ADS 460

MANAGEMENT
PRINCIPLES AND
PRACTICES
Topic 1:
Introduction to Management
Learning Objective

Upon completion of this chapter, you should able to;-
1. Define organization and management
2. Explain the different level of management
3. Explain the management functions and
process
4. Describe the managerial skills and roles.
OUTLINE
Definitions
The Importance of Management
Management Process
The basic Management Skills
Management Roles
Levels of management

DEFINITIONS
Management refers to the process of getting things
done, effectively and efficiently, through and with other
people
Robbins, S.P and Coulter, M., (2005)

The Art of Getting Things Done Through Other People
Marry Parker Follet


DEFINITIONS
The process of planning, organizing, leading and
controlling the efforts of an organization members
and of using all other organizational resources to
achieve stated organizational goals.
Stoner
The process of planning, organizing, leading and
controlling that encompasses human, material,
financial and information resources in an
organizational environment.
Holt

Practices and Policies carried such as:
Conducting job analysis
Training and developing
Planning labor needs
Selecting job candidates
Orienting and training new employees
Communicating (interview, counseling, disciplining
Appraising performance
Managing wages and salaries
ORGANISATION
An organization is a social unit in which two or
more people interact to achieve a common goal
or a set of goals.
Stoner
An organization is also defined as a collection
of people working together in a division of labor
to achieve a common purpose.
Schermerhorn
ORGANISATION
The structure of relationships that exists when
two or more people mutually cooperates to
pursue common objectives.
Holt
A systematic arrangement of people bought
together to accomplish some specific purpose
Robbins & Coulter (2005)

ORGANISATION
Groups of people who work interdependently
toward some purpose. It has the following
criteria:
Structured patterns of interaction
Coordinated tasks
Work toward some purpose
McShane & Von Glinow (2008)
The Importance of Management
Equip personnel with effort management
theories and practices.
Better and effective manager - solve problems,
making good decision and effective utilization of
organization resources.
To understand many events, challenges and
skills.
The Importance of Management
Help organization achieve higher level of
performance : utilization of its human and
material resources.
Makes good planners : assess the future and
make plans.
Managers will be responsible and accountable :
organization objective will be achieved.
Main sources to execute / run an organization
by using management functions (POLC).

The Four Basic Functions All Managers
Perform/ The Management Process
Planning

Establishing goals and standards
Developing rules and procedures
Developing plan and forecasting
Predicting or projecting some future occurrence
The Four Basic Functions All Managers
Perform/ The Management Process
Organizing

Giving subordinate specific task
Establishing departments
Delegating authority to subordinates
Establishing channels of authority and
communication
Coordinating the work subordinates
The Four Basic Functions All Managers
Perform/ The Management Process
Leading

Getting others to get the job done
Maintaining morale
Motivating subordinates
The Four Basic Functions All Managers
Perform/ The Management Process
Controlling

Setting standards such as sales, quotas, quality
standards and production level
Checking to see how actual performance
compares with these standards
Taking corrective action as needed
Management Skills

Conceptual Skill

Ability to solve long term problems and view the
total organization as an interactive system.
Ability to see an organization as a whole.
Management Skills

Human Relation Skill

Ability to work effectively, lead and assure
harmonious interpersonal relations.
The ability to work with other people.
Management Skills
Technical Skill

Ability to use tools, apply specialized knowledge
and manage processes and techniques.
The knowledge and ability necessary to perform
specific task effectively.
Examples : Skills learned by Surgeon,
Musicians, Accountants and Engineers.
Management Roles
Roles are specific actions or behaviors
expected of a manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.

Management Roles
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource
allocator, negotiator

Exhibit 1-5: Mintzbergs Managerial
Roles
Who Are Managers?
Manager
Someone who
coordinates and
oversees the work of
other people so that
organizational goals
can be
accomplished.
Classifying Managers
First-line Managers - Individuals who
manage the work of non-managerial
employees.
Middle Managers - Individuals who manage
the work of first-line managers.
Top Managers - Individuals who are
responsible for making organization-wide
decisions and establishing plans and goals
that affect the entire organization.

Exhibit 1-1: Levels of Management
End of Topic 1
See you all next week.
Please prepare and read topic 2 on
Management Approaches:
The Classical Approaches
The Behavioral Approaches
Contingency Approaches

REFERENCES
Robbins, S.P, D.A Decenzo, Coutler,
Fundamentals of Management,(Global
Edition), 7
th
Edition, Pearson 2011.
John, R. S. Jr. (2007) Management, 9
th
edition,
Wiley.