DEFINITION OF MANAGEMENT

“Management is the process of designing and maintaining an environment in which

individuals working together in groups efficiently accomplish selected aims”.
Heinz Weihrich, Mark V Cannice, and Harold Koontz

“ Management is the process of coordinating work activities so that they are

completed efficiently and effectively with and through other people”.
Stephen P. Robbins and Mary Coulter

“ Management is a set of activities( planning, organizing, leading, and controlling)

directed at an organization’s resources ( human, financial, physical, information)
with the aim of achieving organizational goals in an efficient and effective manner”.
Ricky w. Griffin
 ORGANIZATION
Organization is an assemblage of or a group of role related people with a
common goal.
• A group of people

• A role relationship

• A common goal

Efficiency : Getting the most output from the least amount of inputs. That
means using resources wisely and in a cost effective way.
“ Doing things right”

Effectiveness: The achievement of the objectives. “ Doing the right

things”
WHO IS MANAGER
Manager is someone who works with and through other people by
coordinating their work activities in order to accomplish organizational
goals.

Levels of Management
o First line manager

o Middle managers

o Top level managers

1. First line manager: Managers at the lowest level of the organization who
manage the work of non managerial employees who are directly involved
with the production or creation of the organization‟s products.
2. Middle manager: Managers between the first line level and the top level
of the organization who manage the work of first line managers.

3. Top level managers: Managers at or near the top level of the

organization who are responsible for making organization wide
decisions and establishing the goals and plans that affect the entire
organization.

Functions of Management:
1. Planning
2. Organizing
3. Leading
4. Controlling
FUNCTIONS OF MANAGEMENT( CONTINUE)
 1. Planning: Management function that involves defining goals, establishing
strategies for achieving those goals, and developing plans to integrate and
coordinate activities.

 2. Organizing: Management function that involves determining what task

are to be done, who is to do them, how the tasks are to be grouped, who
reports to whom and where decisions are to be made.

 3. Leading: Management function that involves motivating subordinates,

influencing individuals or teams as they work, selecting the most effective
communicating channel and dealing in any way with employee behavior
issues.

 4. Controlling: management function that involves monitoring actual

performance, comparing actual to standard, and taking action, if necessary.
SKILLS OF MANAGEMENT
1. Technical skills: Technical skills include knowledge of and proficiency
in a certain specialized field, such as engineering, computer s,
accounting or manufacturing. These skills are more important at lower
levels of management since these managers are dealing directly with
employees doing the organization‟s work.
Technical Skills Supervisory level.
2. Human skills: Human skills involve the ability to work well with other
people both individually and in a group.
Managers with good human skills are able to get the best out of their people.
They know how to communicate, motivate, lead and inspire enthusiasm
and trust.

Human Skills Mid levelManager.

3. Conceptual skills: Conceptual skills are the skills managers must have
to think and to conceptualize about abstract and complex situations.

Using these skills, managers must be able to see the organization as a

whole, understand the relationship among various subunits, and
visualize how the organization fits into its broader environment.

Conceptual skills Top level Manager

MANAGERIAL ROLES( HENRI MINTZBERG)
1. Interpersonal Roles
o Figurehead role
o Leader role
o Liaison role
2. Informational roles
o Monitor
o Disseminator
o Spokesperson
3. Decisional roles
o Entrepreneurship
o Disturbance handler
o Resource allocator
o Negotiator roles
1. Interpersonal Roles
Managerial roles that involve people (subordinate/other people) and other
duties that are ceremonial and symbolic in nature.
o Figurehead role : Symbolic head; obliged to perform a number of routine
duties of a legal or social nature. Example : Greeting visitors, signing legal
documents.

o Leader role: Responsible for the motivation of the subordinates,

responsible for staffing, training and associated duties.

o Liaison role: Maintains self developed network of outside contacts and

informers who provide favors and information.
Example : acknowledging mail, doing external board work.
2. Informational roles
Managerial roles that involve receiving, collecting, and disseminating
information.
o Monitor: Seeks and receives wide variety of internal and external
information to develop through understanding of organization and
environment. (collection related)
o Disseminator: Transit information received from outsiders or from
subordinates to members of the organization.
Example : Holding informational meetings; making calls to relay
information.
o Spokesperson: Transits information to outsiders on organization‟s plans,
policies, action, results etc.
Example : Giving information to media
3. Decisional roles
o Entrepreneurship: Searches organizations and its environment for
opportunities and initiates “ improvement projects” to bring about
changes. Example : organizing strategy and review sessions to develop
new programs.

o Disturbance handler: responsible for corrective action when

organization faces important, unexpected disturbances.

o Resource allocator: Responsible for the allocation of organizational

resources of all kinds „ making or approving all significant
organizational decisions.‟ Example- scheduling.

o Negotiator roles: responsible for representing the organization at major

negotiations. Example : participating in union contract negotiation.