THE COPPERBELT UNIVERSITY

SCHOOL OF BUSINESS
Lusaka Campus

GBS 550-Management Theory and Practice

Prepared and presented by : Mr. Collins Mudenda

School of Business
March 2nd 2019
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Why Study Management?

• Explain the universality of management concept.
• Discuss why an understanding of management is
important.
• Describe the rewards and challenges of being a manager.
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.

What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Explain why customer service and innovation are
important to the manager’s job.
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-People perform activities
 Have a deliberate structure
Characteristics of Organizations
The Changing Organization
Why Study Management?
• 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
 Why Manage?

1. Past several decades have been marked by rapid growth in globalization.

2. The exponential expansion of human knowledge
3. The growing demand for a broad range of complex, sophisticated,
customized goods and service
4. The evolution of worldwide competitive markets for the production and
consumption of goods and services
Resulting in an agency or business that can even better contribute to
society while simultaneously enhancing its own competitive strength.
 The Threat

1. These forces combine to increase greatly the complexity of goods and

services produced
2. Increases the complexity of the processes used to produce them.
3. This, in turn, leads to the need for more sophisticated systems to
control both outcomes and processes.
 What to manage

1. Globalization - Forces the management of diversity and racial

differences
2. Expansion of knowledge - Allows an increasing number of
academic disciplines to be used in solving problems associated with
the development, production, and distribution of goods and services.
3. Satisfying demand - depends on our ability to make product design
an integrated and inherent part management
4. Competitive markets - force us to include cultural and
environmental differences in our managerial decisions about what,
where, when, and how to produce and distribute outputs
 Why manage?
1. The organizational response cannot take the form of an instantaneous
transformation from the old to the new, but it tends to be slow and
tortuous for most enterprises.
2. Accomplishing organizational change is a natural application of
management, and many firms have set up management teams to
implement their goals for strategic and tactical change.
3. Another important societal force is the intense competition among
institutions, both profit and not-for-profit, fostered economic system
resulting in organizational “crusades” such as “total quality control,”
“Quality assurance,” and particularly prominent these days: “Six-
sigma*.”
 Why manage?

1. The competition that all of these crusades engenders puts extreme

pressure on organizations to make their complex, customized outputs
available as quickly as possible. “Time-to-market” is critical.
2. Responses must come faster, decisions must be made sooner, and
results must occur more quickly. Imagine the communications
problems alone. Information and knowledge are growing explosively,
but the time permissible to locate and use the appropriate knowledge is
decreasing.
Rewards and Challenges of Being A Manager
Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
Classifying Managers
• 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.
Exhibit 1 Managerial Levels
What Is Management?
• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational
goals
Exhibit 2 Effectiveness and Efficiency in Management
What Do Managers Do?
• Functional Approach
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging and structuring work to accomplish organizational
goals.
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting work.
Exhibit 3 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
What Managers Actually Do (Mintzberg)
• Interaction
 with others
 with the organization
 with the external context
of the organization
• Reflection
 thoughtful thinking
• Action
 practical doing
What Do Managers Do? (cont’d)
• Skills Approach
 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
Exhibit 5 Skills Needed at Different Management Levels
Exhibit 6A Conceptual Skills

• Using information to solve business problems

• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
Exhibit 6B Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Exhibit 6C Effectiveness Skills

• Contributing to corporate mission/departmental

objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Exhibit 6D Effectiveness Skills (cont’d)

• Setting and maintaining performance standards

internally and externally
• Setting priorities for attention and activity
• Time management
Exhibit 6E Interpersonal Skills (cont’d)

• Coaching and mentoring skills

• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Exhibit 1–7 Management Skills and Management Function Matrix
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.
Exhibit 8
Changes
Impacting
the
Manager’s
Job
References
• Stephen P. Robbins and Mary Coulter (2007)
Management. Prentice Hall
• Robert Kreitner (2011) Management. Houghton
Mifflin Harcourt Publishing Company