Welcome to

Introduction to
Management (Mgmt. 1101)
 Instructor
 Name & Occupation: Habtamu Meseret
Lecture at the department of
Management, Arba Minch University
 Office: CBE-R-20
 E-mail: meseret_habtamu@yahoo.com
 Office hours: Tue. & Thu., by
appointment, via email.

AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Who are you?

 Your Name?
 Where you are from?
 Interest?
 Your expectation about GBED
1101?
 Anything else you want to share
with us?

AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 This course……

 Class Duration : one semester

 Very intensive! (3 hours per week, 2
classes per week,16 weeks in total)
 Class: Gaped Lecture
 Multiple “learning vehicles” (cases,
group discussions, role plays, and
other in-class exercises)

AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 This course……
 What is Management?
 Why it is important?
 What are managerial functions?
 What are the level and types of
Managers?
 What different roles and skills
managers possess?
 Is management universal?
 Is Management Art, Science, or
Profession?
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Learning Objectives
 To introduce the concept and definition of
management.
 Apply management concepts and theories in real-life
situations
 Discuss & appreciate the significance of Management.
 Explain the roles managers are expected to play.
 Discuss the functions of management.
 Discuss managerial skills and their relative importance
at different levels of management

AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

  Rules & Expectations

 Attendance ！
 Participation ！
 Academic integrity ！
 Team work ！
 Feedback ！

AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 1.1 What is Management?
 The Classic Definition
 The art of getting things done through people.
/Mary Parker Follett/
 A Broader and better definition
 Management is a process consisting of
planning, organizing, actuating & controlling
performed to determine & accomplish the
objectives by the use of people and resources

/George R Terry/
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Measuring managerial performance
Effectiveness
– Achieved when the organization pursues
appropriate goals.
– This means “doing the right things.”
Efficiency
– Achieved by using the fewest inputs
(e.g., people and money) to generate a
given output.
– This means “doing things right.”
• The end result of effective and
efficient management is
organizational success.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 WHAT IS AN ORGANIZATION?
 An Organization
 A group of individuals who work
together toward common goals.
 What do all organizations have in
common?
 They are composed of people whose
efforts must be coordinated if the
organization is to accomplish its goals.

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

COMMON CHARACTERISTICS OF
ORGANIZATIONS

 Have a distinct purpose (goal)

 Composed of people
 Have a deliberate structure

Managers
 Managers are the people who plan,
organize, lead, & control the activities of the
organization so that its goals can be
achieved.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 1.2 IMPORTANCE OF MANAGEMENT
 To meet the challenges &
complexities of business.
 It assures efficiency (utilizing
available resources).
 It creates teamwork & coordination
among employees.
 It directs & controls organizations
to achieve the desired goal
 It provides stability.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Contd…
 It creates an environment of new
ideas, vision, & imagination for
better and greater performance.
 It serves as a guide in tackling
business problems.
 Is a tool of personality development
of people as to increase efficiency
and performance
 Is an agent of change & economic
development.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

UNIVERSALITY OF MANAGEMENT

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 WHAT DO MANAGERS DO?

Three categorization schemes:

 Management Functions
 Management Roles
 Management Skills

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 1.3 MANAGEMENT FUNCTIONS

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Planning And Organizing
• Planning
– Setting goals and defining the actions
necessary to achieve those goals.
– It covers all levels ranging from top
management to middle management
group.
• Organizing
– The process of determining the tasks to be
done, who will do them, and how those
tasks will be managed and coordinated.
– Organizing is important in ensuring
information, resources and task flow
logically and efficiently through the
organization.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 • Staffing

- Involves selecting and placing the

right person at the right position.
- Managing positions of
organizational structure.
- Includes identifying the gap
between manpower required and
available.

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 Leading
• Leadership
– The capacity to direct and motivate the
members of work groups toward the
accomplishment of organizational
goals.
• Leadership Skills:
– Understanding individual/group
behavior dynamics
– Having the ability to motivate
employees
– Being an effective communicator
– Being able to envision future and share
that vision
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Controlling
• Monitoring the performance of the
organization and its progress in
implementing strategic and
operational plans.
• It includes:
- what is required to achieve goals
- measuring what actually happened
and or is being done.
– Identifying deviations between
planned and actual results.
– Taking corrective action
– Ensuring that the organization is
moving toward the achievement of its
goals.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 1.4 MANAGERIAL LEVELS

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

3 23
AMU, Department of Management, 2014 Compiled By: Habtamu M. (MBA)
 First line managers
Eg. production supervisor. The objective is to
ensure that the products and services of their
organizations are delivered to customers on a
day-to day basis.
 Middle managers (linking groups)
Eg. Department head. They perform as a
linkages between top managers and first line
managers. The objective is to allocate resource
effectively and manage the first line managers
who supervise the work group so that the
overall goals of the organization can be
achieved.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Contd…
 Top level managers (an eye on the
outside)

eg. CEO, CFO. They provide

strategic direction for the
organization. Have the ability to
think, analyze causes, effects
and consequences.

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 1.5 MANAGERIAL ROLES
 Role is the basic behavior that is
expected in a particular situation.
 The work of Henry Mintzberg is widely
used to explain the roles that managers
typically perform.
 There are three categories of roles that
have been found:
1. Interpersonal roles
2. Informational roles
3. Decisional roles.

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Figure 1.2 Mintzberg’s
Managerial Roles
(Managerial roles)

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Mintzberg’s Managerial Roles

 Interpersonal Roles
 The manager’s responsibility for managing
relationships with organizational members
and other constituents:

1. Figurehead (perform certain duties that are

primarily ceremonial in nature, e.g attend
social event).

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Contd…
2. Leader (they work with and through their
employees to ensure that the organization’s
goal are met).

3. Liaison (they coordinate the activities

between individuals and work groups within
the organization and develop favorable
relationship with outside organization, e.g
social responsibility)

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Mintzberg’s Managerial Roles (cont’d)

 Informational Roles
– The manager’s responsibility for gathering
and disseminating information to the
stakeholders of the organization
(communication center and source)

1. Monitor (managers continually scan the

internal and external environments of their
organizations for useful information –
opportunities and threats)
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Contd…
2. Disseminator (managers share and
distribute the information so that the
employees can perform their work)

3. Spokesperson (managers must often

communicate information to individual
outside their units and their
organization).

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Mintzberg’s Managerial Roles (cont’d)

 Decisional Roles
 The manager’s responsibility for processing
information and reaching conclusions:

1. Entrepreneur (managers initiates projects that

capitalizes on opportunities that have been
identified)

2. Disturbance handler (they must cope with

conflict and handle disturbances)

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Contd…

3. Resource allocator (managers determine

which projects will receive organizational
resources)

4. Negotiator (managers spend a good

portion of their time negotiating with
employees, suppliers and others.

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 1.6 MANAGEMENT SKILLS
• Technical Skills
– The ability to utilize the knowledge of
tools, techniques, and procedures that
are specific to a particular field.
• Human Skills
– The ability to work effectively with one’s
own work group as well as others within
the organization.
• Conceptual Skills
– The ability to process information about
the internal/external environment of the
organization and determine its
implications.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

Figure 1.4 Skills Needed at
Different Levels of Management

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

  Technical skills tend to be most
important for first line managers.
 Human skills are most important for
middle managers because these
managers must coordinate the efforts
of members of one’s work group as
well as coordinate with other work
group within the organization.
 The top level managers need to have
strong conceptual skills if they are to
effectively accomplish their jobs.
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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 What Makes a Good/Not-so-good
Manager?
Management Skills

Good Manager Not-so-good Manager

Technical
 Professional,  Lack of Knowledge
 Goodwill, willing to  Not Organized
share his knowledge  Difficult to find, always
Human not in the office
 Good coordinator  Talking but not working
 Gain People’s support  Highly paid
 Charming
 Friendly
 Not presentable
 Nice
 Careless
Conceptual
 Not communicate with
 Ability to think
Team members
 Logical
 Not care about group
 Fast mover
members
 Chance/ Risk Taker

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Individual Assignment

 Is Management an art, Science, or

profession? Explain each with
relevant examples. (10 points)

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)

 Thank you for your
attention!!

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AMU, Department of Management, 2006 E.C Compiled By: Habtamu M. (MBA)