Introduction To Management

Introduction to Management
What do the Managers do?
Organization Resources Planning

The Managers (Land : All goods & materials Organizing
What Labour : People Controlling
Manage By
Capital : Money Leading
Information : Data and intelligence) (Management
Functions)
Why To achieve Goals Value Add? Effectively & Efficiently

Who are Managers?
• Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.
What Is Management?
• Managerial Concerns
 Efficiency:“Doing things right”
– Getting the most output for the least inputs
 Effectiveness:“Doing the right things”
– Attaining organizational goals
What Do Managers Do?
• Functional Approach
– Planning: Defining goals, establishing strategies to achieve goals, developing plans to
integrate and coordinate activities.
– Organizing: Arranging and structuring work to accomplish organizational goals.
– Leading: Working with and through people to accomplish goals.
– Controlling: Monitoring, comparing, and correcting work.
1–4
What skills and qualities managers should have ?
Classifying Managers
The term “Levels of Management’ refers to a line of demarcation between various
managerial positions in an organization. The number of levels in management increases
when the size of the business and work force increases and vice versa. The level of
management determines a chain of command, the amount of authority & status enjoyed by
any managerial position. The levels of management can be classified in three broad
categories:
• First-line Managers
– Individuals who manage the work of non-managerial employees.
• Middle Managers
– Individuals who manage the work of first-line managers.
• Top Managers
– Individuals who are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire organization.
Skills Needed at Different Management Levels
• Technical skills : Knowledge and proficiency in a specific field
• Human skills : The ability to work well with other people
• Conceptual skills: The ability to think and conceptualize about abstract and
complex situations concerning the organization
1. Conceptual Skills
Conceptual skill is the ability to visualize (see) the organization as a whole. It includes
Analytical, Creative and Initiative skills. It helps the manager to identify the causes of the
problems and not the symptoms. It helps him to solve the problems for the benefit of the entire
organization. It helps the manager to fix goals for the whole organization and to plan for every
situation. According to Prof. Daniel Katz, conceptual skills are mostly required by the top-level
management because they spend more time in planning, organizing and problem solving.
2. Human Relations Skills
Human relations skills are also called Interpersonal skills. It is an ability to work with
people. It helps the managers to understand, communicate and work with others. It also helps
the managers to lead, motivate and develop team spirit. Human relations skills are required by
all managers at all levels of management. This is so, since all managers have to interact and
work with people.
3. Technical Skills
A technical skill is the ability to perform the given job. Technical skills help the
managers to use different machines and tools. It also helps them to use various
procedures and techniques. The low-level managers require more technical skills. This is
because they are in charge of the actual operations.
Management Roles Approach (Mintzberg)
Entrepreneur
Figurehead Monitor
Disturbance Handler
Interpersonal Leader Informational Disseminator Decisional
Resource Allocator
Liaison Spokesperson
Negotiator
Interpersonal Category:
•Figurehead - As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority, and as a figurehead.
•Leader - This is where you provide leadership for your team, your department or perhaps your entire organization; and
it's where you manage the performance and responsibilities of everyone in the group.
•Liaison - Managers must communicate with internal and external contacts. You need to be able to network effectively
on behalf of your organization.
Informational Category:
•Monitor - In this role, you regularly seek out information related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.
•Disseminator - This is where you communicate potentially useful information to your colleagues and your team.
•Spokesperson - Managers represent and speak for their organization. In this role you're responsible for transmitting
information about your organization and its goals to the people outside it.
Decisional Category:
•Entrepreneur - As a manager, you create and control change within the organization. This means solving problems,
generating new ideas, and implementing them.
•Disturbance Handler - When an organization or team hits an unexpected roadblock, it's the manager who must take
charge. You also need to help mediate disputes within it.
•Resource Allocator - You'll also need to determine where organizational resources are best applied. This involves
allocating funding, as well as assigning staff and other organizational resources.
•Negotiator - You may be needed to take part in, and direct, important negotiations within your team, department, or
organization.
Effective Vs Successful Manager
In their research study, Luthans et al. defined –
success operationally in terms of the speed of promotion within an organization
Effective managers were determined on the basis of two criteria.

(1) getting the job done through high quantity and quality standards of performance
(2) getting the job done through people, which requires their satisfaction and
commitment.
Average Effective Successful

Traditional
Human Resource
Communications
Networking
Effective Vs Successful Manager
Average Effective Successful

Traditional 32% 19% 13%
Human Resource 20% 26% 11%
Communications 29% 44% 28%
Networking 19% 11% 48%
Conceptual Skills
• Using information to solve business problems

• Identifying of opportunities for innovation
• Recognizing problem areas and implementing solutions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model
Communication Skills
• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic formats
Effectiveness Skills
• Contributing to corporate mission/departmental objectives

• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing improvements
• Setting and maintaining performance standards internally and externally
• Setting priorities for attention and activity
• Time management
Interpersonal Skills
• Coaching and mentoring skills
• Diversity skills: working with diverse people and cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Management Skills and Management Function Matrix
How The Manager’s Job Is Changing
• The Increasing Importance of Customers

– Customers: the reason that organizations exist
• Managing customer relationships is the responsibility of
all managers and employees.
• Consistent high quality customer service is essential for
survival.
• Innovation
– Doing things differently, exploring new territory,
and taking risks
• Managers should encourage employees to be aware of
and act on opportunities for innovation.
The Changing Organization
Exhibit 1–8
Changes Impacting Changes Impacting
the Manager’s Job the Manager’s Job
L E A R N I N G O U T COME
What Do Managers Do?

• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Difference between Effective & Successful Managers
• Explain why customer service and innovation are
important to the manager’s job.
1–18

Introduction To Management

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Introduction to Management

What do the Managers do?

Organization Resources Planning

Why To achieve Goals Value Add? Effectively & Efficiently

2. Human Relations Skills

Effective managers were determined on the basis of two criteria.

Average Effective Successful

Average Effective Successful

• Using information to solve business problems

• Ability to transform ideas into words and actions

• Contributing to corporate mission/departmental objectives

• The Increasing Importance of Customers

What Do Managers Do?

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