Introduction to management

Topic 1 Review

Describe the
characteristics of
an organisation
Explain why
managers are
important to the
organisation
Classify managers
and nonmanagerial
employees

An organisation must have a distinct purpose, consist of

people and a deliberate structure.
-

Define the terms:

Management,
efficiency,
effectiveness

Describe the
functions, roles and
skills of managers

Organisations require their skills and abilities in a

dynamic environment
Manager get things done
Mangers affect the performance of employees
Managers co-ordinate the work of people to
achieve organisations goals
3 levels of managers Top, middle and front line
Top level managers are responsible for making
decisions and establishing the goals and plans that
affect the organisation. Examples are directors and
chief executive officer .etc.
Middle level managers manager the work of frontline managers. Examples are regional manager
and department head .etc.
Front-line managers manage the work of nonmanagerial employees who are directly involved
with the production and creation of the
organisations products. Examples are supervisors
and team leaders .etc.
Non-managerial employees work directly on the
job and no one reporting to them
Management The process of coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
Efficiency Doing things right, or getting the most
output from the least amount of inputs.
Effectiveness Doing the right things, or
completing activities so that organisational goals
are attained.
According the Henri Fayol, the management
functions include planning, organising, leading and
controlling.
Planning planning involves defining goals,
establishing strategies for achieving these goals,
developing plans to integrate and coordinate
activities.
Organising organising involves arranging and
structuring work to accomplish organisations
goals.
Leading leading involves working with people to
accomplish organisational goals.
Controlling controlling involves monitoring,
comparing and correcting work performance.
According to Henry Mintzberg, management roles
include interpersonal, informational and decisional.
Interpersonal role include figurehead, leader and
liaison.
Figurehead symbolic head, obliged to perform a
number of routine duties of legal or social nature.
Leader responsible for the motivation of
subordinates, responsible for staffing, training and
associated duties.
Liaison maintains self-developed network of
outside contacts and informer who provide favours
and information.
Informational role includes Monitor, disseminator
and spokesperson