Management

Process
Lecturer : H.P. Rasika Priyankara
Unit Title : BM 311
Year I Semester I
Content
♦ Define Management

♦ What Managers do?

♦ Why Management?

♦ Managerial Competency
 What is Management?
♦ Definition 01

“Management is the art of getting

things done through other people”
(Mary Parker Polet)
 What is Management?
♦ Definition 02

“Management is the process of

working with and through others to
achieve organizational objectives by
efficiently using limited resources in
a changing environment”
 What is Management?
Contd…
♦ Definition 03

“ Management is the process of Planning,

Organizing, leading and controlling the
efforts of organizational members and of
using all other organizational resources to
achieve stated organizational goals”.
(Storner & Freeman)
 What is Management?
Contd…
♦ Common Definition

“ Management is the process of

Planning, Organizing, leading and
controlling of scarce resources in an
effective and efficient manner to
achieve desired goals in a dynamic
environment”.
 What Managers Do?
The conventional idea about what
managers do is that they,
♦ Plan
♦ Organize
♦ Lead
♦ Control

However, the famous study of Henry

Mintzberg provides a different picture
about managerial roles.
Mintzberg’s Classification
of Managerial Roles
He lists 10 distinctive managerial
roles that are categorized under
three major headings.
Figurehead

Interpersonal
Roles Leader

Liaison
 Mintzberg’s Classification
of Managerial Roles Contd…

Informational
Roles Decisional Roles

Disturbance
Disseminator
Entrepreneur Handler
Monitor
Negotiator
Spokesperson
Resource
Allocator
 Why We Need Management?

♦ Scarcity of Resources- Limitedness

of resources compared to
unlimited human needs. Scarcity
of resources is the very basic
reason as to the existence and
development of management
Knowledge.
 Why Management? Contd…

♦ Competition – Competition is
becoming severe. Individuals,
organizations and nations are in
need of better knowledge and skills.

♦ (The rise of Strategic Management,

Strategic Marketing and knowledge
Management)
 Why Management? Contd…

♦ No chance for errors.

(Zero Defective Quality Management)

♦ Every thing is changing other

than change.
(Change Management)
Requirements (Competency)
to Be a Successful
Manager
♦ To be successful manager,
three basic requirements have
to be satisfied.

♦ They are Knowledge, Skills and

Attitudes. (KSA or 3H)
 Knowledge
♦ Knowledge is the stock of
information and understanding
that a person possesses about
himself and the surrounded
world.
 Knowledge
♦ The term knowledge is also used to
mean the confident understanding of a
subject with the ability to use it for a
specific purpose.

♦ Knowledge acquisition involves complex

cognitive processes: perception,
learning, communication, association and
reasonong.
 Forms of Knowledge

1. Explicit Knowledge

2. Tacit Knowledge
 Explicit Knowledge
♦ Explicit knowledge is knowledge
that has been or can be
articulated, codified, and
stored in certain media.

♦ It can be readily transmitted

to others.
 Explicit Knowledge
♦ The most common forms of explicit
knowledge are manuals, documents and
procedures.

♦ It also can be audio-visual.

♦ Works of art and product designs can be

seen as other forms of explicit knowledge
where human skills, motives and
knowledge are externalized.
 Tacit Knowledge
♦ The concept of tacit knowing
comes from scientist and
philosopher Michael Polanyi.

♦ It is a form of knowledge that is

apparently wholly or partly
inexplicable.
 Tacit Knowledge
♦ Tacit knowledge is knowledge that
people carry in their minds and is,
therefore, difficult to access.

♦ Often, people are not aware of

the knowledge they possess or how
it can be valuable to others.
 Tacit Knowledge
♦ Tacit knowledge has been described
as "know-how" (as opposed to "know-
what" [facts], "know-why" [science]
and "know-who" [networking]) .

♦ Effective transfer of tacit knowledge

generally requires extensive personal
contact and trust.
 Be a

T
Manager
 Attitudes

♦ Evaluative statements or
judgments concerning
objects, people, or events.
(Stephen Robbins)
What is an “attitude”?
An attitude is:

♦ “a relatively enduring organisation of

beliefs, feelings, and behavioural
tendencies towards socially significant
objects, groups, events or symbols”
(Hogg & Vaughan
2005, p150)
What is an “attitude”?
An attitude is:

♦ “a psychological tendency that is

expressed by evaluating a
particular entity with some
degree of favour or disfavour”
(Eagly & Chaiken, 1993, p. 1)
 Attitude Structure
♦ Three-component model views attitudes as having
three components:
– Affective = feelings about the attitude object
– Behavioural = predisposition to act towards the
attitude object in a certain way
– Cognitive = beliefs about the attitude object

♦ Any given attitude may be based in lesser or greater

amounts on any of these components
How Well Do Attitudes Predict
Behaviour ?
♦ Ajzen’s (1991) Theory of Planned
Behaviour (TPB)

♦ This model points an important

mediator of the attitude-behaviour
link, namely behavioural ‘intention’
How Well Do Attitudes Predict
Behaviour ?
♦ The TPB holds that attitudes combine
with other important factors in
predicting intentions and, in turn,
behaviour:-
– Perceived social pressure
– Factors that may facilitate or inhibit
performance of the behaviour
 Theory of Planned Behaviour
(Ajzen, 1991)
Perceived
Social
Pressure

Attitudes Intention Behaviour

Perceived
Behavioural
Control
 Cognitive Dissonance Theory
(Festinger, 1957)
This theory of self-persuasion holds that:

– Cognitive inconsistency creates a state of

psychological tension (i.e., “dissonance”)

– Such tension is aversive and motivating (where it

poses a threat to the self)

– Easiest form of dissonance reduction will be

adopted
 Skills
♦ Skills refer to above – average
abilities of the managers to perform
a specific activity. There are 3
generic skills.

1.Conceptual Skills
2.Human Skills
3.Technical Skills
 General Skills of a Manager
Contd…

Technical Skills.
– These are specific abilities of a
person to perform a given activity of
a technical nature.
– This is connected with “doing” rather
than “thinking”.
– Eg: Running a computer program
driving a tractor.
 General Skills of a Manager
Contd…

Human Skills:
– These are specific abilities of a
person to relate with others.
– This is the ability to build and
maintain sound and beneficial
relationships with relevant
parties.
– Listening and empathy, are more
important.
 General Skills of a Manager
Conceptual Skills:
– The ability to see the
organization as a whole.
– These are the intellectual
abilities of a manager to process
information and to make correct
decisions.
– This involves analytical powers
and creativity of the individual.
 Conceptual Skills

– Conceptual skill development

can be done through formal
and informal education &
training.
CRITICAL THINKING:

Reasonable, reflective
thinking that is focused on
deciding what to believe or
do.
The ability to think clearly
and reason logically.
Analytical Skills
♦ Activity

♦Disintegration

♦Integration
 Creativity
♦ There is no decisive definition of
creativity, but we know it when we
see it.

♦ Development of something that

never existed before.

♦ The ability to solve problems or find

solutions by thinking “outside the
box.”
What is Creative Thinking?
♦ Ability to think outside the box.

♦ Coming up with new ideas/ theories/ formulas.

♦ An essential survival skill for this fast paced

furious world.

♦ Activity
In the line of letters listed
below, cross out six letters so
the remaining letters spell a
familiar English word. You may
not alter the sequence of the
letters.

BSAINXLEATNTEARS
Creativity
♦ It involves “making remote
associations” between
unconnected events, ideas,
information stored in memory
or physical objects.
Creativity
♦ Three broad types of Creativity.

1. Creation- Creating something new.

2. Synthesis- Combine or synthesize things.
3. Modification- Improve or change things.
Lateral
&
Vertical
Thinking
Lateral and Vertical thinking
♦ Vertical thinking is defining a
problem in a single way.

♦ Lateral thinking is defining a

problem in multiple ways.
In a search for oil,

Vertical thinkers determine

a spot for the hole and
drill the hole deeper and
deeper until they strike oil.
Lateral thinkers generate
alternative ways of viewing a
problem and produce multiple
definitions.

Instead of drilling one hole

deeper and deeper, lateral
thinkers drill a number of
holes in different places in
search of oil.
The vertical thinking
conceptual block arises from
not being able to view the
problem from multiple
perspectives - to drill several
holes - or to think laterally as
well as vertically in problem
solving.
9 Circles
4 Lines
3 Lines
Conceptual blocks
Conceptual blocks are mental
walls which block the problem-
solver from correctly perceiving
a problem or conceiving its
solution.
Conceptual Blocks
♦ Perceptual
♦ Cultural
♦ Environmental
♦ Emotional
♦ Intellectual
♦ Expressive
Analytical Thinking Creative Thinking

♦Convergent ♦Divergent

♦Results in few or ♦Results in many

single solution solutions

♦Logical ♦Non-logical

♦Vertical ♦Lateral

♦Left Brain ♦Right Brain

Skill Demands at Different
Managerial Levels

Conceptual
Top

Middle
Human

Lower Technical

Managerial Levels Demand of Skills

 Be a
Successful
Manager.
Sources:
♦ Robert Kreitner and Angelo Kinichi. (1995),
Organizational Behaviour, Richard D. IRWIN, Inc.
USA
♦ McLaughlin, M. & Vogt, M. (2000). Creativity and
innovation in content area teaching. Christopher-
Gorgon Publisher, Inc. Norwood, MA. 800-934-8322
♦ Myers, R.E. (2001). Mind stretchers; Creative thinking
extensions for the content areas. Prufrock Press
Inc.Waco,
♦ Piirto, J. (1998). Understanding those who create.
Gifted Psychology Press, Inc. Dayton, Ohio.
Thank You !