BUSM4185

Introduction to Management

Module 2 Foundation of Management

Module 2 Foundation of Management
• Topic learning Outcomes:
• Describe the characteristics of an organisation.
• Explain why managers are important to an organisation
• Classify managers and non-managerial employees.
• Describe the functions, roles and skills of managers
• Discuss whether the manager’s job is universal.
• Outline the factors that are reshaping and redefining the manager’s job.
• Explain the value of studying management
• Define the terms: efficiency and effectiveness.
Online preparation review
Organisation Purpose
• In groups, select 3 examples of organisations you know
very well. Ones you have been involved with (As a
member, employee, customer, fan…). They can be of
any kind, size, nationality…
• Explain what is the purpose of each organization
Why are organisations changing?
• Organisations change because the world around us is
changing. Societal, economic, global and technological
changes have created an environment in which
successful organisations must embrace new ways of
achieving their goals.
Who are Managers?
How About?
What do Managers do?
Form into small groups and discuss what you think are
some general key functions performed by managers.
The functions should not be specific to any particular job,
but could exist in any managers daily activities.
What do Managers do?
• Based on the 1916 work of Henri Fayol, there are four main
functions all managers undertake to achieve the purpose of the
organization
Who are Managers?
Top Managers – responsible for making organisation-wide
decisions and establishing the goals and plans that affect
the entire organisation.
Middle Managers – responsible for making
department-wide decisions regarding the
goals and plans that affect the department.
Front Line Managers – manage the
work of non-managerial employees
who are directly involved with the
production or creation of products
or services.
Management Levels
Manager’s Job Universal?
Organisational Level - All managers regardless of level
make decisions. They plan, organise, lead and control.
Top managers are likely to be concerned with designing
the overall organisation, whereas lower level managers
are more likely to focus on designing the jobs of
individuals and work groups.
In general when managers move up within the
organisation they do more planning and less direct
supervising.
What do Managers do?
Management Roles – refers to specific categories of
managerial behaviour. They are the expectations and
responsibilities associated with being a manager. They
can be divided into Interpersonal, Informational, and
Decisional Roles.
Interpersonal Roles – duties that involve people.
Figurehead – symbolic head; obliged to perform a number
of routine duties of a legal or social nature.
Leader – responsible for the motivation of subordinates;
responsible for staffing, training and associated duties.
Liaison – Maintains self-developed network of outside
contacts.
What do Managers do?
Informational Roles – receiving, collecting, and
disseminating.
Monitor – seeks and receives wide variety of internal and
external information to develop greater understanding.
Disseminator – transmits information through the
organisation.
Spokesperson – transmits information outside the
organisation.
What do Managers do?
Decisional Roles – revolve around making decisions.
Entrepreneur – searches for opportunities.
Disturbance Handler – corrective action during
disturbances.
Resource Allocator – making or approving decisions.
Negotiator – represent the organisation at negotiations.
What do Managers Need?
Managers need three essential skills or competencies.
Technical Skills – Knowledge of and proficiency in a
certain specialised field. Job specific and usually
associated with Front Line Managers.
Human Skills – The ability to work well with other people
and in a group. Important to all levels of management
required to communicate, motivate, lead, and inspire
enthusiasm and trust.
Conceptual Skills – Must be able to view the organisation
as a whole, and understand the relationships between its
parts, as well as where the organisation fits in the broader
environment. Essential to effective decision making.
Is a Managers Job Universal?
Organisational Area – The mixture of roles of a particular
manager will depend on the functional area of the
organisation. Manufacturing and production managers
perform more decisional roles, marketing/sales managers
perform more interpersonal roles, and accounting
managers perform more informational roles.
All managers are still required to coordinate the activities
of others through the functions of planning, organising,
leading, and controlling.
Is a Managers Job Universal?
Organisational Size – Is the managers job any different in
a small organisation than a large one?
Small Business - an independently owned and operated,
profit seeking business with fewer than 20 employees.
Small – More outwardly directed management activities.
Large – More internally directed management activities.
Managers in both small and large organisations perform
essentially the same activities but how they go about them
and the proportion of time they spend on each one are
different.
Efficiency & Effectiveness

ACTIVITY: Is it possible to be effective but not efficient?

Or efficient but not effective? Discuss with those around
you and give examples of how this may occur?