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Certificate in Human Resource Management

Introduction to Management
By
Prabhashini Wijewantha
(B.Sc. HRM (Special) 1st Class- Batch Top-Gold Medal(USJP), MBA Two gold medals(UOC))
Lecturer
Department of Human Resource Management
Faculty of Commerce and Management Studies
University of Kelaniya

Learning Objectives
To understand the concept of Management.
To illustrate the key functions of management .
To describe the levels of management and fundamental management
skills.
To discuss key management roles.
To explore organizational structures.
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What is Management?
Planning, organizing, leading, and controlling of human and
other resources to achieve organizational goals effectively and
efficiently.

Four Functions of Management

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Organizational Resources

People

Money

Time

Work Procedures

Energy

Materials

Equipment
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Efficiency & Effectiveness

Efficiency : Getting the most output from the least amount of inputs;
referred as doing things right.
Effectiveness : Completing activities so that organizational goals are
attained; referred to as doing the right things.

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Effectiveness and Efficiency in Management

Ice Breaker Activity

How do you handle following events ?
1. Organizing a guest lecture at HRMI
2. Organizing a surprise birthday party for your best friend
3. Organizing an office trip
4. Organizing a charity event

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Why Study Management?

The value of studying management:
The universality of management
The reality of work
Rewards and challenges of being a manager

Who are Managers ?

Manager : Someone who works with and through other people by
coordinating their work activities in order to accomplish
organizational goals.

Types of Managers/ Levels of Management

First-line managers
Middle managers
Top managers

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Levels of Management

Figure 1.3

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Time that Managers Spend on the Four

Managerial Functions

Figure 1.4 12

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Managers Roles

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Decisional Roles
Roles associated with methods managers use in planning strategy and
utilizing resources:
Entrepreneur - Deciding which new projects or programs to initiate and
to invest resources in.
Disturbance handler Managing unexpected events or crisis.
Resource allocator - Assigning resources between functions and
divisions, setting the budgets of lower managers.
Negotiator - Reaching agreements between other managers, unions,
customers, or shareholders.

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Informational Roles
Roles associated with the tasks related to obtain and transmit
information in the process of managing the organization:
Monitor - Analyzing information from both the internal and external
environment.
Disseminator - Transmitting information to influence the attitudes
and behavior of employees.
Spokesperson - Using information to positively influence the way
people in and out of the organization respond to it.
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Interpersonal Roles
Roles that managers assume to provide direction and supervision to
both employees and the organization as a whole:
Figurehead - Symbolizing the organizations mission and what it is
seeking to achieve.
Leader - Training, counseling, and mentoring employees for high
performance.
Liaison - Linking and coordinating the activities of people and groups
both inside and outside the organization/department.
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Managerial Skills
Conceptual Skills
The ability to analyze and diagnose a situation and distinguish
between cause and effect.
Human Skills
The ability to understand, alter, lead, and control the behavior of
individuals and groups.
Technical Skills
The specific knowledge and techniques required to perform an
organizational role.
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Types of Skills Required at Each Managerial Level

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Challenges for Management in the Global

Environment
Increasing number of global organizations.
Building a sustainable competitive advantage.
Maintaining ethical business standards.
Managing a diverse workforce.
Utilizing the advancements in ICT.
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Building Competitive Advantage

Increasing efficiency
Reducing the quantity of resources used to produce goods and services.
Increasing quality
Introducing Total Quality Management (TQM) to improve quality.
Increasing speed, flexibility, and innovation
Adapting to bring new products to the market faster.
Increasing responsiveness to customers
Empowering employees to deal with customers.
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What is an Organization?
A deliberate arrangement of people to accomplish some
specific purpose (that individuals independently could not
accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
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Organisational Structures
The organizational structure shows how the business is organized
internally with levels of responsibility.
Tall and Flat Structures
Flat Structure: Has few levels of hierarchy.
Tall Structure: Has many levels of hierarchy.

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Types of Organisational Structures

1. Functional Structure
2. Geographic Structure
3. Divisional Structure
4. Matrix Structures
5. Product Team Structure

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Functional Structures
The functional organizational structure groups employees according to
broad business activities, resulting in departments such as finance,
marketing, and production etc.

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Geographic Structures
Grouping activities on the basis of location.
Common in organizations that operate over a wide geographic area.
Often, some departments e.g. accounts will be centralized.

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Divisional Structure
A divisional structure occurs when an organization is structured in
accordance with product lines or divisions or departments.
They are headed by general managers who enjoy responsibility for their
own resources.

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Matrix Structures - Two Boss Employees

A matrix structure aims to combine the benefits of decentralization
(e.g., speedy decision making) with those of co-ordination (achieving
economies and synergies across all business units, territories, and
products).
It usually requires employees from various departments to form a group
to achieve a specific target.
They require dual reporting to managers and the diagram shows a mix
of product and functional structures.
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Matrix Structures - Two Boss Employees contd.

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