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INTRODUCTION TO
MANAGEMENT
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Chapter 1 :: Introduction To Management
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MGT 420 :: PRINCIPLES AND PRACTICE OF MANAGEMENT
Introduction
to Management
Organization
Definition Management
Type of Organization
Definition
Management Function
Importance of Effective management
Levels of Management
INTRODUCTION TO MANAGEMENT
When we talk about management, we cannot run away or ignore the concepts of
management. It is important to understand the concept or refresh our memory because to be
a better manager, we have to go back to the basic. So this chapter appears again even
though you have covered the topics earlier in MGT 162
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Chapter 1 :: Introduction To Management
Learning Objective
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What Is An Organization ?
There are a few ways of defining organization. Here, we have two definitions by
Stoner and Schermerhon. Basically, an organization is a group of people intentionally
organized to accomplish an overall, common goal or set of goals. Business
organizations can range in size from two people to tens of thousands.
Defining
• Accomplish objectives
• Preserve Knowledge
• Serve Society
• Provide Careers
For most of us, organizations are important part of our daily lives. This is a place
where we engage in a systematic effort to produce goods or services. An
organization can be formed according to formal and informal organization.
Formal organization
A formal organization is an organization that consists of two or more people who are
involved in a mutual effort with formal authority to achieve common objectives. This
is depicted by an organization chart.
Informal organization
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Chapter 1 :: Introduction To Management
Management functions
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LEADS
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Chapter 1 :: Introduction To Management
• Help us understand many events, challenges and skills that will give meaning to
our future work experience and careers as managers.
• Make us become effective managers through effective utilization of its human
and material resources.
• Make us become effective managers who will be able to detect and locate
problems to be solved that results in good decision making.
• Enable us to assess the future and make plans for it.
• Make sure that as mangers, we will be responsible and accountable for ensuring
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that the work efforts of our employees are directed towards the accomplishment
of organizational objectives.
• Planning
Setting goals and defining the actions necessary to achieve those goals.
3 steps involved:
Deciding which goals the organization should pursue
Deciding what courses of action to adopt to attain those goals
Deciding how to allocate organizational resources
The outcome of the process is the organization’s strategy, a pattern of
decisions concerning what goals to pursue, what actions to take, and
what resources to use.
Planning is very complex and difficult because of the level of
uncertainty.
• Organizing
The process of determining the tasks to be done, who will do them, and
how those tasks will be managed and coordinated.
At this stage managers establish the structure of working relationships
between organization members that best achieves organizational goals.
Here it involves grouping people into departments according to
the tasks they perform.
Managers need to lay out lines of authority and responsibility
between groups and people.
The outcome of the process is an organizational structure, the formal
system of reporting relationships.
• Leading
The capacity to lead the members of work groups toward the
accomplishment of organizational goals.
Managers determine direction, articulate a vision, and energize
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Chapter 1 :: Introduction To Management
• Controlling
Monitoring the performance of the organization and the progress in
implementing strategic and operational plans.
Identifying the deviations between planned actual actions.
Taking corrective action.
Ensuring that the organization is moving toward the achievement of its
goals.
This involves designing appropriate measurements and information and
control systems.
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Middle Management
Middle management refers to the level whereby managers would direct the
activities of lower level managers and sometimes , also those of the operating
employees. Middle mangers' main responsibilities are to direct the activities that
implement the organization's policies and to balance the demands of their
superiors with the capacity of their subordinates.
Top Management
The top management level refers to the top managers that are responsible for the
overall management of the organization. It establishes long term strategies and
policies for the organization. Examples of the managers are Director, Chief
Executive Officer (CEO), Senior Vice President, Chairman and others.
Top Managers
Middle Managers
Figure 1.0a
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Top Managers
Middle
Managers
First-line
Managers
Figure 1.0b
Managerial Skills
A manager must have three basic managerial skills when managing resources in an
organization. They are as follows:
Technical skills - ability to use the procedures, techniques, and knowledge of a
specialized field. Examples are surgeons, accountants, engineers, technicians
etc.
Human skills - the ability to work with, understand and motivate other people,
as individuals or in group.
Conceptual skills - the ability to coordinate and integrate all of organization's
interest and activities.
Take a look at the diagram below. You will see how the need of each skill varies with
the level of management.
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Human
Human
Human
Technical
Technical
Technical
Figure 2.0
Managerial Roles
There are three roles that managers perform in an organization. Each role is
concerned with influencing the behavior of people inside and outside the
organization. Managers may perform several roles at once. They are as follows:
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Among these three roles, decisional roles are the most important.
There are ten (10) roles classified under the three (3) main roles..
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Managerial Roles
Interpersonal
figurehead
leader
liaison
Informational Decisional
monitor entrepreneur
disseminator disturbance handler
spokesperson resource allocator
negotiator
Figure 3.0
(Source : H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)
The roles that managers have to fulfill today are quite different from the ones they
have traditionally occupied. Managers will no longer think of themselves as “the
boss,” but will view themselves as sponsors, team leaders, or internal
consultants. Today’s leaders can no longer wield control from the top of the
pyramid; nor can they control the action from the sidelines. Leaders must
empower individual employees to do whatever is necessary to achieve goals…
and make sure that employees have the resources to get the job done.
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Summary
Being a manager involves acting both logically and emotionally. For top managers,
decision making is challenging, as the current situation is constantly changing.
Managers are often forced to deal with problems simultaneously and make snap
decisions. Experienced managers accept failure by their subordinates as a normal
part of learning.
References
1. James A. F. Stoner, R. Edward Freeman and Daniel R. Gilbert jr. Management.
Prentice Hall 6'" Edition 1995
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Checklist
Are you now able to:
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Discussion Questions
1. What is an organization?
Why are managers important to an organization’s success?
4. What are the various roles that will affect managerial effectiveness?
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Study Notes
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