CHAPTER 1:

WHAT IS THE MANAGER’S JOB?

Prepared by: Wilson & Ramil
WHO IS A MANAGER?

- a person responsible for controlling or administering all or

part of a company or similar organization.
LEVELS OF MANAGEMENT

Top Level Management:

 The board of directors, president, vice-president, and CEO are all examples of top-level
managers.

Middle Level Management:

 General managers, branch managers, and department managers are all examples of middle-
level managers. They are accountable to the top management for their department’s function.

Lower Level Management:

 Supervisors, section leads, and foremen are examples of low-level management titles. These managers
focus on controlling and directing.
LEVELS OF MANAGEMENT
TYPES OF MANAGERS:
FUNCTIONAL AND GENERAL MANAGERS:
General managers focus on the entire business, while functional managers specialize in a particular unit or
department.

ADMINISTRATOR:
An administrator is a person whose job involves helping to organize and supervise the way that an organization
or institution functions.

ENTREPRENEURS AND SMALL BUSINESS OWNERS:

Small businesses usually deal with known and established products and services, while entrepreneurial ventures
focus on new, innovative offerings. Because of this, small business owners tend to deal with known risks and
entrepreneurs face unknown risks.

TEAM LEADER
help inspire the commitment of team members to meet company goals and objectives. Influential leaders also
help manage change in the workplace by gaining the confidence of workers through effective decision making
and communication.
THE PROCESS OF MANAGEMENT

Resources Used by Managers:

What is a resource management?

Resource management is the process of pre-planning, scheduling, and
allocating your resources to maximize efficiency. A resource is anything
that is needed to execute a task or project — this can be the skill sets of
employees or the adoption of software.
RESOURCES USED BY MANAGERS

Human resources:
are the people who make up the workforce of an organization, business sector, or economy.

Financial Resources:
The money available to a business for spending in the form of cash, liquid securities and credit
lines.

Physical Resources :
Equipment, Materials, Supplies, Facilities, and Infrastructure that are utilized by your project, or
become a part of your project deliverable.

Information resources:
are defined as the data and information used by an organization
THE PROCESS OF MANAGEMENT

4 basic functions of management process are:

 17 MANAGERIAL ROLES

• STRATEGIC • ORGANIZER • FIGUREHEAD • MONITOR

ORGANINIZING & STAFFING
PLANNER • LIASON • SPOKESPERSON • DISTURBANCE
• ORGANIZATIONAL • STAFFING • NEGOTIATOR HANDLER
PLANNER

CONTROLLING
COORDINATOR • MOTIVATOR &
PLANNING

• RESOURCE COACH

LEADING
ALLOCATOR • TEAM BUILDER
• TASK DELEGETOR • TEAM PLAYER
• TECHNICAL
PROBLEM SOLVER
• ENTREPRENUER
17 MANAGERIAL ROLES EXPLAINED

 Managerial Roles Currently Emphasized

 Coaching & Mentoring and evaluation process analysis

 The Influence of Management Level on Managerial Roles

 Important roles liaison, spokesperson, figurehead & strategic planner

 Management as a Practice
 Scientific or systematic practice ( survey & experiments ) and Local
business practice
FIVE KEY MANAGERIAL SKILLS

What is a Management Skills?

can be defined as certain attributes or abilities that an executive should

possess in order to fulfill specific tasks in an organization.
FIVE KEY MANAGERIAL SKILLS

POLITICAL
SKILLS

INTERPERSONAL DIGNOSTIC
SKILLS SKILLS
MANAGERIAL
SKILLS

TECHNICAL CONCEPTUAL
SKILLS SKILLS
DEVELOPMENT OF MANAGERIAL SKILLS

- Managers besides managing the C

work in the organization also FACILITATING
CHANGE
manage the employees doing the
work. B D
PROVIDING A WORKING
DIRECTIONS WITH PEOPLE
MANAGING SELF
AND PERSONAL
SKILLS

F E
ACHIEIVNG USING
RESULTS RESOURCES
THE EVOLUTION OF MANAGEMENT THOUGHT

Evolution of Management Thought.

The advent of industrial revolution in the middle of the 18th century had its
impact on management. ... Traditional, conventional or customary ideas
of management were slowly given up and management came to be based on
scientific principles.
ENVIRONMENT FACTORS

Social
• The aspects of culture that influence norms and values
Influence

• The concept to availability, production, and distribution

Economic
Influence
of resources within a society

• The impact of political institutions on individuals and

Political
Influence
organizations
THE EVOLUTION OF MANAGEMENT THOUGHT
PRE-SCIENTIFIC APPROACH

a. The advent of industrial revolution in the middle of the 18th century had its impact on management. Industrial
revolution brought about a complete change in the methods of production, tools and equipments, organization of
labour and methods of raising capital.

b. Traditional, conventional or customary ideas of management were slowly given up and management came to be
based on scientific principles. In the words of L. F. Urwick- "Modern management has thrown open a new branch of
human knowledge, a fresh universe of discourse“

c. Professor Charles Babbage (UK 1729 -1871):He advocated the use of accurate observations, measurement and
precise knowledge for taking business decisions

d. james Watt Junior (UK 1796 - 1848) and Mathew Robinson Boulton(1770 - 1842): James Watt Junior and Mathew
Robinson Boulton contributed to the development of management thought by following certain management
techniques in their engineering factory at Soho in Birmingham. They are:-

e. Robert Owens (UK 1771 - 1858):He introduced new ideas of human relations - shorter working hours, housing
facilities, training of workers in hygiene, education of their children, provision of canteen etc. Robert Owen, managed a
group of textile mills in Lanark, Scotland, where he used his ideas of human relations
CLASSICAL APPROACH TO MANAGEMENT

Focuses on the
individual worker’s
productivity
SCIENTIFIC
MANAGEMENT

ADMINISTRATIVE BUREAUCRATIC
MANAGEMENT MANAGEMENT

Focuses on the
Focuses on the
overall
functions of
organizational
management
system
ADMINISTRATIVE MANAGEMENT

Five Management Functions

Focused on principles that could a. Planning

be used by managers to b. Organizing
coordinate the internal activities c. Commanding
of organizations d. Coordinating
e. controlling
THE BEHAVIORAL APPROACH

The behavioral school of management emphasized

what the classical theorist

Acknowledged the importance of human behavior in shaping

management style.

Personalities
> Mary Parker Follett
> Douglas McGregor
> Chester Bernard
> Elton Mayo
HIERARCHY’S HUMAN NEEDS

SELF
ACTUALIZATION
NEEDS FOR SELF
ESTEEM

NEEDS FOR SOCIAL RELATIONS

NEEDS FOR SECURITY

PHYSIOLOGICAL NEEDS
MC GREGOR’S PROOSED STYLES

THEORY X THEORY Y
> Most of people dislike work and they > Work is a natural activity like play or
avoid it when they can rest
> Coerced and threatened with > Capable of self direction and self
punishment before they work control
> Avoid responsibility and have little > Committed to organizational
ambition objectives
Hawthorne experiments ( 1924 – 1932 )

 Workers perform and react differently when researchers observe

them.
 Productivity increased because attention was paid to the workers in
the experiment.
 Phenomenon whereby individual or group performance is
influenced by human behavior factors
CONTINGENCY THEORY

 THERE IS NO “ ONE BEST WAY” TO MANAGE ALL THE SITUATIONS.

 ALSO KNOWN AS “ SITUATIONAL Theory”.

 Developed by managers, consultants, and researchers who tried to apply the

concepts depending on various internal and external factors
QUANTITATIVE APPRAOCH

 MAIN CONTRIBUTORS – Taylor, Gilbreths Gantt, Newman and Joel Dean.

 Management is concerned with problem solving and it must make use of
mathematical tools and techniques for the purpose.
 The different factors involved in management can be quantified and expressed
in the form equations.

 Management problems can be described in mathematical models.

 Operations research, mathematical tools, simulation and model building are
the basic methologies developed by this approach
SYSTEM APPROACH
 Related to organizations system is defined as – “an established arrangement of components which leads
to accomplish of particular objectives as per plan”

 All organizations are open system.

CONTINGENCY APPROACH

 Main Contributors – John Woodward, Fredler, Lunch and Lawrence

 The latest approach to management which interact

 The various approaches to management is known as the contingency approach

 The work of Joan woodward in the 1950’s marked the beginning of this approach in
management.

 Contingency school states that management is situational & the study of management lies in
the situation.

 It recognizes that all the subsystem of the environment are interconnected and interrelated.

 By studying their interrelationship. The management can find solution to specific situation

 .
OPERATIONAL APPROACH

 IT REGARDS MANAGEMENT AS A INIVERSALLY APPLICABLE BODY OF KNOWLEDGE THAT CAN

BE BROUGHT TO BEAR AT ALL LEVELS OF MANAGING AND IN ALL TYPES OF ENTERPRISE.

 IT RECOGNIZES THAT THE ACTUAL PROBLEMS WHICH MANAGERS FACE AND THE
ENVIRONMENT IN WHICH THEY OPERATE MAY VARY BETWEEN DIFFERENT ENTERPRISES AND
EVELS.
THANK YOU