Introduction to

Management
By Shan Yahampath – Expert Generalist
CEO – BrainHR | Brain Business and
Technologies | Freedom Analytica
Hello There! I am your
Facilitator
• My name is Shan Yahampath
• I have worked for companies such as Carson Cumberbatch,
Dialog Axiata, Worley Parsons, Ministry of Finance
• Currently running two boutique consultancy firms on my
own – BrainHR and BrainBT
• Consultant cum Acdemic Council Member of Australian
College of Business and Technologies (ACBT).
• Cooperative Marketing Partner for CAMMS Group Australia
in Sri Lanka
• Founder of Freedom Analytica

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Learning Objectives
Appraise Appraise the concept of management and its practical importance

Describe Describe management functions

Describe Describe mangement skills

Discuss Discuss different management styles

Discuss Discuss managerial roles

Discuss Discuss different perspectives of Management

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 What do managers
do?
Planning

Organising

Leading

Controlling
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Planning

• Identifying goals through opportunities

and challenges for future organizational
performance and deciding on the tasks
and use of resources needed to attain
them.
• Planning defines where the
organization wants to be in the future
and how to get there.

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 Organising
• Organizing involves assigning
tasks, grouping tasks into
departments, delegating
authority, and allocating
resources across the
organization
• Deploying men, mechine and
money to achieve what is
planned
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 • Leading is the use of influence to motivate employees to achieve
organizational goals which otherwise they would not do on their own.
Leading • Leading means creating a shared culture and values, communicating goals
to people

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 • Monitoring employees' activities, determining whether the
organization is moving toward its goals, and making corrections as
Monitoring necessary.

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What Skills Required by Managers

Conceptual skills Human/people skills Technical skills

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 Conceptual Skills
• Conceptual skill is the cognitive ability to see the
organization as a whole system and the relationships
among its parts.
• Conceptual skills are needed by all managers.
• Many of the responsibilities of top managers, such as
decision making, resource allocation, and innovation,
require a broad view.

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 Human Skills
• Manager's ability to work with and through other people
and to work effectively as a group member.
• Human skill is demonstrated in the way a manager relates
to other people, including the ability to motivate, facilitate,
coordinate, lead, communicate, and resolve conflicts.
• Human skills are essential for frontline managers who work
with employees directly on a daily basis.
• However, human skills are increasingly important for
managers at all levels and in all types of organizations.

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 Technical Skills
• Technical skill is the understanding of and proficiency in the
performance of specific tasks.
• Technical skill includes mastery of the methods, techniques,
and equipment involved in specific functions such as
engineering, manufacturing, or finance
• Technical skills become less important than human and
conceptual skills as managers move up the hierarchy

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 Technical,
Human and
Conceptual Skills

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BP Oil Leack in the Gulf

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 The Democratic
Management Management Style
Styles
The Persuasive
Management Style

The Laissez-Faire
Management Style

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 Oriented towards making decisions as a group
The
Democratic Extensive communication both ways
Management
Style Shared responsibilities and rewards. 

High employee involvement

Prone to have conflicts due to freedom (Too

many ideas)

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 Autocrats/ Authoritarian
The
Persuasive Use the power of their ideas to get their will
accepted by the workers.
Management They may even use various kinds of soft power,
Style like their authority, to get their ideas accepted.

Centralised decision making

Persuasion is sometimes referred to as coercion

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The Laissez-Faire Management Style

It's the idea that you can sit back and let systems
govern themselves.

Today's free market ideology is very much based

on a laissez-faire sort of management philosophy.

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Management Level
in the Organizational
Hierarchy

• First-line managers
• Middle managers
• Top managers

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Hierarchical levels of Management
First-level managers - main concern is facilitating individual employee
performance.

Middle managers are concerned less with individual performance and more with
linking groups of people, such as allocating resources, coordinating teams, or
putting top management plans into action across the organization.

Top-level managers, the primary focus is monitoring the external environment

and determining the best strategy to be competitive.

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10 Managerial Roles of Managers
Interpersonal Figurehead Performs ceremonial roles
Leader Directs & motivates subordinates
Liaison Maintaining information links both
outside & inside
Informational Monitor Receives information, reports,
performance
Disseminator Giving out information (reports, memo’s
etc.)
Spokesman Giving information outside the company
Decisional Entrepreneur Initiate improvement projects & new
ideas etc.
Disturbance Handler Take corrective action & resolve
conflicts
Resource Allocator Deeside who gets what resource
Negotiator Represent department interests &
handling unions

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 History of Management
• Classical Perspective
• Scientific Management
• Bureaucratic Organizations
• Administrative Principles
• Humanistic Perspective
• Human Relations Movement
• Human Resources Perspective
• Behavioural Sciences Approach

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 Classical Perspective
• The factory system that began to appear in the 1800s posed
challenges that earlier organizations had not encountered.
• new problems and the development of large, complex
organizations demanded a new approach to coordination and
control.
• Problems arose in
• tooling the plants,
• organizing managerial structure,
• training employees,
• scheduling complex manufacturing operations, and
• dealing with increased labor dissatisfaction and
• resulting strikes.

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 Scientific Management
• Frederick Winslow Taylor -(1856-1915),
proposed that workers "could be
retooled like machines, their physical and
mental gears recalibrated for better
productivity."
• Scientific management emphasizes
scientifically determined jobs and
management practices as the way to
improve efficiency and labor productivity.
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 Scientific
Management Cont’d
• Precise procedures developed after careful study
of individual situations.
• develop standard methods for doing each job,
select workers with the appropriate abilities, train
workers in the standard methods, support
workers and eliminate interruptions, and provide
wage incentives

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 Bureaucratic
Organizations
• A bureaucracy typically refers to an organization that is
complex with multi-layered systems and processes.
• These systems and procedures are designed to
maintain uniformity and control within an organization.
• A bureaucracy describes the established methods in large
organization.
• Bureaucratic implies that set methods are more important
than efficiency.

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 Administrative Principles
• Scientific management focused on the
productivity of the individual worker, the
administrative principles approach focused
on the total organization.
• The major contributor to this approach
was Henri Fayol (1841-1925), discussed 14
general principles of management, several
of which are part of management
philosophy today.
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Administrative Principles
• Division of Work. Authority. Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
• Discipline. Discipline must be upheld in organizations, but methods for doing so can vary.
• Unity of Command. Employees should have only one direct supervisor.
• Unity of Direction. Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly
coordinated.
• Subordination of Individual Interests to the General Interest. The interests of one employee should not be allowed to become more important than those of the
group. This includes managers.
• Remuneration. Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
• Centralization. This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.
• Scalar Chain. Employees should be aware of where they stand in the organization’s hierarchy, or chain of command.
• Order. The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
• Equity. Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.
• Stability of Tenure of Personnel. Managers should strive to minimize employee turnover. Personnel planning should be a priority.
• Initiative. Employees should be given the necessary level of freedom to create and carry out plans.
• Esprit de Corps. Organizations should strive to promote team spirit and unity.

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 Humanistic Perspective
• The humanistic perspective on
management emphasized the importance
of understanding human behaviours,
needs, and attitudes in the workplace, as
well as social interactions and group
processes

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Human Relations Movement

• The human relations movement was based on the idea that truly effective
control comes from within the individual worker rather than from strict,
authoritarian control.
• Hawthorne study - The researchers concluded that the workers’ productivity
was not being affected by the changes in working conditions, but rather by the
fact that someone was concerned enough about their working conditions to
conduct an experiment on it.
• The Hawthorne Effect refers to the fact that people will modify their behaviour
simply because they are being observed.

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Human Resources Perspective

• The human resources perspective maintained an interest in worker

participation and considerate leadership but shifted the emphasis to consider
the daily tasks that people perform. The human resources perspective
combines prescriptions for design of job tasks with theories of motivation.
• Work should allow employees to utilize their full potential
• Abraham Maslow
• Theory X and Theory Y by Douglas McGregor

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 Behavioural Sciences
Approach
• The behavioural science approach to management or
Behavioural Science Approach of management is focused
on the psychological and sociological processes (attitude,
motivations, and group dynamics) that influence employee
performance.
• Organization development (OD) is based on the behavioural
sciences approach.

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 Ask Me Anything

Q &A

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