication
Both within his department and with other units of
organization, also external parties like bankers,
suppliers, government officials
4. Spokesperson
Manager speaks on behalf of management
General manager of a factory will lobby local
authorities for a new tender

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Roles of Managers
5. Negotiator
Crucial role to play in discussion, negotiate for best
outcome
Manager is compelled to find a solution for every
problem regardless of complexities
i.e. manager will negotiate with trade union
representative to reach agreement on salaries

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Roles of Managers
6. Initiator
Entrepreneurship process: launch new program to
realize new idea; steering employees towards thinking
like an entrepreneur
Capability development process: widening and
deepening knowledge and abilities of employees i.e.
technological knowledge; training and guidance ;
encourage creativity and allow mistakes

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Roles of Managers
6. Initiator
Reformation process: manager to identify situations
which might pose challenges to existing strategies
Capable of cultivating a querying disposition and ask
question of why things are done in certain ways
Always have contingency plans in hand; alternative
ways of executing tasks or handling changing
situation

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Skills of Managers
There are 3 types of essential skills required as a
manager
1. Conceptual skills
Ability to view organization as a whole and impact of
different sections have on the organization
Organization to adapt to changing external
environment like consumer tastes and preferences,
changing lifestyle, economic pressure and
competition

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Conceptual skills
Manager to identify, understand and solve the various
problems affecting the organization
Conceptual skills is increasingly critical when
manager climbs higher in management hierarchy
The CEO of a company must possess strong
conceptual skill to turnaround the business affected
by covid-19; plunging sales requires some boosters
like flash sales done online, live streaming and
demonstration of products, creative and value for
money product bundling.
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Interpersonal skills
Ability to communicate and be receptive to others’
needs and views
Ability to work well with other people
Manager must be a good listener and speaker
Interpersonal skills are important for managers at all
the levels
i.e. Horizontal or vertical communication is part and
parcel of a manager’s job, the ability to communicate
well with others help ease daily tasks and solve
problems
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Technical skills
Ability to apply procedures, techniques and
specialized knowledge required in certain task
For example an auditor should be a master in
auditing; checking transactions against the
supporting documents, identify and justify ledger
postings, profit and loss, balance sheet figures.
Housing development manager must possess
technical skills include ways to complete the
development of housing estate.

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Types of Managers
Top level managers: highest level managers in the
organization, commonly known as executives i.e.
president, chief executive officer, vice president, chief
financial officer
Middle level managers: departmental managers like
finance manager, sales and marketing manager,
production manager, human resource manager.
Lower level managers or line managers: lowest in the
management ladder i.e. line leader, supervisor,
construction site foreman.
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 THE END

prepared by: Liu Ching Ching OUM PT Academic