FUNDAMENT

ALS OF
MANAGEMEN
T
(MGT 162)
CHAPTER 1:
INTRODUCTION TO
MANAGEMENT MADAM
NANI SHUHADA
BINTI SEHAT
LEARNING
OBJECTIVES
Definition of Management
Measuring Managerial Performance
Management Process, Functions and
Activities
Managerial Scope & Levels, Skills and
Roles
INTRODUCTION TO
MANAGEMENT
Definitions of
Management
Measuring
managerial
performance
Management
functions

Managerial levels

Management skills

Managerial roles
 DEFINITION OF
MANAGEMENT

“The art of getting things done through people.” (Follet)

“The process of administering and coordinating resources effectively,

efficiently, and in an effort to achieve the goals of the organization”
(Lewis)
“The process of planning, organizing, leading, & controlling that
encompasses human, material, financial & information resources in an
organizational environment” (Holt)
“The process of planning, organizing, leading & controlling the efforts
of an organization members & of using all other organizational
resources to achieve stated organizational goals” (Stoner)
MEASURING MANAGERIAL
PERFORMANCE
Performance can be measured by looking at
2 criteria:
Performance efficiency (“doing things right”)
The ability to do the things right. An efficient
manager is a manager who can achieve outputs/
results as expected. Managers who are able to utilize
& minimize the cost of resources such as staff,
finance, equipment & raw materials

Performance effectiveness (“doing the right

things”)
The ability to choose the right goals
e.g. If the demand in the market for cars is form
small, compact & economical cars, but the manager
chooses to produce & manufacture big, luxury &
expensive cars, the manager is considered to be
ineffective
 THE MANAGEMENT
FUNCTIONS
Management is a process that contains several functions. It comprises of the
activities of Planning, Organizing, Leading & Controlling (POLC).

Includes defining goals, establishing strategy &

PLANNING developing plans to coordinate activities.
Determine what tasks are to be done, who is to do them,
ORGANIZING how the task are to be grouped, who reports to whom &
where decisions are to be made.
Includes motivating subordinates, directing others,
LEADING selecting the most effective communication channels, &
resolving conflicts.
Monitoring activities to ensure that they are being
CONTROLLING accomplished as planned & correcting any significant
deviations.
LEADS TO

ACHIEVING THE ORGANIZATION’S STATED

PURPOSE (GOALS/ MISSION)
 MANAGERIAL LEVELS
There are 3 levels of management:

Provide the strategic direction for the

organization and establish objectives,
3 levels of management

Top managers policy & strategy, make long-term

decisions. E.g.: CEO, President

Supervise first-line managers or staff

departments. E.g.: Marketing
Middle managers
Manager, H.R. Manager

Supervise the individuals who are

First-Line managers/ Lower directly responsible for producing the
Level organization’s products or delivering
its service. E.g: Supervisor, chief
clerk
 MANAGERIAL SKILLS
There are 3 basic skills required by managers:

3 Basic skills

Technical skills (T) Human skills (H) Conceptual skills (C)

Is a skill that gives a

Ability to utilize tools, manager the ability to
techniques and procedures Ability to analyze complex
work effectively with situations and respond
that are specific to a other people. It includes
particular field. E.g: effectively to the challenges
the ability to motivate, faced by organization. They are
accountant, computer understand, lead &
programmer, civil mental capabilities that help
communicate, which a managers see the whole
engineers use technical manager needs
skill every day. enterprise.
throughout his work.
RELATIVE SKILLS NEEDED FOR EFFECTIVE
PERFORMANCE AT DIFFERENT LEVELS OF
MANAGEMENT

Top H T C

H C
T
Middle

C
H T
Lower
Human Technical Conceptual
H skill
T skill C skill
 MANAGERIAL ROLES
According to Henry Mintzberg, managers perform ten different
inter-related roles in the organization.
Interpersonal roles (help manager in managing relationships
with organizational members)
Figurehead- Managers perform duties that are symbolic or ceremonial in
nature. E.g: Managers attending community functions, attends social events
or the weeding of a subordinate’s daughter.
Leader- A person who is responsible for hiring, training & motivating
subordinates in the organization. E.g: a manager giving directions to a new
employee.
Liaison- A person who perform & interacts with other people within and
outside the organization. E.g: sales manager must interact with the human
resource manager to get enough staff for his unit.
 MANAGERIAL
ROLES
Informational roles (assists the manager in receiving
& communicating the information to make the right
decision)
Monitor- Manager continuously seeks information
that can be used to advantage. E.g: Manager knows
whom to call if the usual supplier cannot fill an order.
Disseminator- Information received internally or
externally will be transmitted to the subordinates. E.g:
Marketing manager hears a customer of the firm is on
the verge of bankruptcy, so he instructs the sales unit
not to sale on credit to the troubled customer.
Spokesperson- Information will be transmitted to
people outside the organization or unit. E.g: Executive
officer speaks for the organization on a particular issue
of public interest.
 MANAGERIAL ROLES
Decisional roles (assists managers in making
decisions that solve problem or analyze & take
advantage of opportunities)
Entrepreneur- Manager tries to improve the unit & initiate the changes.
E.g: A supervisor looks for new methods to improve the unit’s
performance.
Disturbance handler- Manager is responsible for corrective actions
when the organization faces important, unexpected disturbances. E.g: A
chief clerk deals with an irate customer or a manager reacts to a strike.
Resource allocator- Manager is responsible in allocating the resources
of the organization. E.g: A supervisor decides whether to hire part time
workers at year end.
Negotiator- Manager is responsible for representing the organization at
major negotiations. E.g: Participating in union contract negotiations.
 TUTORIAL
CHAPTER 1
1. Briefly explain four (4) functions of
management. (10 marks)
2. Briefly describe two (2) criteria of
managerial performance. (5 marks)
3. Explain three (3) managerial skills for
managers. (10 marks)
4. Explain two (3) levels of management.
(10 marks)
5. Briefly explain four (4) types of
managerial roles. (10 marks)
THANK YOU