Course objectives:

To provide students with the theoretical background

regarding introduction to management.
Understanding management concepts.
To assist students in applying acquired skills and
knowledge in real-life situations.
Course description:
 Management and theories.
 Organizational culture.
 Decision making.
 Planning fundamentals.
 Organizational structure.
 Strategic Management.
 Organizing.
 Human resource Management.
 Leadership.
 Understanding groups and team.
 Motivating Employees.
 Communication.
 Controlling.
Marks Distribution
Marks
Assignment (03) 10
Quiz (03) 10
Class participation 10
Attendance 10
Mid Exam 20
Final 40
Introduction to
Management(Chapter 1)
In this chapter we will discuss:
What is Management
Who is Manager
Types of Manager
Functions Manager perform
Managerial roles
Skills Manager required
What is an Organization
Why study Management
Management
Management is the attainment of organizational goals in
an effective and efficient manner through planning,
organizing, staffing, directing and controlling
organizational resources.
Mary Parker Follet- the act of getting things done through
people.
Frederick Taylor defines Management as the art of
knowing what you want to do in the best and cheapest way.
FUNCTIONS OF MANAGEMENT
PLANNING
ORGANIZING
LEADING
CONTROLLING
PLANNING

• Planning is determining the objectives and formulating

the methods to achieve them. It is more simply said than
done. A job well planned is half done. During planning
one needs to ask oneself the following:
• What am I trying to accomplish i.e. what is my objective?
• What resources do I have and do I need to accomplish the
same?
• What are the methods and means to achieve the
objectives?
• Is this the optimal path?
Organizing
Task managers perform to create a structure of working
relationships that allow organizational members to interact
and cooperate to achieve organizational goals.
Leading
Articulating a clear organizational vision for its
members to accomplish, and energize and enable
employees so that everyone understands the part they
play in achieving organizational goals.
Controlling
Task of managers is to evaluate how well an
organization has achieved its goals and to take any
corrective actions needed to maintain or improve
performance
The outcome of the control process is the ability to
measure performance accurately and regulate
organizational efficiency and effectiveness.
Views of Management
Omnipotent View of Management - the view that
managers are directly responsible for an organization’s
success or failure.
Symbolic view of Management - the view that much
of an organization’s success or failure is due to external
forces outside managers’ control.
Managers
The people responsible for supervising the use of an
organization’s resources to meet its goals.
Types of Managers
Identifying Managers
First-line managers
Supervisors responsible for directing the day-to-day
activities of operative employees
Middle managers
Individuals at levels of management between the first-
line manager and top management
Top managers
Individuals who are responsible for making decisions
about the direction of the organization and establishing
policies that affect all organizational members
MANAGERIAL SKILLS

40% 50% 10%

30% 45% 25%

10% 40%
50%
TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use of any
process or technique constitutes his technical skills.
For eg: Engineer, accountant, doctor etc. Job-specific skills
required to perform a particular type of work or occupation
at a high level.
HUMAN SKILLS
An individuals’ ability to cooperate with other members of
the organization and work effectively in teams.
For eg: Interpersonal relationships, solving people’s problem
and acceptance of other employees.
CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations and to
rationally process and interpret available information.
For eg: Idea generation and analytical process of information.
Skills Manager Require:
MANAGER’S ROLES
Interpersonal role
Informational role
Decisional role
What is a Role?

A role is a set of responsibilities organised

(or a pattern of behaviours used) to
produce specific outputs related to a
specific function/ position.

22
 Category Role Activity Examples

Informational Monitor Seek and acquire Scan/read trade press,

(managing by work-related periodicals, reports; attend
information) information seminars and
training; maintain personal
contacts

Disseminator Communicate/ Send memos and reports;

disseminate inform staffers and
information to subordinates of decisions
others within the
organization

Spokesperson Communicate/tr Pass on memos, reports and

ansmit informational materials;
information to participate in
outsiders conferences/meetings and
report progress
23
Interpersonal Figurehead Perform social Greet visitors, sign legal
(managing and legal documents, attend
through people) duties, act as ribbon cutting
symbolic ceremonies,
leader host receptions, etc.

  Leader Direct and Includes almost all

motivate interactions with
subordinates, subordinates
select and train
employees

  Liaison Establish and Business

maintain correspondence,
contacts within participation in meetings
and outside with representatives
the of other divisions or
organization organizations.
24
Decisional Entrepreneur Identify new Implement innovations;
(managing ideas and Plan for the future
through initiate
action)
improvement
projects
 
Disturbance Deals with Settle conflicts between
Handler disputes or subordinates; Choose
problems and strategic alternatives;
takes corrective Overcome crisis
action situations

Resource Decide where to Draft and approve of

Allocator apply resources plans, schedules,
budgets; Set priorities

Negotiator Defends Participates in and

business directs negotiations
interests within team,
department, and
organization 25
INTERPERSONAL ROLE
Figurehead- ethical guidelines and the principles of
behavior employees are to follow in their dealings with
customers and suppliers
Leader- give direct commands and orders to subordinates
and make decisions
Liaison-coordinate between different departments and
establish alliances between different organizations
INFORMATIONAL ROLE
Monitor- evaluate the performance of managers in
different functions
Disseminator-communicate to employees the
organization’s vision and purpose
Spokesperson- give a speech to inform the local
community about the organization’s future intentions
DECISIONAL ROLE
Entrepreneur- commit organization resources to develop
innovative goods and services
Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the
external as well as internal environment
Resource allocator- allocate existing resources among
different functions and departments
Negotiator- work with suppliers, distributors and labor
unions
WHAT MAKE MANAGERS
SUCCESSFUL?
Hard work
Smart work
Patience
Out of box thinking
Reading and acquiring knowledge
Ethical consciousness
Collaborative relationship
Perseverance
Organization
A systematic arrangement of people brought together to
accomplish some specific purpose; applies to all
organizations—for-profit as well as not-for-profit
organizations.
Why study Management
The more efficient and effective use of scarce resources
that organizations make of those resources, the greater
the relative well-being and prosperity of people in that
society.
Helps people deal with their bosses and coworkers
Opens a path to a well-paying job and a satisfying
career