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III
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Learning Unit 1
Introduction to Management

What Do I Need to Learn?

After studying this learning unit, you should be able to:

1. Define the term management and explain the managerial significance of

the terms effectiveness and efficiency.

2. Identify and summarize the five major sources of change for today’s
manager.

3. Distinguish between managerial function and skills, and identify eight basic
managerial functions.

4. Explain how managers learn to manage.

5. Describes myths about small businesses and entrepreneur.

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Module 1
Management Defined

What Do I Need To Learn?

In this module, challenge yourself to learn and attain the following
learning outcomes.
 Define the term management and explain the
managerial significance of effectiveness and
efficiency.

Introduction
Management means managing an activity. When we talk of managing an
"Without a strategy,
activity, we really mean to make the activity a success. In other words, we an organization is
have in mind some goal and we decide about the ways of carrying out the like a ship without a
activity so as to achieve the goal. Consider a situation. When a person goes for rudder, going around
shopping, his primary aim is to buy what he requires at a reasonable price. He in circles. It’s like a
tramp; it has no
has a number of questions in his mind what should he buy? How will he reach
place to go."
there? Will he be able to come back at the right time? And so on. To make his
shopping a success, he should think of these questions in advance. Joel Ross and
Michael Kami

Let’s Engage!

From the 10 letter of the word MANAGEMENT, think of term, keywords or

phrase that will define management. E.g. M - Monitoring

M-
LO
A-
Define the term
N- management and
explain the
A- managerial
significance of
G- the terms
effectiveness
E- and efficiency.
M-
E-
N-
T-
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Let’s Explore!

Definition of Management

It is very difficult to give a precise definition of the term 'management'.

Different scholars from different disciplines view and interpret management
from their own angles. The economists consider management as a resource like
land, labor, capital and organization. The bureaucrats look upon it as a system
of authority to achieve business goals. The sociologists consider managers as a
part of the class elite in the society.

Management and leadership author Stephen Covey describes the Seven Habits
model of management and leadership for personal and business growth. The
Seven Habits are: be proactive, begin with the end in mind, put first things
first, think win-win, seek first to understand and then to be understood,
synergize, and learn from previous experience.

According James A.F. Stoner, “Management is the process of planning,

organizing, leading and controlling the efforts of organization members and of
using all other organizational resources to achieve stated organizational goals”.

According to George R. Terry, ''Management Is a distinct process consisting of

planning, organising, actuating and controlling; utilising in each both science
and art, and followed in order to accomplish pre-determined objectives."

According to Harold Koontz, "Management is the art of getting things done

through others and with formally organised groups."

According to F.W. Taylor, "Management is the art of knowing what you want to
do and then seeing that they do it in the best and the cheapest may."

According to Peterson and Plowman, "Management may be defined as the

process by means of which the purpose and objectives of a particular human
group are determined, clarified and effectuated"

One popular definition is by Mary Parker Follett. Management, she says, is the
"art of getting things done through people." Managers achieve organizational
goals by enabling others to perform rather than performing the tasks
themselves.

Generally management is the process of working with and through others to

achieve organizational objectives in a changing environment. Management
entails the effective and efficient use of limited resources.
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Five components of those definitions require closer examination

1) Working with and through others;
2) Achieving organizational objectives;
3) balancing effectiveness and efficiency;
4) making of the most limited resources; and
5) coping with a changing environment.

Working with and through others. Management is a social process. Aspiring

managers who do not interact well with others hamper their careers.
Management is a social process in which managers get things done by working
with and through others.

Shortcomings of “derailed” managers

1. Problems with interpersonal relationships
2. Failure to meet business objectives
3. Failure to build and lead a team
4. Inability to change and adapt during a transition

Achieving organizational objectives. An objective is a target to be strived for

and attained. Challenging yet achievable objectives provide guidance for
effective and efficient actions by individuals and organizations.

Balancing effectiveness and efficiency. Effectiveness entails promptly

achieving a stated organizational objective. Managers are held responsible for
attaining objectives. Efficiency entails balancing the amount of resources used
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to achieve an objective against what was actually accomplished. Managers must

not waste scarce and costly resources.

Making of the most limited resources

As highlighted in Fortune Magazine: Meanwhile, it takes a lot of water to

support a modern lifestyle:
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“Consider that the food you’ll consume today required more than 500 gallons
to produce”.

“The T-Shirt you’re wearing took 713 gallons”

“Each single sheet of paper in your 80-page presentation required about 2.5
gallons”.

“Earth human population is growing each year by 57 million. Todays global

population is nearly 6.9 billion is expected to grow to 8.9 billion by 2050”.
Approximately 83% of the worlds population in the year 2020 will live
relatively poor and less developed countries.

In productive organizations, managers are the trustees of limited resources,

and it is there job to see that the basic factors of production – land, labor and
capital – are used efficiently and as well as effectively. Management could be
called “applied economics.”

Coping with a changing environment. As Waterman has noted: “In today’s

business environment, more than in any preceding era, the only constant is
change. Successful organizations effectively manage change, continuously
adapting their bureaucracies, strategies, systems, products, and cultures to
survive the shocks and prosper from the forces that decimate the competition.”

Five Major Sources of Change for Today’s Managers

1) Globalization
2) Environmentalism
3) An ethical reawakening
4) The Internet and the e-business revolution
5) The evolution of product quality

Strategic Ameliorants

Read the article entitled “Change Management: Definition, Best Practices &
Examples by Smarp. You may visit this link https://blog.smarp.com/change-
management-definition-best-practices-examples. Make a 1 page summary.

Win the Battle!

1. What is the significance of efficiency and effectiveness in management?

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2. What are the major changes happen in today’s management due CoViD-19
pandemic?
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Module 2
What Do Mangers Do?

What Do I Need To Learn?

In this module, challenge yourself to learn and attain the following
learning outcomes.
 Distinguish between managerial function and roles,
and identify the basic managerial functions.

Let’s Engage!

Assess yourself.
“Job seekers need to emphasize the things they do best,” says Diane Wexler of
Career Transition Management in Palo Alto, California. Wexler takes clients
through a process of examining goals, interests, skills, and resources.

Questions: What are the 20 things you love to do, both alone and with others?
What are the roles you fill, and which aspects would you like to incorporate into
a career?

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Let’s Explore!

Managers

We tend to think about managers based on their position in an organization.

This tells us a bit about their role and the nature of their responsibilities. The
following figure summarizes the historic and contemporary views of
organizations with respect to managerial roles (Ghoshal & Barlett, 1999). In
contrast to the traditional, hierarchical relationship among layers of
management and managers and employees, in the contemporary view, top
managers support and serve other managers and employees (through a process
called empowerment), just as the organization ultimately exists to serve its
customers and clients. Empowerment is the process of enabling or authorizing
an individual to think, behave, take action, and control work and decision
making in autonomous ways.

In both the traditional and contemporary views of management, however, there

remains the need for different types of managers. Top managers are
responsible for developing the organization’s strategy and being a steward for
its vision and mission. A second set of managers includes functional, team, and
general managers. Functional managers are responsible for the efficiency and
effectiveness of an area, such as accounting or marketing. Supervisory or team
managers are responsible for coordinating a subgroup of a particular function or
a team composed of members from different parts of the organization.
Sometimes you will hear distinctions made between line and staff managers.

A line manager leads a function that contributes directly to the products or

services the organization creates. For example, a line manager (often called a
product, or service manager) at Procter & Gamble (P&G) is responsible for the
production, marketing, and profitability of the Tide detergent product line. A
staff manager, in contrast, leads a function that creates indirect inputs. For
example, finance and accounting are critical organizational functions but do not
typically provide an input into the final product or service a customer buys,
such as a box of Tide detergent. Instead, they serve a supporting role. A project
manager has the responsibility for the planning, execution, and closing of any
project. Project managers are often found in construction, architecture,
consulting, computer networking, telecommunications, or software
development.

A general manager is someone who is responsible for managing a clearly

identifiable revenue-producing unit, such as a store, business unit, or product
line. General managers typically must make decisions across different functions
and have rewards tied to the performance of the entire unit (i.e., store,
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business unit, product line, etc.). General managers take direction from their
top executives. They must first understand the executives’ overall plan for the LO

company. Then they set specific goals for their own departments to fit in with Distinguish between
the plan. The general manager of production, for example, might have to managerial function
increase certain product lines and phase out others. General managers must and roles, and
describe their goals clearly to their support staff. The supervisory managers see identify the basic
that the goals are met. managerial
functions.
What Managers Do?
Managers are responsible for the processes of getting activities completed
efficiently with and through other people and setting and achieving the firm’s
goals through the execution of four basic management functions: planning,
organizing, leading, and controlling. Both sets of processes utilize human,
financial, and material resources. Of course, some managers are better than
others at accomplishing this! There have been a number of studies on what
managers actually do, the most famous of those conducted by Professor Henry
Mintzberg in the early 1970s (Mintzberg, 1973). One explanation for Mintzberg’s
enduring influence is perhaps that the nature of managerial work has changed
very little since that time, aside from the shift to an empowered relationship
between top managers and other managers and employees, and obvious
changes in technology, and the exponential increase in information overload.

After following managers around for several weeks, Mintzberg concluded that,
to meet the many demands of performing their functions, managers assume
multiple roles. A role is an organized set of behaviors, and Mintzberg identified
10 roles common to the work of all managers. As summarized in the following
figure, the 10 roles are divided into three groups: interpersonal, informational,
and decisional. The informational roles link all managerial work together. The
interpersonal roles ensure that information is provided. The decisional roles
make significant use of the information. The performance of managerial roles
and the requirements of these roles can be played at different times by the
same manager and to different degrees, depending on the level and function of
management. The 10 roles are described individually, but they form an
integrated whole. The three interpersonal roles are primarily concerned with
interpersonal relationships. In the figurehead role, the manager represents the
organization in all matters of formality. The top-level manager represents the
company legally and socially to those outside of the organization. The
supervisor represents the work group to higher management and higher
management to the work group. In the liaison role, the manager interacts with
peers and people outside the organization. The top-level manager uses the
liaison role to gain favors and information, while the supervisor uses it to
maintain the routine flow of work. The leader role defines the relationships
between the manager and employees.
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The direct relationships with people in the interpersonal roles place the
manager in a unique position to get information. Thus, the three informational
roles are primarily concerned with the information aspects of managerial work.
In the monitor role, the manager receives and collects information. In the role
of disseminator, the manager transmits special information into the
organization. The top-level manager receives and transmits more information
from people outside the organization than the supervisor. In the role of
spokesperson, the manager disseminates the organization’s information into its
environment. Thus, the top-level manager is seen as an industry expert, while
the supervisor is seen as a unit or departmental expert. The unique access to
information places the manager at the centre of organizational decision
making. There are four decisional roles managers play. In the entrepreneur
role, the manager initiates change. In the disturbance handler role, the
manager deals with threats to the organization. In the resource allocator role,
the manager chooses where the organization will extend its efforts. In the
negotiator role, the manager negotiates on behalf of the organization. The top-
level manager makes the decisions about the organization as a whole, while the
supervisor makes decisions about his or her particular work unit. The supervisor
performs these managerial roles but with different emphasis than higher
managers. Supervisory management is more focused and short-term in outlook.
Thus, the figurehead role becomes less significant and the disturbance handler
and negotiator roles increase in importance for the supervisor. Since leadership
permeates all activities, the leader role is among the most important of all
roles at all levels of management.
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So what do Mintzberg’s conclusions about the nature of managerial work mean

for you? On the one hand, managerial work is the lifeblood of most
organizations because it serves to choreograph and motivate individuals to do
amazing things. Managerial work is exciting, and it is hard to imagine that there
will ever be a shortage of demand for capable, energetic managers. On the
other hand, managerial work is necessarily fast-paced and fragmented, where
managers at all levels express the opinion that they must process much more
information and make more decisions than they could have ever possibly
imagined. So, just as the most successful organizations seem to have well-
formed and well-executed strategies, there is also a strong need for managers
to have good strategies about the way they will approach their work. This is
exactly what you will learn through principles of management.

Let’s Apply! LO2

"Don’t get distracted.

Never tell yourself that
What is the difference between managerial function and roles? you need to be the
________________________________________________________________ biggest brand in the
whole world. Start by
________________________________________________________________ working on awhat you
________________________________________________________________ need at the present
________________________________________________________________ moment and then what
you need to do
________________________________________________________________ tomorrow. So, set
________________________________________________________________ yourself manageable
targets."
________________________________________________________________
______________________________________________________________ Jas Bagniewski
Co-Founder of Eve
Sleep

Win the Battle!

5-minute non-stop writing

Your 5-minute non-stop writing begins NOW!

From this module, I learned that....
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Module 3

Learning to Manage

What Do I Need To Learn?

In this module, challenge yourself to learn and attain the following learning
outcome.
 Explain how managers learn to manage.

Let’s Explore!

How Managers Learn to Manage?

How do I acquire the ability to manage? You have now this question in your mind as an
agribusiness management. This question has stimulated a good deal of debate those in
field of management education. What do you think is the key? Is it the theory or
practice? Some oppose that future managers need to acquire enough and solid
background in management theory through formal education. Others argue that
managing is like riding a bicycle. It can be learned by actually doing it. We can jump
this debate by looking at how managers learn to manage, understanding how students
learn about management, and considering how you can combine these two processes to
your best advantage.

The Honeywell Study: How Managers Learn to Manage

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Fully half of the Honeywall managers knew about how managing came from the so-
called school of hard knocks. According to them, learning to manage is like learning to “The price of success
is hard work,
ride a bike. You get on, you fall off and skin your knee, and you get back on a bit
dedication to the job
smarter, and so on, until you’re able to wobble down the road. In the minds of aspiring
at hand, and the
managers, the question of what classes are done in the school of hard knocks is posed. determination that
A second study, one of the British managers provided an answer. It turns out that the whether we win or
following are considered hard knocks by managers: lose, we have applied
 Making a big mistake. the best of ourselves
 Being overstretched by a difficult assignment. to the task at hand
 Feeling threatened.
Vince Lombardi
 Being stuck in an impasse or dilemma.
 Suffering an injustice at work.
 Losing out to someone else.
 Being personally attacked.

Future managers can learn by integrating management theory (i.e., formal training and
education) and managerial practice (e.g., work-study and internships, observing role
models and learning from experiences in the school of hard knocks.

Let’s Apply!
Interview a manager and ask the question “How you learn to manage?”

Win the Battle!

Answer the following questions.

1. Explain how school of hard knocks allows managers learn to manage?

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___________________________________________________________________________ Explain how
___________________________________________________________________________ managers learn to
___________________________________________________________________________ manage.
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Strategic Ameliorants

Read the article entitled “How People Learn to Become Manager” and make a
1 page summary of the article. You may visit this link:
https://hbr.org/2009/01/how-people-learn-to-become-man.html