INRODUCTION TO

MANAGEMENT

1
 CHAPTER ONE
AN OVERVIEW OF
MANAGEMENT

2
 MEANING AND DEFINITION OF
MANAGEMENT

i. Management refers to a group of people who are

responsible for guiding and controlling the
organization (Managerial personnel).
ii. Management is the process of running an organization

iii. Management is a body of knowledge, a discipline

iv. Management is a factor of production, economic

resource as land, labor and capital
3
 “Everyone becomes a manager someday”

Even if you do not professionally manage people, management skills are

applicable to many situations including our personal lives.
 Definitions of Management

Management is the process of planning,

organizing, staffing, directing and controlling the
use of firms’ resources to effectively and efficiently
attain its objectives.

5
 Why do the definitions of management
differ?

1. Management has various aspects that cannot be

represented by a single definition
2. The theorists who gave the definitions had
different areas of interest or training
3. Management as a discipline is young and there is
a lack of clarity of concepts and principles

6
 MANAGERIAL FUNCTIONS: AN
OVERVIEW
The Basic Management functions include
 Planning

 Organizing

 Staffing
 Directing, and

 Controlling
7
SIGNIFICANCE OF MANAGEMENT

Management has been essential to ensure the

coordination of individual efforts.
 The success and failure of a given concern or firm
depends on the competence of its manager.
 Every scientific and technological development is
result of organizations

8
Managerial Levels – Vertical Dimension

Top- Top-management: e.g. Board

management of Directors, CEO, President,
Vice President
Middle- Middle-management: e.g.
management branch manager, department
head
First-line First-line management: e.g.
management
supervisor, team leader
 LEVELS OF MANAGEMENT AND
TYPES OF MANAGERS
I. Top Level Management
 Includes that of board of directors, executive committee and
chief executive, or president, or general manger, etc. of an
organization.
 Establishing broad objectives;

 Designing major strategies;

 Outlining Principal policies;

 Providing effective organizational structure that ensures

integration;……….. 10
 II. Middle – level Management
 Includes heads of the different functional areas and their assistant:
divisional heads, department heads, section heads, plant managers,
branch management, etc.
 Acting as intermediary between top and operating level management;
 Translating long-term plans of top management into medium range
plans;
 Developing specific targets in their areas of responsibility;
 Developed specific schedules to guide actions and facilitate control;
…………..
11
 iii. Operating level management (First level
management)
 comprise the largest managerial group in most organizations and
they are responsible for directly and managing operating
employees and resources.
 Plan daily and weekly activities based on the quarterly and
yearly plans.
 Assign operating employees to specific tasks.
 Issue instructions at the workplace.
 Motivate subordinates to charge or improve their
performance…….. 12
Functional and General Managers

i. Functional Managers
• Functional managers are managers appointed to supervise
single operation which require specialized skills. E.g
Accountants, personnel, marketing and production
managers

ii. General Managers

• General Managers are responsible for the overall operations
of a more complex unit, such as company or division.
13
 MANAGERIAL ROLES AND SKILLS

Managerial Roles
broad areas of activities that represent the ends for which
management is practiced.
 Managerial roles represent specific tasks that managers
undertake to ultimately accomplish the functions of
planning, organizing, staffing, leading and controlling.
Henery Mintzeberg developed ten managerial roles,
which can be classified in to three broad categories. These
are interpersonal, informational and decisional roles.
14
D
Ie Roles of Management
n
cThere are three general types of roles of
fIimanagement:
o
s
n
rti
m
eo
arn
tp
a
iel
o
r
n
s
ao
1. Interpersonal Roles
The managers play in interacting with other people
both within the organization and outside the
organization. Classified into three:
A. Figurehead role: - when managers perform
duties of social or legal obligations that represent
an organization at different occasions such as
ceremonial and symbolic in nature
These duties include:-greeting visitors, signing legal
documents, taking important customers to lunch…..

16
B. The leadership role: - the influence of a manager
is clearly seen in his role as a leader of the unit or
organization.
 This involves directing and coordinating
subordinates activities such as hiring, training,
motivating and guiding……
C. Liaison role: - Managers must maintain a net
work of outside contacts in order to asses the
external environment such as competition, social
changes or changes in government rules, regulation
and laws that affect the organization interest….

17
2. Informational Role
• Managers emerged as a source of information about
certain issues concerning the organization.
A. The monitor role: - in this role managers constantly
monitoring and examining their internal and
external environment by collecting and studying
information concerning their organization.
B. The disseminator role: - Manager’s must transmit
their information regarding changes in policies or
other matters to their subordinates, their peers and to
other members of the organization.

18
C. Spokes person role: - the manager represents
his/her organization or unit to other people internally
or externally.

3. Decision making/Decisional role

 A manager must make decisions and solve
organization problem in that respect.
A. Entrepreneurial role: - here managers are
continuously involved in improving the organization
and facing dynamic technological changes and
initiating and designing of change in the organization
by assuming the risk of change.
19
B. Disturbance handler role: - managers have to
work like a fire fighter. They must seek solutions of
various unanticipated problems such as strikes,
complaints, grievances, shortage of materials etc.
C. The resource allocator role: - the manager must
divide work and delegate authority among his
subordinates. He/she must make decisions how to
optimally allocate scarce resources among the
unlimited needs.
D. Negotiator role: - the manager deals or negotiates
with individuals or groups about certain issues in
view of reaching agreement on certain problems.
20
 Managerial Skills

 A skill is an acquired and learned ability to translate

knowledge into performance
 The major managerial skills that managers need to
possess include: Technical skills, Human skills and
Conceptual skills.

A. Technical skills
• Technical skill involves the use of knowledge,
methods and techniques in performing a job
effectively.
• is more important at lower level management 21
B. Human skills
 It is the ability to work with other people in a co-
operative manner i.e. the ability to influence
others, to motivate…
 These skills are equally important at all levels of
management.
C. Conceptual skill
• It is ability of a manager “to see” the big picture
of the organization, to view the organization from
a broad perspective.
• It is more important for top level managers. 22
 UNIVERSALITY OF MANAGEMENT
 managing is found in all types, functions, levels
and sizes of organizations.
 Management can be applied to all organized
human efforts whether they are in business,
government, and educational, social, religious or…
 This is to mean that regardless of title, position or
management level, all managers do the same job.
 Management is generic in content and is applicable
to all types of organizations
23
MANAGEMENT – SCIENCE OR ART?

Science
Organized or systematized body of knowledge
pertaining to a specific field of enquiry

Art
Application of knowledge and personal skills to
achieve results

24
 SCIENCE OR ART
Develops by knowledge Develops practice acquired through
observation and experimentation

Definitive Descriptive

Explains the cause effect Explanation is based on person's

relationships between variables own understanding and interpretation

Lays downs universal laws and Laws and principles are not of
principles, which remain valid in universal nature and their validity
all situations will differ from situation to situation.

25
Management has a structured body of knowledge with
its own distinct concepts and principles that are
developed with reference to the general truths
underlying the management practice. From this point of
view, management is termed as a science.
The art side of management managers make decisions
and try to solve problems based on their intuition
experience, instinct and personal insight. Management
is therefore considered as both a science and an art.

26
THE END!!!

27