Welcome to

Introduction to
Management (Mgmt
1051)
 Instructor
2

 Name & Occupation: Tezera T. ,Lecturer

at the department of Management, Arba
Minch University
 Office: Chamo Campus, CBE-R-23
 E-mail: tezeratesh@gmail.com
 Office hours: Monday,Tuesday &
Thursday. afternoon

AMU, Department of Management, 2014

 Who are you?
3

Your Name?
Where you are from?
Interest?
Your expectation about the course?
Anything else you want to share with us?

AMU, Department of Management, 2014

 This course……
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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?

AMU, Department of Management, 2014

Learning Objectives
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 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, 2014

• Rules & Expectations

 Attendance ！

 Participation ！

 Academic integrity ！

 Team work ！

 Feedback ！

AMU, Department of Management, 2014

 CHAPTER-ONE
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INTRODUCTION TO MANAGEMENT

Fundamentals of Management

AMU, Department of Management, 2006 E.C

Compiled By: Habtamu M. (MBA)
 DEFINITIONS OF MANAGEMENT

 Louis E Boone & David l Kurtz- the use of people and other
resources to accomplish objectives.
 Mary parker Follet- the act of getting things done through people.
 Frederick Taylor defines management as the art of knowing what
you want to do in the best and cheapest way. ……..etc
 Generally, Management is defined as the process of
attaining organizational goals in an effective and efficient manner
through planning, organizing, staffing, directing and controlling
organizational resources.
 Measuring managerial performance

Effectiveness9
– 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.

AMU, Department of Management, 2014

 10

AMU, Department of Management, 2014

WHAT IS AN ORGANIZATION?
 An Organization
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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.

AMU, Department of Management, 2014

COMMON CHARACTERISTICS OF
ORGANIZATIONS
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 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.

AMU, Department of Management, 2014

 1.2 IMPORTANCE OF MANAGEMENT
To meet the challenges &13complexities 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.

AMU, Department of Management, 2014

 Contd…
It creates an environment of new ideas,
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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.

AMU, Department of Management, 2014

UNIVERSALITY OF MANAGEMENT
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AMU, Department of Management, 2014

WHAT DO MANAGERS16 DO?

Three categorization schemes:

 Management Functions

 Management Roles

 Management Skills

AMU, Department of Management, 2014

1.3 MANAGEMENT FUNCTIONS
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AMU, Department of Management, 2014

 Planning And Organizing
• Planning 18
– 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.

AMU, Department of Management, 2014

 • Staffing

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- 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.

AMU, Department of Management, 2014

 Leading
• Leadership
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– 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

AMU, Department of Management, 2014

 Controlling
• Monitoring the performance of the
organization21and 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.

AMU, Department of Management, 2014

1.4 MANAGERIAL LEVELS
(The Management Hierarchy)

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AMU, Department of Management, 2014

3
23
AMU, Department of Management, 2014)
 24
AMU, Department of Management,2014
 First line managers

Eg. production supervisor. The objective is to

25
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.

AMU, Department of Management, 2014)

 Contd…
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 Top level managers (an eye on the
outside)
eg. CEO. They provide strategic
direction for the organization. Have
the ability to think, analyze causes,
effects and consequences.

AMU, Department of Management, 2014

 1.5 MANAGERIAL ROLES
• Role is the basic behavior that is expected in a
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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.

AMU, Department of Management, 2014

Figure 1.2 Mintzberg’s Managerial Roles
(Managerial roles)
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AMU, Department of Management, 2014)

 Mintzberg’s Managerial Roles
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 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).

AMU, Department of Management, 2014

 Contd…
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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)

AMU, Department of Management, 2014

 Mintzberg’s Managerial Roles (cont’d)
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 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)

AMU, Department of Management, 2014

 Contd…
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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).

AMU, Department of Management, 2014

 Mintzberg’s Managerial Roles (cont’d)

 Decisional Roles
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 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)

AMU, Department of Management, 2014

 Contd…
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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.

AMU, Department of Management, 2014

 1.6 MANAGEMENT SKILLS
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• 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.

AMU, Department of Management, 2014

 Figure 1.4 Skills Needed at
Different Levels of Management
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AMU, Department of Management, 2014

 Technical skills tend to be most
important for
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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.

AMU, Department of Management, 2014

 What Makes a Good/Not-so-good
Manager?
Management Skills
38

Good Manager Not-so-good Manager

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

AMU, Department of Management, 2014

Individual Assignment
39

Is Management an art, Science, or

profession? Explain each with relevant

justifications and examples. (10 points)

AMU, Department of Management, 2014

 40

Thank you for your

attention!!

AMU, Department of Management, 2014