Learning Outcomes

After studying this chapter you should be able to:

1. Define management, describe the kinds of managers found in

organizations, identify and explain the four basic management
functions, describe the fundamental management skills, and
comment on management as science and art.
2. Justify the importance of history and theory to managers and explain
the evolution of management thought through the classical,
behavioral, and quantitative perspectives.
3. Identify and discuss key contemporary management perspectives
represented by the systems and contingency perspectives and
identify the major challenges and opportunities faced by managers
today.

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 Basic Responsibility of Management

EFFICIENTLY
Using resources wisely and
in a cost-effective way

and

EFFECTIVELY
Making the right decisions and
successfully implementing them

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 Level of Responsibilities

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 FIGURE 1.2 The Management Process

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 What Skills Do Managers Need?

Technical

Interpersonal Conceptual

Fundamental
Management
Diagnostic Skills Communication

Decision Time
Making Management

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 Management: Science or Art?

• The Science of Management

–Assumes problems can be approached using rational,
logical, objective, and systematic ways.
–Requires technical, diagnostic, and decision-making
skills and techniques.
• The Art of Management
–Requires a blend of intuition, experience, instinct, and
personal insights.
–Requires conceptual, communication, interpersonal,
and time-management skills to accomplish managerial
tasks activities.

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 The Historical Context of Management

D Greeks

C Babylonians G Venetians

B Egyptians E Romans

A Sumerians F Chinese

3000B.C. 2500B.C. 2000B.C. 1500B.C. 1000B.C. 500 B.C. A.D.500 A.D.1000 A.D.1500

A Used written rules and regulations for governance E Used organized structure for communication and control

B Used management practices to construct pyramids F Used extensive organization structure for government
agencies and the arts
C Used extensive set of laws and policies for governance
G Used organization design and planning concepts to
D Used different governing systems for cities and state
control the seas

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 Key Managerial Roles (Mintzberg)

Key Management
Roles

Interpersonal Informational Decisional

Roles Roles Roles

• Figurehead • Monitor • Entrepreneur

• Leader • Disseminator • Disturbance handler
• Liaison • Spokesperson • Negotiator

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Table 1.1 Theory X and Theory Y and Z

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 An Integrative Framework of
Management Perspectives
Systems Approach Contingency Perspective
• Recognition of internal • Recognition of the situational
interdependencies nature of management
• Recognition of • Response to particular
environmental influences characteristics of situation

Classical Behavioral Quantitative

Management Management Management
Perspectives Perspectives Perspectives
Methods for Insights for moti- Techniques for
enhancing vating performance improving decision
efficiency and and understanding making, resource
facilitating planning, individual behavior, allocation, and
organizing, and groups and teams, operations
controlling and leadership

Effective and efficient management

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 EXPERIENTIAL EXERCISE: Johari Window

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 GROUP WORK

1. Break out in groups (#1….)

2. Choose 5-qualities, skills,
knowledge, etc. all
managers must have.
3. Choose one person in
management/leadership that
you see is doing a great job.

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