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I. INTRODUCTION TO MANAGEMENT

MANAGEMENT

INTRODUCTION TOMANAGEMENTORGANIZATION

OPERATIONMANAGEMENT

MARKETING

HUMANRESOURCEMANAGEMENT

FINANCIALMANAGEMENT

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Introduction to

Management

Context of

Management

Management

and Managers

Management

Theories

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CONTEXT OF

MANAGEMENT

Prof. Dr. Vilmant Kumpikait

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WHAT IS MANAGEMENT:

Science?

Art?

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WHAT IS MANAGEMENT?

the process of coordinating workactivities so that they are completedefficiently with and through otherpeople.

the process comprises directing and

controlling a group of one or morepeople or entities for the purpose ofcoordinating and harmonizing that grouptowards accomplishing a goal.

management often encompasses thedeployment and manipulation of humanresources, financiall resources,technological resources, and naturalresources.

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EFFICIENCY AND EFFECTIVENESS IN

MANAGEMENT

Efficiency- getting the

most output from theleast amount of inputs;referred to as doing

things right.

Effectiveness-

completing activities sothat organizational goalsare attained, referred to

as doing right things.

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EFFICIENCY getting the most output from the least amount

of inputs; referred to as doing things right.

RYANAIR

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EFFECTIVENESS

completing activities so that organizational

goals are attained, referred to as doing right

things. Malaysia air lines Turkish air lines

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Philosophy-examines nature of things, particularly,values and ethics. Managers are able to justify theexistence of business and corporate form oforganization.

Political science studies- study the behavior ofindividuals and groups within a politicalenvironment.Managers are affected by a nationsform of organization.

Psychology- science that seeks to measure,explain and sometimes change thebehavior of humans and animals.

MANAGEMENTS CONNECTION TO OTHER FIELDS

OF STUDY

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Anthropology-study of societies helps us to learnabout humans and their activities. Helps

managers understand differences infundamental values, behavior between peoplein different countries.

Economics-concerned with the allocation and

distribution of scarce resources. Understandingof free trade and protection policies is essentialto any manager operating in global marketplace.

MANAGEMENTS CONNECTION TO OTHER FIELDS

OF STUDY

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WHY STUDY MANAGEMENT?

The Value of Studying Management The universality of management

Good management is needed in all organizations

The reality of workEmployees either manage or are managed

Self employmentManagement is also important in running your

own business

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MANAGEMENT AND MANAGERS

Prof. Dr. Vilmant Kumpikait

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WHO ARE MANAGERS?

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ManagerSomeone who works with and through other

people by coordinating their work activities in

order to accomplish organizational goals

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TYPES OF MANAGERS

Top Managers Are responsible for making organization-

wide decisions and establishing plansand goals that affect the entireorganization

Middle ManagersManage the work of first-line managers

First line Managers Are at the lowest level of management

and manage the work of nonmanagerialemployees

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Nonmanagerial Employees

First-line Managers

Middle Managers

MANAGERIAL LEVELS

Top

Managers

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Functional ApproachThe process represents the ongoing functionsor primary activities engaged in by managers.These functions are: Planning; Organizing; Leading; Controlling.

WHAT DO MANAGERS DO?

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MAIN MANAGEMENT FUNCTIONS

Planning

Organizing Leading

Controlling

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PlanningDefining goals;Establishing strategy;Developing sub plans to coordinate activities.

MAIN MANAGEMENT FUNCTIONS

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OrganizingDetermining what needs to be done;Who is to do it.

MAIN MANAGEMENT FUNCTIONS

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LeadingDirecting and motivating all involved parties;Resolving conflicts.

MAIN MANAGEMENT FUNCTIONS

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ControllingMonitoring activities to ensure that they areaccomplished as planned.

MAIN MANAGEMENT FUNCTIONS

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WHAT DO MANAGERS DO? (CONTD)

intz ergs Management Roles Approach Interpersonal roles

Figurehead, leader, liaison

Informational rolesMonitor, disseminator, spokesperson

Decisional rolesEntrepreneur, disturbance handler,

resource allocator, negotiator

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WHAT DO MANAGERS DO? (CONTD)

Skills Approach Technical skills

Knowledge and proficiency in a

specific field

Human skillsThe ability to work well with other

people

Conceptual skillsThe ability to think and

conceptualize about abstract and

complex situations concerning the

organization

SKILLS

NEEDED AT DIFFERENT

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SKILLS NEEDED AT DIFFERENT

MANAGEMENT LEVELS

ManagersToplevel

Middlelevel

Lowerlevel

Conceptual skills

Human skills

Technical skills

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TopBottom

ProductionMarketingHuman resourceAccounting

ProfitNot for profit

SmallBig

All sizes oforganiza tions

All types oforganiza tions

All organizationlevelsAll organizational areas

UNIVERSAL NEED FOR MANAGEMENT

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R VI W QU STIONS Define the term m n gement and explain why it is important. Can organizations be efficient and yet not effective?

Explain how efficiency and effectiveness are related.

Describe the basic activities in the management process and

give examples of how they are interrelated.

Enumerate the main management functions.

Define the term pl nning. Define the term org nizing. Define the term le ding. Define the term controlling and explain its main elements. Who are m n gers? What levels of m n gers can be? What skills do m n gers need according to their level?

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THE END OF 1ST CHAPTER