INTRODUCTION TO MANAGEMENT

FUNDAMENTALS OF MANAGEMENT – FMGS11012

YEAR I SEMESTER I

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Learning Outcomes
• Define management
• Describe the core concepts in management
• Define who managers are and explain the managerial roles
• Describe managerial skills required by the managers
• Explain the four functions of management

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Why do we need Management ?
Definitions of Management
Definition – 1
Management is the art of getting things done through other people
(Mary Parker, 1868-1933)

Definition - 2

The process of working with and through others to achieve organizational objectives
effectively by using efficiently limited resources in a changing environment.

(Kreitner,1995)

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Definitions of Management
Definition – 3

Management is the process of planning, organizing, leading and controlling the limited
resources efficiently and effectively to achieve predetermined goals and objectives in an
ever-changing business environment
(Robbins & Coulter,2011)
Definition – 4

Management is the attainment of organizational goals in an effective and efficient

manner through planning, organizing, leading and controlling organizational resources
(Daft, 2012)

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Management
 Management can be broadly defined as a process of
planning, organizing, leading and controlling the limited
resources efficiently and effectively to achieve
predetermined goals and objectives in an ever
changing business environment.
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
The Process of Management in Organizations

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

MANAGEMENT FUNCTIONS

Planning is the management function concerned with identifying goals for

future organizational performance and deciding on the tasks and use of
resources needed to attain them. Planning defines where the organization
wants to be in the future and how to get there.

Organizing involves assigning tasks, grouping tasks into departments,

delegating authority, and allocating resources across the organization.
Organizing follows planning and reflects how the organization tries to
accomplish the plan.
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
MANAGEMENT FUNCTIONS

Leading is the use of influence to motivate people to achieve the

organizational goals. Leading means creating a shared culture and values,
communicating goals to people throughout the organization, and infusing
employees with the desire to perform at a high level.

Controlling means monitoring employees’ activities, determining whether

the organization is moving toward its goals, and making corrections as
needed. A recent trend is for companies to place less emphasis on top-
down control and more emphasis on training employees to monitor and
correct themselves. Ultimate responsibility for control still rests with
managers.
Core Concepts in Management
▪ Resources
▪ Efficiency
▪ Effectiveness
▪ Productivity
▪ Process
▪ Goals/Objectives
▪ Environment

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Limited Resources
Money
Information

Minutes
Men

Machines

Methods

Material
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
 Resources
Objects which can have an ability to do some meaningful task.
An organization's resources include,
▪ Human Resources
▪ Financial Resources
▪ Physical Resources
▪ Information Resource
(Griffin,2012)

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

EFFICIENCY AND EFFECTIVENESS

 Efficiency
The degree to which limited resources are optimally used
 Effectiveness
The degree to which the intended results are achieved

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

VIDEO - EFFICIENCY

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

High Performing Organizations are Efficient and Effective

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

(John R. Schermerhorn)
 Productivity

Productivity is defined as a total output generated by a

production or service system and the total input provided
to create this output.

Productivity = Efficiency +Effectiveness

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
 How to Improve Productivity ?

Decrease Increase
Input Output

Increase
Effectiveness

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

 Goals
Goals specify what the organization hopes to fulfil in the medium to long
term.
▪ Profitability
 Productivity
 Market Share
 Technological Leadership
 Social Responsibility
 Research & Development
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
 Objectives
 Objectives are precise actions or measurable steps organizations take to
move closer to the goal.
 S-specific
 M-measurable
 A-attainable
 R- realistic
 T-timely
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
Is Management an Art or a Science ?

 Management as a Science
Science is a body of knowledge pertaining to a specific field of study. It contains theories,
principles and facts.

 Management as an Art
Art implies the application of knowledge and skills to bring about the desired results.
Management is both a science as well as an art.
Science(theory) and art (practice) are both essential for the success of management.

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Who is a Manager ?
 Someone who coordinates and oversees the work of other people so that organizational goals can be
accomplished .
(Robbins and Coulter, 2011)
▪ Someone whose primary responsibility is to carry out the management process.
(Griffin,2012)
▪ The people responsible for directing the efforts aimed at helping organizations achieve their goals.
(Stoner, Freeman and Gilbert, 2008)
 In general we can define a manager as someone who performs management functions in an
organization.

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

 Types of Managers
▪ The Level of Authority (Managerial Levels)
First line managers
Middle managers
Top managers
▪ Scope of the Activities
Functional managers
General managers
▪ Responsibility of the Activities
Line managers
Staff managers

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Types of Managers based on Activities of an Organization

General
Manager

Production Marketing Finance HR

Manager Manager Manager Manager

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Classification of Managers by the
Managerial Level

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Classification of Managers by the Responsibility

General
Manager

Production Marketing Finance HR

Manager Manager Manager Manager

Direct Responsibility Indirect Responsibility

Line Managers Staff Managers

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
 Managerial Skills
What type of skills do managers need?
Robert L. Katz proposed that managers need three critical skills
in managing an organization.
▪ Conceptual skills
▪ Human skills
▪ Technical skills

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

SKILLS NEEDED AT DIFFERENT LEVELS OF MANAGEMENT

Conceptual
Skills
Top
Level

Middle Human
Level Relation
Skills

Technical
Lower Level Skills

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

MANAGER ROLES
 Role: Set of expectations for a manager’s behavior
 Three categories of management roles
 Informational
 Interpersonal
 Decisional
 Management roles accomplish four functions
 Planning
 Organizing
 Leading
 Controlling
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
MANAGER ROLES

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

Challenges faced by Modern Managers

▪ Managing global competition.

▪ Facing the competition through superior efficiency, quality, innovation, and responsiveness.
▪ Increasing performance while being an ethical manager.
▪ Balancing the interests of different stakeholders.
▪ Managing a diversified workforce.
▪ Adopting new technologies.
▪ Managing creativity, innovation and continuous change
TODAY’S EFFECTIVE MANAGERS . . .

 Do more with less

 Engage employees’ hearts, minds, and energy
 See change as natural
 Inspire vision and cultural values that allow people to create a
collaborative and productive workplace

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©

MANAGEMENT COMPETENCIES FOR TODAY’S WORLD

 Management: Attainment of organizational goals in an effective and

efficient manner through planning, organizing, leading, and controlling
organizational resources
 Today’s effective manager is an enabler who helps people do and be their
best
 Today’s best managers are “future-facing”
 Managers employ an empowering leadership style
GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©
IMPROVE YOUR ABILITY TO THINK AS A MANAGER

"Management is doing things right; leadership is doing the right things."

- Think about the above statement. Find facts to support your view.

 Are good managers good leaders? Are good leaders good managers?
 Think about a situation in which you were a good manager or a leader

GAMPAHA WICKRAMARACHCHI UNIVERSITY OF INDIGENOUS MEDICINE ©