Main Text

Kinicki, A & Williams, B (2013).

Management A Practical
Introduction, 6th edition, McGraw Hill
International.

Learning Outcomes of unit (LO)

1. State the basic fundamentals of management
principles and theories.
2. Analyse the business environment in an
organisational setting.
3. Describe various functions of decision making and
organisational structuring in an organisation.
4. Explain the influence of individual behaviours,
leadership styles and motivation on an organisation.
5. Discuss various control techniques used to enhance
organisational effectiveness.

MANAGEMENT
OVERVIEW
PLANNING
- Introduction to Management
- Management Theories
- Planning
- Strategic Management

MANAGEMENT
OVERVIEW
ORGANIZING
- Individual & Group Decision Making
- Organizational Culture & Structure
- Human Resource (Recruitment)

MANAGEMENT
OVERVIEW
LEADING
- Managing Individual Differences
& Behaviour
- Motivation
- Leadership & Power

MANAGEMENT
OVERVIEW
CONTROLLING
- Successful Control System

Topic 1
Chapter 1:
The Exceptional
Manager What You Do,
How You Do It

TOPIC 1 LEARNING OUTCOME

To

explain management and four

management functions.
To discuss three levels of management.
To discuss three types of managerial
roles.
To discuss three principal skills managers
need.

MANAGEMENT:

WHAT IT IS, WHAT ITS BENEFITS ARE

Managers operate within an
organization.
Organization

a group of people who work together to

achieve some specific purpose

BENEFITS OF STUDYING
MANAGEMENT
Understanding

how to deal with

organizations from the outside
Understanding how to relate to your
supervisors
Understanding how to interact with
co-workers
Understanding how to manage
yourself in the workplace

WHAT IS
MANAGEMENT?
The pursuit of organizational
goals efficiently and effectively
by integrating the work of
people through planning,
organizing, leading, and
controlling the organizations
resources.

EFFICIENCY &
EFFECTIVENESS
Efficient: means

to use resources
people,
money, raw
materials, and
the like wisely
and costeffectively

Effective: means

to achieve results,
to make the right
decisions and
successfully carry
them out so that
they achieve the
organizations
goals

QUESTION?
Burger King decided to add breakfast
to its hours of operation in order to
increase its customers. This was an
attempt to improve the
organization's:
A.effectiveness
B.planning
C.leading

strategy
D.efficiency

EXAMPLE
EFFICIENCY VS EFFECTIVENESS
Online ticket purchasing
system
Consider:
-It is EFFICIENT for the
company.. Why?
-But is it EFFECTIVE? Why or
why not?

EXAMPLE
EFFICIENCY VS EFFECTIVENESS
Automated Customer Service
Hotline
Consider:
-It is EFFICIENT for the
company.. Why?
-But is it EFFECTIVE? Why or
why not?

The Management Process

Planning

Controlling

Organizing

Leading

Four Management Functions

Planning: setting goals and deciding how to achieve

them.

Organizing: arranging tasks, people, and other

resources to accomplish the work.

Leading: motivating, directing, and otherwise

influencing people to work hard to achieve the
organizations goals.

Controlling: monitoring performance, comparing it

with goals, and taking corrective action as needed.

QUESTION?
Laura runs a sales and expense report
at the end of each work day. Which
management function is she
performing?
A.
B.
C.
D.

Leading
Organizing
Controlling
Planning

Three Levels of Management

Top Managers: make long-term decisions about the

overall direction of the organization and establish the
objectives, policies and strategies for it.

Middle Managers: implement the policies and plans

of the top managers above them and supervise and
coordinate the activities of the first-line managers
below them.

First-Line Managers: make short-term operating

decisions, directing the daily tasks of nonmanagerial personnel.

Illustration: The Levels and Areas of

Management
Levels of Management
Top
Managers

Middle
Managers

First-Line Managers

R&D

Marketing Finance Production Human

resources

Functional Areas

Nonmanagerial
personnel

Differentiating:
Functional & General Managers
Functional

Managers:
are
responsible for

just one
organizational
activity

General

Managers:
are
responsible
for

several
organizational
activities

QUESTION?
Judy supervises the food assembly
line workers. What type of manager
is she?
A.Top

manager
B.Middle manager
C.First-line manager
D.General manager

TYPES OF ORGANIZATIONS

Profit organization- formed to make money, or

profits, by offering products and services.
Non-profit organization- known as
administrators. Its purpose is to offer
services, not to make a profit.
Mutual-benefit organization- voluntary
collections of members whose purpose is to
advance members interest.

Three Types of Managerial

Roles
1)

Interpersonal Roles: managers interact with people inside

and outside their work units. The three interpersonal roles
are figurehead, leader, and liaison activities.

2) Informational Roles: as monitor, disseminator and

spokespersonmanagers receive and communicate
information.
3) Decisional Roles: managers use information to make
decisions to solve problems or take advantage of
opportunities. The four decision making roles are
entrepreneur, disturbance handler, resource allocator, and
negotiator.

Interpersonal Roles

Figurehead Role: you

perform symbolic tasks that
represent the organization.

Leadership Role: you are

responsible for the actions of
your subordinates, since their
successes and failures reflect on
you.
Liaison Role: you must act like a
politician, working with other
people outside your work unit and
organization to develop alliances
that will help you achieve your
organizations goals.

Informational Roles

Monitor Role: you should be

constantly alert for useful
information.

Disseminator Role: managers need

to constantly disseminate important
information to employees, as via email and meetings.
Spokesperson Role: You are
expected to be a diplomat, to put on
your best face on the activities of
your work unit or organization to
people outside it.

Decisional Roles
Entrepreneur Role: a good
manager is expected to
initiate and encourage
change and innovation.

Negotiator Role: working

with people inside and
outside the organization to
accomplish your goals.

Disturbance Handler Role:

unforeseen problems
require you to be a
disturbance handler, fixing
problems.

Resource Allocation Role:

youll need to be a
resource allocator, setting
priorities about the use of
resources.

ENTREPRENEURSHIP
process

of taking
risks to try to
create a new
empire

The Principal Skills Managers

Need
1)

Technical Skills the ability to perform a specific job

2)

Conceptual Skills the ability to think analytically

3)

Technical Skills: consist of the job-specific knowledge

needed to perform well in a specialized field.

Conceptual Skills: consists of the ability to think analytically,

to visualize an organization as a whole and understand how
the parts work together.

Human Skills the ability to interact well with people

Human Skills: consist of the ability to work well in cooperation

with other people to get things done.

QUESTION?
Microsoft CEO, Steve Ballmer must
balance the needs of each
department with the needs of the
organization. Which skill is he
using?
A.
B.
C.
D.

Technical
Conceptual
Human
Procedural

REFERENCE
Chapter

1
Kinicki, A., & Williams, B.K.
(2013). Management: A
practical introduction. (6th ed.).
New York: McGraw-Hill.