Overview

• What is management?

• What are principles of management?

• Who are managers?

• Ten managerial roles

• Leadership, entrepreneurship and strategy

• The P-O-L-C framework

What do I get after?

• Learn who managers are and about the nature of their work.

• Know why you should care about leadership, entrepreneurship,

and
strategy.

• Know the dimensions of the planning-organizing-leading-

controlling (PO-L-C) framework.
 What is management and principles of management?

• Management is “the art of getting things done through the efforts of

other people.”

• The principles of management are the means by which you actually

manage, that is, get things done through others—individually, in
groups, or in organizations.

• Principles of management are the activities that “plan, organize, and

control the operations of the basic elements of [people], materials,
machines, methods, money and markets, providing direction and
coordination, and giving leadership to human efforts, so as to
achieve the sought objectives of the enterprise.”
Who are managers?
 Who are managers?

• Top managers are responsible for developing the organization’s

strategy and being a steward for its vision and mission.

• Functional managers are responsible for the efficiency and

effectiveness of an area, such as accounting or marketing.

• Supervisory or team managers are responsible for coordinating a

subgroup of a particular function or a team composed of members
from different parts of the organization.

• A line manager leads a function that contributes directly to the

products or services the organization creates.

• A staff manager, in contrast, leads a function that creates indirect

inputs. They play a supporting role.
 Who are managers?

• A project manager has the responsibility for the planning, execution,

and closing of any project.

• A general manager is someone who is responsible for managing a

clearly identifiable revenue-producing unit, such as a store, business
unit, or product line.
• General managers typically must make decisions across different functions and
have rewards tied to the performance of the entire unit.
 Ten Managerial Roles

•
 Ten Managerial Roles

• Interpersonal role
• Figurehead- the manager represents the organization in all
matters of formality.

• Leader- defines the relationships between the manager and

employees.

• Liaison- the manager interacts with peers and people outside

the organization.
 Ten Managerial Roles

• Informational role
• Monitor- the manager receives and collects information.

• Disseminator- the manager transmits special information into the

organization.

• Spokesman- the manager disseminates the organization’s

information into its environment.
 Ten Managerial Roles

• Decisional role
• Entrepreneurial- the manager initiates change.

• Disturbance handler role- the manager deals with threats to the

organization.

• Resource allocator- the manager chooses where the organization

will expend its efforts.

• Negotiator- the manager negotiates on behalf of the

organization.
 Leadership, Entrepreneurship and Strategy

• The principles of management are drawn from three specific areas—

leadership, entrepreneurship, and strategic management.

• Leadership should be defined as the social and informal sources of

influence that you use to inspire action taken by others.

• A look at “Views on Managers Versus Leaders”. (Page 19)

• Entrepreneurship is defined as the recognition of opportunities

(needs, wants, problems, and challenges) and the use or creation of
resources to implement innovative ideas for new, thoughtfully
planned ventures.

• Strategy is the central, integrated, externally-oriented concept of

how an organization will achieve its objectives.
 The P-O-L-C Framework

• To help managers respond to the challenge of creative problem

solving, principles of management have long been categorized into
the four major functions of planning, organizing, leading, and
controlling (the P-O-L-C framework).

•
.
 The P-O-L-C Framework

• Planning is the function of management that involves setting

objectives and determining a course of action for achieving those
objectives.

• Organizing is the function of management that involves developing

an organizational structure and allocating human resources to
ensure the accomplishment of objectives.

• Leading involves the social and informal sources of influence that

you use to inspire action taken by others.

• Controlling involves ensuring that performance does not deviate

from standards.
 Reflection for the day

• Give four (4) reasons why you think every organization need
managers.

.
Any Questions?