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    #1 - Introduction To Management (Chapter 1) #1 - Introduction To Management (Chapter 1)

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    Minh Anh Hoang
    The document provides an overview of management, defining it as the process of getting work done through others effectively and efficiently. It discusses what managers do, including planning, organizing, leading, and controlling work. Additionally, it covers the history of management approaches including classical, behavioral, quantitative, contemporary, and contingency approaches.

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    #1 - Introduction To Management (Chapter 1) #1 - Introduction To Management (Chapter 1)

    Uploaded by

    Minh Anh Hoang
    31 views6 pages
    The document provides an overview of management, defining it as the process of getting work done through others effectively and efficiently. It discusses what managers do, including planning, organizing, leading, and controlling work. Additionally, it covers the history of management approaches including classical, behavioral, quantitative, contemporary, and contingency approaches.

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    1_Introduction

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    The document provides an overview of management, defining it as the process of getting work done through others effectively and efficiently. It discusses what managers do, including planning, organizing, leading, and controlling work. Additionally, it covers the history of management approaches including classical, behavioral, quantitative, contemporary, and contingency approaches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    31 views6 pages

    #1 - Introduction To Management (Chapter 1) #1 - Introduction To Management (Chapter 1)

    Uploaded by

    Minh Anh Hoang
    The document provides an overview of management, defining it as the process of getting work done through others effectively and efficiently. It discusses what managers do, including planning, organizing, leading, and controlling work. Additionally, it covers the history of management approaches including classical, behavioral, quantitative, contemporary, and contingency approaches.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    #1 - Introduction to Management (Chapter 1)

    Principles of Management (香港中文大學)

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    lOMoARcPSD|7780634

    MGNT 1020 – CHAPTER 1: Managers and Management


    A. What is Management?
     Management – The process of getting things done, effectively, and
    efficiently with and through other people
    1. Efficiency – Doing the task right, or getting the most output from the
    least amount of inputs (Minimize resource cost)
    2. Effectiveness – Doing the tasks by doing the tasks that would help the
    organization reach its goals
     Conclusion: Good management aims to satisfy both effectiveness and
    efficiency while Poor management focuses too much on effectiveness and
    disregards efficiency

    B. Who are Managers and Where do they work?


     Organization – Systemic arrangement of people brought together to
    accomplish a specific purpose
     Characteristics of an organization
    1. Distinct Purpose or Goal
    2. Composed by People
    3. Deliberate and Systematic structure
     Difference between Managers and Non-managerial employees
    1. Managers – Individuals in an organization who direct the activities of
    others
    2. Non-managerial Employees – People who work directly on a job or task
    and have no responsibility for overseeing the work of others
     What titles do managers have?
    1. Top / Senior Managers – Managers who make decisions about the
    direction of the organization and establishing policies and philosophies
    that affect all organizational members
    2. Middle Managers – Managers who manage other managers and some
    non-managerial employees; they are usually responsible for translating
    the goals set by top managers into specific details so that first line
    managers could execute them in actions
    3. First-Line Managers – Managers who direct the day-to-day activities of
    non-managerial employees

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    C. Why Study Management?


     In studying management, there are two reasons…
    1. All of us have a vested interest in improving the way organizations are
    managed as they interact with our everyday lives. If organizations are
    well-managed, they would find ways to prosper even in economically
    challenging times
    2. The reality is that when one graduates from university, one either
    manages or gets managed. Therefore, either you like it or not, one
    must know management in order to gain insights into the way a boss
    and fellow employees behave and how organizations function

    D. What do Manages do?


     Management researchers have developed three approaches to describe
    what managers do: Functions, Roles, and Skills/Competencies
     Functions Approach – Managers perform certain activities or functions as
    they direct and oversee others’ work. By doing so, managers enable the
    organization to achieve stated purposes or goals
    Henri Fayol once proposed the manager’s role in five different categories, but
    recently, it has been reduced into four
    1. Planning – Defining goals, establishing strategy, and developing sub-
    plans to coordinate activities
    2. Organizing – Determining what tasks are to be done, who is to do them,
    how the tasks are to be grouped, who reports to whom, and who will
    make decisions
    3. Leading – Directing, and coordinating the work activities of an
    organization’s people
    4. Controlling – Monitoring activities to ensure that they are accomplished
    as planned
     Managerial Roles – In 1960s, Henry Mintzberg conducted a study to find
    out specific categories of managerial actions or behaviors expected of a
    manager
    1. Interpersonal Roles – Involves people and other duties that are
    ceremonial and symbolic in nature
    1. Figurehead
    2. Leader
    3. Liaison

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    2. Informational Roles – Involves collecting, receiving, and disseminating


    information
    1. Monitor
    2. Disseminator
    3. Spokesperson
    3. Decisional Roles – Involves decision making
    1. Entrepreneur
    2. Disturbance handler
    3. Resource allocator
    4. Negotiator
     Skills Approach
    1. Conceptual Skills – Skills managers use to analyze and diagnose
    complex situations, these skills are pivotal in making good decisions
    2. Interpersonal Skills – Skills involved with working well with other people
    both individually and in groups, such as communication, motivation,
    and delegation skills
    3. Technical Skills – Job-specific knowledge and techniques needed to
    perform work tasks
    1. Top-level managers: Knowledge of industry and general
    understanding of organization’s processes and products
    2. Middle and Lower managers: Knowledge required in areas where
    they work
    4. Political Skills – Skills to build a power base and establish the right
    connections
     Universality of Manager – Management is essentially the same in all
    positions and organizations
    1. Level in the organization – The difference exists in its degree and
    emphasis, but not of the activity (All managers do POLC, but in different
    emphasis)
    2. Profit vs. Non-Profit – The difference is how performance is measured
    3. Size of Organization – In small business, a manager becomes more
    generalist whereas big firms have specialized managers in each
    divisions of work
    E. History of Management
     Classical Approach
    1. Beginning around turn of 20th century, management began to evolve
    as a body of knowledge

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    2. Fredrick Taylor published a “theory of scientific management” which


    determines one best way to maximize individual worker’s productivity
     Assigning the apt person for the job with correct tools and
    equipment
     Having standardized method of executing a job
     Providing economic incentives to the worker
    3. Henri Fayol introduced “general administrative theory” identifying the
    five management functions and identified 14 Principles of Management
     Division of Work – Specialization increases output by increasing
    efficiency
     Authority – The right to give orders
     Discipline – Employees must obey and respect the rules of the
    organization
     Unity of Command – Employees must receive orders from one
    leader
     Unity of Direction – All organizational activities must be directed to
    one goal
     Subordination of individual interest to the general interest – An
    interest of an individual must not precede over interest of the
    organization
     Remuneration – Employees must be paid with fair wage
     Centralization – Degree to which subordinates are involved in
    decision-making
     Scalar chain – Line of authority from top management to lowest
    rank
     Order – People and materials must be placed in the right places
    and time
     Equity – Managers should be kind and fair to the subordinates
     Stability of Tenure of Personnel – Management should provide
    orderly personnel planning and ensure replacements are available
    to fill vacancies
     Initiative – Employees who are allowed to originate and carry out
    plans will exert higher level of effort
     Esprit de Corps – Promoting team spirit will build harmony
    4. Max Weber described and analyzed “bureaucracy” as an ideal and
    rational form of overall organization structure
     Career Orientation  Formal Selection
     Division of Labor  Formal Rules and Regulations
     Authority Hierarchy  Impersonality

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     Behavioral Approach
    1. Human Relations Movement – Study of how managers should motivate,
    care, and encourage employees in order for them to perform at high
    levels and be able to achieve organizational goals (Ex: Maslow’s
    hierarchy of five needs and McGregor’s theories relating to a
    manager’s beliefs about employee’s motivation to work)
    2. Organizational Behavior – The field of study that researches the
    actions of people at work
     Quantitative Approach
    1. Focuses on the application of statistics, optimization models,
    information models, computer simulations to improve managerial
    decision making
    2. An examples of quantitative approach include…
    1. Quantitative Management
    2. Operations Management
    3. Management Information Systems
     Contemporary Approach
    1. Systems Approach – Views systems as a set of interrelated and
    interdependent parts arranged in a manner that produces a unified
    whole
    2. Closed System – Not influenced by and don’t interact with the
    environment (All system input and output are internal)
    3. Open System – Interacting with the environment by taking inputs and
    transforming them into outputs from their environment
     Contingency Approach (Situational Approach) – An approach to
    management that says that individual organizations, employees, and
    situations are different, thus require different ways of managing

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