Introduction

BUS100 – Lecture One

Lecturer – Chadinee Maneesoonthorn
Introduction to
organisations and management
Subject – BU100 Management

Level – 1 - No prerequisite
Chapter 1
Email cmaneesoonthorn@studygroup.com

Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e © 2006 Pearson Education Australia
Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e © 2006 Pearson Education Australia 2

LEARNING OUTLINE
ASSESSMENTS Follow this Learning Outline as you read and study this chapter.

2 Assignments

1 Exam
Who are managers?
• Explain how manager differ from non-managerial
employees.
• Discuss how to classify managers in organisations.

What is management?
• Define management.
• Contrast efficiency and effectiveness.
• Explain why efficiency and effectiveness are important to
management.

Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e © 2006 Pearson Education Australia 3 Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e © 2006 Pearson Education Australia 4

L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter. Follow this Learning Outline as you read and study this chapter.

What do managers do?
What is an organisation?

• Describe the four functions of management. • Describe the characteristics of an organisation.

• Explain Mintzberg’s managerial roles. • Explain how the concept of an organisation is changing.

• Describe Katz’s three essential managerial skills and how

the importance of these skills changes depending on
Why study management?
managerial level. • Explain the universality of management concept.
• Discuss the changes that are impacting managers’ jobs. • Discuss why an understanding of management is
• Explain why customer service and innovation are important important even if you don’t plan to be a manager.
to the manager’s job. • Describe the rewards and challenges of being a
manager.

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1
 An organisation... The changing organisation

Has a Distinct Purpose

Is Composed of People

Has a Deliberate Structure

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Who are managers? Classifying managers

First-line Managers:
Are at the lowest level of management and manage the
work of non-managerial employees.

People who work with and through other
people by coordinating and integrating their
work activities in order to accomplish
Middle Managers:
organisational goals Manage the work of first-line managers.

Top Managers:
Are responsible for making organisation-wide decisions
and establishing plans and goals that affect the entire
organisation.

Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e © 2006 Pearson Education Australia 9 Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e © 2006 Pearson Education Australia 10

Organisational levels What is management?

The process of coordinating work activities so that

they are completed efficiently with and through
other people

Efficiency
“Doing things right”
Getting the most output for the least inputs

Effectiveness
“Doing the right things”
Attaining organisational goals

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 Efficiency and effectiveness in
management What do managers do?
Functional Approach

Planning
Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate
activities.

Organising
Arranging work to accomplish organisational goals.

Leading
Working with and through people to accomplish
goals.

Controlling
Monitoring, comparing, and correcting the work.

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Management functions Mintzberg’s management roles

Interpersonal roles

Figurehead Leader Liaison

Informational roles

Monitor Disseminator Spokesperson

Decisional roles

Entrepreneur Handler Allocator Negotiator

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Skills needed at different

management levels Conceptual skills

Using information to solve business problems

Identifying of opportunities for innovation

Recognising problem areas and implementing
solutions

Selecting critical information from masses of data

Understanding of business uses of technology

Understanding of organisation’s business model

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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2003 © 2006 Pearson Education
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 Communication skills Effectiveness skills

Ability to transform ideas into words and actions
Contributing to corporate mission/departmental

Credibility among colleagues, peers, and objectives
subordinates
Customer focus

Listening and asking questions
Multitasking: working at multiple tasks in parallel

Presentation skills; spoken format
Negotiating skills

Presentation skills; written and/or graphic formats
Project management

Reviewing operations and implementing
improvements

Setting and maintaining performance standards
internally and externally

Setting priorities for attention and activity
Source: Based on American Management Association Survey of Managerial Skills and
Time management
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Interpersonal skills Management skills and functions matrix

Coaching and mentoring skills

Diversity skills: working with diverse people and
cultures

Networking within the organisation

Networking outside the organisation

Working in teams; cooperation and commitment

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Managerial functions:
distribution of time by level Organisational type
Top-level managers
Profit or non-profit, all have:
Leading Organising Planning Controlling
22% 36% 28% 14%

political considerations
Middle-level managers
business constraints

motivational issues
Leading Organising Planning Controlling
36% 33% 18% 13%

First-level managers

Leading Organising Planning Controlling

51% 24% 15% 10%

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Organisational size Importance of managerial roles

Small firms Large firms

Size influences: High
Spokesperson Resource allocator

Importance of managerial roles

Differences in degree and emphasis, but not
function Entrepreneur Liaison
Moderate Monitor
Figurehead
Leader Disturbance handler
Negotiator

Low Entrepreneur
Disseminator
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Changes Impacting
the Manager’s Job How The Manager’s Job Is Changing
Importance of Customers

Customers: the reason that organisations 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.

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Value of managers Universal need for management

Good managerial skills are scarce, therefore

remuneration is comparatively high for top managers

First-line management positions are common, so
remuneration can be quite low.

Shareholder activism is putting pressure on excessive
remuneration packages

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Becoming a manager Managing yourself

Keep up with current business news

Read books about good and bad examples of
Management work is performed by everybody in
managing the organisation

Observe managers and how they handle people
Management ideas evolve and develop
and situations
It is paramount to keep developing and training to

Talk to managers about experiences – good or bad improve management skills

Get experience in managing by taking on
leadership roles in student organisations

Start thinking about whether or not you would
enjoy being a manager.

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Rewards and challenges of being a

manager

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