Faculty of Technology

Wayamba University of Sri Lanka

EMGT 1162 – Principles of Management

INTRODUCTION

Managers & Management

Prof. MMDR Deegahawature

B.Sc. (Bus.Ad.) Sp, MBA (Col), MBA (AIT), PhD (HUST), MIM, MAA

Department of Industrial Management

Faculty of Applied Sciences
Wayamba University of Sri Lanka
 Learning Objectives

 On the successful completion of this lesson,

participants will be able to:
– Explain who managers are
– Tell where they work
– Define Management
– Describe what managers do
– Recognize what skills managers possess

EMGT1162 - Principles of Management - Prof. MMDR Deegahawature, Dept. of IMGT, FAS, WUSL 3
 Who are Managers?

Where Do They Work?

 In Organizations
– A group of people working together
in a structured and coordinated fashion to achieve a
set of goals

– Two or more people wok together

in a structured way
to achieve a specific goal or set of
goals

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 Who are Managers?

 Characteristics of an Organization
– Two or more (group of) people
– Work together in a structured manner
– With the purpose of achieving goals

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 Who are Managers?

Non-Managers Vs. Managers

 Non-Managers:
– Work directly on a job or task, and have no
responsibility for overseeing the work of others
 Managers:
– Direct and oversee the activities of other people in
the organization

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 Who are Managers?

What Title Do Managers have?

 Classifying managers
– Top Managers
– Middle Managers
– First-line Managers

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 What is Management?

Define Management
 The process of getting things done, effectively
and efficiently, through and with other people
 Management is a process of planning,
organizing, leading and controlling the limited
physical and human resources effectively and
efficiently to achieve pre-set objectives/goals
 Management is the attainment of organizational
goals in an effective and efficient manner
through planning, organizing, leading and
controlling the organizational resources
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 What is Management?

 A process of set of activities

– planning and decision making, organizing, leading,
and controlling
directed at an organization’s resources
– human, financial, physical, and information
with the aim of achieving
organizational goals
in an efficient and effective
manner.

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 What is Management?

 What is missing in below definition?

The process of getting things done,

effectively and efficiently,
through and with other people

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 What is Management?

 Key words in above definitions

– Process of set of Activities [Will be discuss later in
detail]
– Organizational Resources
– Achieving Goals
– Effectiveness
– Efficiency

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 What is Management?

Resources

Factors of
Production

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 What is Management?

Resources

The 5 M’s

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 What is Management?

Efficiency
 The ability to minimize the use of resources, and
thus cost of recourses
 Doing a task correctly; “Doing the thing correctly”
 Refers to the relationship between inputs and
outputs; seeks to minimize resource costs

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 What is Management?

Effectiveness
 The ability to attain goals
 “Doing the right thing”
 Doing those works/ tasks that help the organization
reach its goals – Goal attainment

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 What is Management?

Basic Purpose of Management

EFFICIENTCY
Using resources wisely and
in a cost-effective way

And

EFFECTIVENESS
Making the right decisions and
successfully implementing them so that the
organization can reach its goals
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 What is Management?

Efficiency and Effectiveness

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 What is Management?

Efficiency & Effectiveness in an Organization

Information Resources
INPUTS FROM THE

Financial Resources
Physical Resources
Human Resources
ENVIRONMENT

Plan Organize

ATTAINMENT
GOAL
Control Lead

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 What is Management?

Efficiency & Effectiveness in an Organization

Efficiency Effectiveness
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 What is Management?

Efficiency, Effectiveness and Management

Doing Things Both Efficient & Efficient but not

Efficiency

Right Effective Management Effective Management

Doing Things Both Inefficient &

Effective but not
Wrong Ineffective
Efficient Management
Management

Doing the Doing the

Right Thing Wrong Thing

Effectiveness

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 What is Management?

What is Performance?
 Performance: The measure of how efficient and
effective
 Managerial Performance
– The measure of how efficient and effective a
manager is – How well a manager determines and
achieves appropriate objectives by wisely using
resources
 Organizational Performance
– The measure of how efficient and effective an
organization is - How well it determines and achieves
appropriate objectives by wisely using resources
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 What Do Managers Do?

Functional Approach

 Four functions: Planning, Organizing, Leading,

Controlling

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 What Do Managers Do?

Management Roles Approach

o Figurehead
Mintzberg’s Interpersonal
o Leader
Managerial Role o Liaison
Roles
o Monitor
Informational
o Disseminator
Role o Spokesperson

o Entrepreneur
Decisional o Disturbance Handler
Role o Resource Allocator
o Negotiator
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 What Do Managers Do?

Interpersonal Roles
 Pertain to the relationship with people and other
duties that are ceremonial and symbolic in nature
 Involves managers’ interaction with people inside
and outside their work units
 Figurehead
– Perform ceremonial and symbolic duties such as
greeting visitors, handing over awards
 Leader
– Direct and motivate subordinates; Train, counsel and
communicate with subordinates to accomplish goals
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 What Do Managers Do?

 Liaison
– Communicate with internal and external entities on
behalf of the manager’s unit/ organization

Informational Roles
 Involve collecting, receiving, and disseminating
information
 Activities related to maintain and develop an
information network
 Monitor
– Seek and scan environment, and receive current
information; Scanning reports, personal contacts etc.
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 What Do Managers Do?

 Disseminator
– Share information with others in the organization;
Send memos, reports, make phone calls etc.
 Spokesperson
– Transmit information to outsiders of the organization;
through speeches, reports, memos etc.

Decisional Roles
 Revolve around making choices
 Pertain to those events about which the manager
must make a choice and take action
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 What Do Managers Do?

 Entrepreneur
– Initiate improvement projects; Identify new ideas;
Delegate the responsibility of ideas to others
 Disturbance Handler
– Respond to problems that demand immediate
action
 Resource Allocator
– Decide who gets resources; Prepare schedules,
budgets, set priorities etc.
 Negotiator
– Represent interest of work unit during negotiations;
Negotiate schedules, resources, contracts etc.
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 What Do Managers Do?
Attending ribbon-cutting ceremony for new
Figurehead
plant, Signing legal documents
Interpersonal Encouraging employees to improve
Leader
productivity, training, counseling
Liaison Coordinating activities of two projects
Scanning industry reports to stay abreast of
Monitor
developments
Informational Sending memos outlining new organizational
Disseminator
initiatives
Spokesperson Making a speech to discuss growth plans
Entrepreneur Developing new ideas for innovation
Disturbance Resolving conflict between two subordinates,
handler Resolve conflicts among subordinates
Decisional
Resource allocator Reviewing and revising budget requests
Reaching agreement with a key supplier or
Negotiator
labor union
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 What Skills Do Managers Need?

Managerial Skills

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 What Skills Do Managers Need?

Managerial Skills
 Technical Skills
– Job-specific knowledge and techniques needed to
proficiently perform work tasks
– Includes mastery of the method, procedures,
techniques and equipment and knowledge of
specialized field such as engineering, finance or
manufacturing
– Includes job-specific knowledge needed to perform
well in a specialized field

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 What Skills Do Managers Need?
 Human Skills
– Ability to work with, and through other people and to
work effectively as a group member to get things
done
– Ability to communicate with, understand, and
motivate both individuals and groups
 Conceptual Skills
– Cognitive ability to see the organization as a whole
(think in abstract) and the relationships among its
parts
– Ability to coordinate and integrate all of an
organization’s interests and activities

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 What Skills Do Managers Need?

Skills Needed at Different Managerial Levels

Top-
Manager

Middle - Conceptual Human Technical

Manager Skills Skills Skills

Lower-Level
Manager

Importance
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 What Skills Do Managers Need?

What Companies Look for in Managers?

Technical Human
Skills Skills

Conceptual Motivation to
Skills Manage

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 Management: Science or Art?

Management is a Science
 Assumes that problems can be approached
using rational, logical, objective, and
systematic ways
 Requires the use of technical, diagnostic, and
decision-making skills and techniques to solve
problems

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 Management: Science or Art?

Management is an Art
 Decisions are made and problems solved using
a blend of intuition, experience, instinct, and
personal insights
 Requires the use of conceptual,
communication, interpersonal, and time-
management skills to successfully accomplish
the tasks associated with managerial activities

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 Work Together

 Hope, you have experience in working with

managers in various capacities such as managers
in organizations, principal in your school, leader in
temple/ church etc.
Obviously, some managers are better than others.
Do certain characteristics help distinguish good
managers? List those characteristics?
For each item, indicate which management
function and which management skill you think it
falls under.

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