Contents

Introduction to Management
• Characteristics of Organizations
MGS 1101 - Management Theory and Practice • What is Management?
Department of Management Studies • Who are managers?
• Management Functions
• What Do Managers Do?
• Managerial Skills
• Universal Need for Management

Characteristics of Organizations What Is An Organization?

• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
What is Management? Management: Key Words

‘Management is the process of getting things • Organizational Goals

done, effectively and efficiently, through and with • Organizational Resources

other people.’ • Efficiency
Robbins et al (2011: 06)
• Effectiveness

• Productivity

• A process

• Business Environment

What is Management? Goals

o Goals are the basic and fundamental
elements of any organization
o Example: To address a social need

o A goal is a desired future state that the

organization attempts to realize.
 What Is Management? Effectiveness and Efficiency in Management

• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational
goals

Efficiency & Effectiveness: The matrix Who Are Managers?

Low Efficiency High • Manager
Low Efficiency/ Low High Efficiency/Low  Someone who coordinates and oversees the work of
Low

Effectiveness Effectiveness
other people so that organizational goals can be
o Not reaching goals and o Not reaching goals and accomplished.
Effectiveness

wasting resources not wasting resources  In simple terms, a manager is an individual who
achieves goals through other people.
 Example: Sales Manager
Low Efficiency/High High Efficiency/High
Effectiveness Effectiveness
High

o Reaching goals and o Reaching goals and not

wasting resources wasting resources
Classifying Managers Managerial Levels
• First-line Managers
 Individuals who manage the work of non-managerial
employees.
• Middle Managers
 Individuals who manage the work of first-line
managers.
• Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

Management Functions What Do Managers Do?

• Functional Approach
Planning  Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing  Organizing
 Arranging and structuring work to accomplish organizational
goals.
Leading  Leading
 Working with and through people to accomplish goals.
 Controlling
Controlling  Monitoring, comparing, and correcting work.
Management Functions What Do Managers Do? (cont’d)
• Management Roles
Approach (Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Disturbance handler, resource
allocator, negotiator

Managerial Skills Skills Needed at Different Management Levels

 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization
Changes Impacting Why Study Management?
the Manager’s Job
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.

Universal Need for Management Managers and the new workplace

Characteristics The old The new
workplace workplace
Work Structured Flexible

Technology Mechanical Digital

Leadership Autocratic Empowering

Doing work By individuals By teams

Relationships Conflict, Collaboration

Competition
Daft (2009: 22)
Managerial challenges in the 21st century

Managing Change

Managing Resources
Thank You
Managing Strategically