ADS 460

Management
Principles and
Practices
TOPIC 1:
INTRODUCTION TO MANAGEMENT
 Learning Objective

1. Upon completion of this chapter, you should able to;-

2. Define organization and management
3. Explain the different level of management
4. Explain the management functions and process
5. Describe the managerial skills and roles.
 OUTLINE
1. Definition of management and organization
2. The Importance of Management
3. Management Process
4. The basic Management Skills
5. Management Roles
6. Levels of management
WHAT IS MANAGEMENT?

The organization and coordination of the activities of a business in

order to achieve defined objectives.
Management is often included as a factor of production along with
machines, materials, and money.
Peter Drucker (1909-2005), the basic task of management includes
both marketing and innovation.
Management consists of the interlocking functions of creating
corporate policy and organizing, planning, controlling, and directing an
organization's resources in order to achieve the objectives of that policy.

(http://www.businessdictionary.com/definition/management.html)
 WHAT IS MANAGEMENT?

Management refers to “the process of getting things

done, effectively and efficiently, through and with other
people” (Robbins, S.P and Coulter, M., 2005)
The Art of Getting Things Done Through Other People”,
(Marry Parker Follet )
 WHAT IS MANAGEMENT?

The process of planning, organizing, leading and

controlling the efforts of an organization members and
of using all other organizational resources to achieve
stated organizational goals – Stoner
The process of planning, organizing, leading and
controlling that encompasses human, material,
financial and information resources in an
organizational environment – Holt
WHAT IS THE CONCERN MANAGEMENT?

• Doing things right

Efficiency • Getting the most output
from the least inputs

• Doing the right things

Effectiveness • Attaining the
organizational goals
EFFECTIVENESS AND EFFICIENCY
PRACTICES AND POLICIES (HUMAN RESOURCE
MANAGEMENT)

• Conducting job analysis

• Training and developing
• Planning labor needs
• Selecting job candidates
• Orienting and training new employees
• Communicating (interview, counseling, disciplining
• Appraising performance
• Managing wages and salaries
WHAT IS ORGANIZATION?

Groups of people who work interdependently

toward some purpose. It has the following criteria:
◦ Structured patterns of interaction
◦ Coordinated tasks
◦ Work toward some purpose
(McShane & Von Glinow, 2008)
WHAT IS ORGANIZATION?

“ An organization is a social unit in which two or

more people interact to achieve a common goal
or a set of goals.” – Stoner
“ An organization is also defined as a collection of
people working together in a division of labor to
achieve a common purpose.” – Schermerhorn
WHAT IS ORGANIZATION?

“The structure of relationships that exists when

two or more people mutually cooperates to pursue
common objectives”.
– Holt
“A systematic arrangement of people bought
together to accomplish some specific purpose”
– Robbins & Coulter (2005)
THE IMPORTANCE OF MANAGEMENT

1. Equip personnel with management theories and

practices.
2. Better and effective manager - solve problems,
making good decision and effective utilization of
organization resources.
3. To understand many events, challenges and
skills.
THE IMPORTANCE OF MANAGEMENT

4. Help organization achieve higher level of

performance : utilization of its human and
material resources.
5. Makes good planners : assess the future and
make plans.
6. Managers will be responsible and accountable :
organization objective will be achieved.
7. Main sources to execute / run an organization
by using management functions (POLC).
THE FOUR BASIC FUNCTIONS ALL MANAGERS
PERFORM/ THE MANAGEMENT PROCESS

Planning
Organizing
Leading
Controlling
THE FOUR BASIC FUNCTIONS ALL MANAGERS
PERFORM/ THE MANAGEMENT PROCESS

Planning

1. Establishing goals and standards

2. Developing rules and procedures
3. Developing plan and forecasting
4. Predicting or projecting some future occurrence
THE FOUR BASIC FUNCTIONS ALL MANAGERS
PERFORM/ THE MANAGEMENT PROCESS

Organizing

1. Giving subordinate specific task

2. Establishing departments
3. Delegating authority to subordinates
4. Establishing channels of authority and
communication
5. Coordinating the work subordinates
THE FOUR BASIC FUNCTIONS ALL MANAGERS
PERFORM/ THE MANAGEMENT PROCESS

Leading

1. Getting others to get the job done

2. Maintaining morale
3. Motivating subordinates
THE FOUR BASIC FUNCTIONS ALL MANAGERS
PERFORM/ THE MANAGEMENT PROCESS

Controlling

1. Setting standards such as sales, quotas, quality

standards and production level
2. Checking to see how actual performance
compares with these standards
3. Taking corrective action as needed
MANAGEMENT SKILLS

Conceptual
Skill

Human
Technical
Relation
Skills
Skills
MANAGEMENT SKILLS

Conceptual Skill
Conceptual skills are skills that allow a person to
think creatively while also understanding abstract
ideas and complicated processes.
A person who has conceptual skills will be able to
solve problems, formulate processes and
understand the relationship between ideas,
concepts, patterns and symbols.
 MANAGEMENT SKILLS

Human Relation Skill

Ability to work effectively, lead and assure
harmonious interpersonal relations.
The ability to work with other people.
Examples:
Sensitivity to others, Treating people fairly, Listening
intently, Communicating warmth, Establishing rapport,
Understanding human behavior, Empathy, Tactfulness,
Cooperative team member, Avoiding stereotyping people,
Feeling comfortable with different kinds of people.
 MANAGEMENT SKILLS

Technical Skill
Technical skills are abilities and knowledge needed
to perform specific tasks. They are practical, and
often relate to mechanical, IT, mathematical, or
scientific tasks.
Some examples include knowledge of programming
languages, mechanical equipment, or tools.
Ability to use tools, apply specialized knowledge and
manage processes and techniques.
MANAGEMENT ROLES

Roles are specific actions or behaviors

expected of a manager.

Mintzberg identified 10 roles grouped

around:
• Interpersonal relationships,
• Transfer of information,
• Decision making.
Exhibit 1-5: Mintzberg’s Managerial
Roles
WHO ARE MANAGERS?

Manager
◦ Someone who coordinates
and oversees the work of
other people so that
organizational goals can
be accomplished.
CLASSIFYING MANAGERS

First-line • Individuals who manage the work of non-

managerial employees.
Managers
Middle • Individuals who manage the work of first-line
managers.
Managers
Top • Individuals who are responsible for making
organization-wide decisions and establishing plans
Managers and goals that affect the entire organization.
Exhibit 1-1: Levels of Management
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
CONCLUSION

Management and organization

Importance
Functions
Managerial skills
 End of Topic 1
See you all next week.
Please prepare and read topic 2 on
Management Approaches:
The Classical Approaches
The Behavioral Approaches
Contingency Approaches
REFERENCES
Robbins, S.P, D.A Decenzo, Coutler, “Fundamentals of
Management”,(Global Edition), 7th Edition, Pearson 2011.
John, R. S. Jr. (2007) Management, 9th edition, Wiley.