Week 1

Topic 1:

The Management
Process Today
Learning Objectives
• Concept of management
• 4 Management functions of planning, organizing, leading,
and controlling
• 3 levels of management: first-line, middle and top
managers
• 3 managerial skills needed namely technical, human and
conceptual skills
• Major changes in management practices

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Achieving High Performance
• Organizational performance: A measure of how
efficiently and effectively managers use organizational
resources to satisfy customers and achieve goals

Effectiveness
Efficiency
A measure of the
A measure of how appropriateness of the
well or
goals an organization
productively
resources are used
is pursuing and the
to achieve a goal degree to which they
are achieved
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Figure 1.2 - Four Tasks of Management

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 Management Functions
Planning Leading

• Define goals: How to • How to recruit and train the

grow the business? maids to get their jobs done well
• Establish strategies for Amah • How to motivate the maids to
defining goals: Target On stay on the job
expats, singles and • Career path for maids (not a
business sector Wheels dead end job?)
Video
Organising Controlling
• Scheduling of maids –
allocation of same maid to • Quality control – is job done well?
existing customers • Cost control – can cover cost of
• Checking of quality – breakage, insurance, training, staff
supervisors in charge of certain cost
• Profitability: sales vs costs analysis
6areas
Figure 1.5 -
Types and
Levels of
Managers

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 Management Skills
Conceptual skills
• Understanding the relationship of the parts of a
business to one another and to the business as a
whole Strategic planning – identify new business opportunities

Human relations skills

• Understanding people and being able to work well
with them Motivating and rewarding their amahs to keep them happy

Technical skills
• Being able to perform the mechanics of a particular
job Capable to cleaning the home themselves when short of helpers
– skilled with knowledge of how to polish stainless steel, maintain
marble florring
Figure 1.5 - Mix of Skills Used at Different Levels of
Management
Figure 1.4 - Relative Amount of Time That
Managers Spend on the Four Managerial Tasks

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Figure 1.1 - The Management Pyramid
Figure 1.4 - Relative Amount of Time That
Managers Spend on the Four Managerial Tasks

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Video on Fibre One
 Which level of
management do the team
belong to?

 What functions do they

execute in managing
resources to revive sales
for FibreOne?

 What kind of skills do

the Managers at Fibre
One display ?
Presentation Title runs here l 00/00/00 13
 Answers to Fibre One
 Which
level of  FirstLevel Management
management? /Middle Level Management

 Carry out Research

 What functions do
they execute in
managing
resources?
 What kind of skills
do the Managers at
Fibre One display ?
(Planning)
 Redesign advertising
messages and packaging
(Organising)
Check sales figures
(Controlling)
 Technical (Marketing) Skills
 Human (Teamwork) Skills

Presentation Title runs here l 00/00/00 14

 Management in
Past
– Emphasis on maximum
output with minimum
effort by eliminating
waste and inefficiency
– Assembly line system
with specialization of
labour (organising) and
centralixed decision
making
Youtube video:
pic source: 12manage.com
Scientific
Management
Recent Changes in Management
Practices
• Restructuring: Downsizing an organization
by eliminating the jobs of large numbers of
top, middle, and first-line managers and
nonmanagerial employees
• Modern IT has increased each person’s ability to
process information and make decisions more
quickly and accurately

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Recent Changes in Management
Practices
• Outsourcing: Contracting with another
company, usually abroad, to have it perform
an activity the organization previously
performed itself
• Increases efficiency because it lowers operating
costs, freeing up money and resources that can be
used in more effective ways

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Empowerment
• The expansion of employees’ knowledge,
tasks, and decision-making responsibilities
• Companies use their reward systems to
promote empowerment
• IT is being increasingly used to empower
employees because it expands employees’ job
knowledge and increases the scope of their job
responsibilities

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Self-Managed Teams
• A group of employees who assume
responsibility for organizing, controlling, and
supervising their own activities and
monitoring the quality of the goods and
services they provide
• Assume many tasks and responsibilities
previously performed by first-line managers,
so a company can better utilize its workforce

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Challenges for Management in
a Global Environment
• Building a competitive advantage
• The ability of one organization to outperform
other organizations in producing goods or
services more efficiently and effectively
• Companies can win or lose the competitive race
depending on their speed and flexibility
• Innovation: Process of creating new or
improved goods and services or developing
better ways to produce or provide them

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Challenges for Management in
a Global Environment
• Managing a diverse workforce
• Age, gender, race, ethnicity, religion, sexual
preference, and socioeconomic composition of
the workforce presents new challenges for
managers
• Establish procedures and practices that are
legal, fair, and equitable
• Utilizing new information systems and
technologies
• Managers have to continually find efficient and
effective ways to utilize new IT to better
perform jobs

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Challenges for Management in
a Global Environment
• Practicing global crisis management involves
making important choices about how to:
• Create teams to facilitate rapid decision making
and communication
• Establish the organizational chain of command
• Recruit and select the right people
• Develop bargaining and negotiating strategies
to manage conflicts

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