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INTRODUCTION TOMANAGEMENT

Ng Qu Nhm, MBAEmail: quynham@gmail.com

UNIT 01

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Who are managers?

Managersare someone who works withand through other people by coordinatingtheir work activities in order to accomplishorganisational goals.

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What is management?

Management is theprocessofworking with peopleand resourcesto accomplish organisational goals.

Management is the achievement oforganisational goalsby engaging inthe four major functions ofplanning,organising, leading andcontrolling.

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Operational-level staff

Levels of Management

First-lineManagers

MiddleManagers

TopManagers

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Levels of Management

Top Management

Develops and reviews long-range plans andstrategies

Evaluates overall performanceof variousdepartments and ensures cooperation

Involved in selection of key personnel

Consults subordinate managers on subjects orproblems of general scope.

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Level of Management

Middle Management

Makes mid-range plansand prepares long-range plansfor review by top management

Analyses managerial performance to determinecapability and readiness for promotion

Establishes departmental policies

Review daily and weekly reportsonproduction or sales

Counsels subordinates on production, personnelor other problems

Recruits and selects personnel

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Level of Management

First-line management

Makes detailed, short-range operatingplans

Reviews performance of subordinates

Supervises day-to-day operations

Makes specific task assignments

Maintains close contactwith operativeemployees

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Management Process

Achieve-

ment of

organisa-tional

goals

Planning Organizing Leading Controlling

The process ofsetting goals

and deciding

howbest to

achieve them.

The process of

allocatingand

coordinatinghuman and

non-human

resourcesso

that plans can

be carried out

successfully.

The process of

influencing

others toengage in the

work behaviours

necessary to

reach

organisational

goals.

The process ofregulating

organisationalactivities sothat actual

performanceconforms to

expectedorganisational

standards andgoals.

Deliveringstrategicvalues

Building adynamic

organisation

Mobilisingpeople

Learning andchanging

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making choices that affect

the organisation Entrepreneurial

Disturbance handler

Resource allocator

Negotiator

Managerial Roles

Decisional Roles

Info rmat ional RolesInterpersonal Roles

developing and maintaining positive

relationships with significant others.

Figurehead

Leader

Liaison

receiving and transmitting information

so that managers can serve as the nerve

centers of their org. units.

Monitor

Disseminator

Spokesperson

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Managerial Skills

Technical skills reflect both an understanding of and aproficiency in a specified field.

Human skills refer to a managers ability to work well with

others, both as a group member and a leader. the ability to lead, motivate, and communicate

effectively with others

Conceptual skills related to the ability to visualise the organisation as a whole,

recognise interrelationships among organisationalparts, and understand how the organisation fits into wider

context of industry, community and world.

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Use of key managerial skills atdifferent levels of management

Top

Managers

MiddleManagers

First-lineManagers

Conceptual

skills

Hunan

skills

Technical

skills

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Management performance

Effectiveness The ability to achieve organisational goals

doing the right things

Efficiency

The ability to achieve goals with minimum wasteof resources; that is to make best use ofavailable resources.

doing things right

Good managers must achieve botheffectiveness and efficiency

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21st century management

Change & innovation Markets & technology

Diversity: markets, products & staff

Globalisation Quality & organisational development

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Lecture summary

Overview of management Management function (PLOC).

What managers actually do Roles: interpersonal, decisional, informational,

negotiator.

Work agenda & methods. Managerial skills & performance

Management job types.

Vertical & horizontal differences in managementroles.

21st century management Change, innovation, diversity, globalisation, quality

& organisational development.