MGT 103

INTRODUCTION TO
MANAGEMENT

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 SYLLABUS
MGT103
( Excel file )
& Enrollment procedures

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 Instructor education
• Undergraduate : Industrial and Civil
Construction Engineering, 1977-1981.
• Undergraduate : Information technology, 1997-
1998.
• Postgraduate : MBA, general, 1998-2000.
• Doctoral : Doctor of Science, 2000-2003.
• Post-Doctoral : Fellowship level C, 2017-2019.

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 Academic experience
• Assoc. Prof. @ Midwest University, Wentzville, Missouri:
http://www.midwest.edu/eng/01about/08administration.asp
• Assoc. Prof., UBIS University, Geneva Switzerland.
• Fellow ( Post-Doctoral level ) (2017-2019), WESTERN
SYDNEY UNIVERSITY, Penrith campus, Kingswood, New
South Wales, Australia.
• International Lecturer (2019) teaching abroad Indonesia @
University Islam Bandung && President University.
• Visiting Senior Lecturer : ARKANSAS STATE
UNIVERSITY (2018-present); HCMC NATIONAL
UNIVERSITY (2018); FPT (since 2015); HUTECH (teaching
MBAs) (2018); UTE (2017); UT (since 2013); Paris Graduate
School PGSM (teaching MBAs) (2020)
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 Some simple learning principles
• People are different.
• Feelings matter : Paying attention to your
emotional and psychological health is important.
• Learning is a social process : When you feel part of
a group, and when you feel supported by that
group, you are likely to do better.
• There are no short cuts to high quality learning :
Immerse yourself as much as you can, to work
hard and to think deeply.
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 Obstacles to effective study
Key barriers to successful study are:
•Reluctant learner
•Mental blocks to effective study
•Outdated study techniques
•Sole reference to summary and slides

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Traditional education

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NEW FORM OF EDUCATION

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ACTIVE LEARNING STRATEGY : DIFFERENCE

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Active Learning in Various Contexts

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 Chapter 1

THE MANAGER’S JOB

 Learning Outcomes
After reading this chapter 1, students will be able to
understand :
•The term “manager”.
•Different types of managers.
•The process of management, including the functions of
management.
•Various managerial roles.
•Basic managerial skills and understand how they can be
developed.
•Major developments in the evolution of management
thought.

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 WHO is the manager ?
• A manager is the person responsible for the
performance of a group.
• Managers work in an organization.

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 What is an organization?
• An organization is a systematic arrangement
of people brought together to accomplish
some specific purpose.

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 Three Common Characteristics of
Organizations

1. Every organization has a goal, and is made

up of people who are grouped in some
fashion.
2. Goals can only be achieved through people.
3. All organizations develop a systematic
structure that defines the behavior of its
members; including creating rules and
regulations.

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 Levels of Managers
There are three levels of managers :
1.First-level Managers
2.Middle-Level Managers
3.Top-Level Managers (C-level)

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 How Are Managers Different from
Operative Employees?

Organizational members fit into two categories :

operatives and managers.
•Operatives work directly on a job and have no
oversight responsibility of others.
• Managers direct the activities of other people
in the organization.

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Managerial levels
 First-line managers
First-line managers are usually called
Supervisors.
•They are responsible for directing the day-to-
day activities of Operatives.

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 Middle managers
Middle managers represent levels of management
between the first-line supervisor and top
management :
•They manage other managers and possibly some
operative employees.
•They are responsible for translating the goals set
by top management into specific details.

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 Top managers
• Top managers are responsible for making
decisions about the direction of the
organization and establishing policies that
affect all organizational members.
• Examples : CEO, COO

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 Types of managers
• Functional and General Managers
• Administrators
• Entrepreneurs and Business Owners
• Team Leaders

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 Functional manager
• Functional Managers : supervise specialists
who do one type of specialized work, one
function.
• Examples : Marketing manager, Finance
manager, Human resource manager

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 General manager
• General managers : supervise different groups
who engage in different specialties, variety of
functions.
• Examples : Plant general manager, Chief
Representative, Branch manager

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 Administrator
• Administrators : work in public (government)
or non-profit organization.
• Examples : Educational administrator,
contract administrator

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 Entrepreneur
• Entrepreneurs : initiate and operate an
innovative business.
• So does a small-business owner.
• The difference is Entrepreneur induces more
creativity.

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 Team leader
• Team leader : coordinates a small group,
acting as catalyst or facilitator.
• Question : single /or multi- functional ?

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Types of Resources used by managers
a. Human resources : people needed to reach the
organizational objectives.
b. Financial resources : money needed to get the job
done. Financial resource of business organizations
stems from stockholders, profits, or loans. Community
agencies obtain financial resources from tax,
contribution.
c. Physical resources : real estate, materials, goods,
facilities.
d. Information resources : data necessary for the manager
to achieve the goals.
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 Process of Management
Managers use resources for :
•Planning (goals and plans)
•Organizing and Staffing
•Leading (includes setting a vision)
•Controlling (measures performance and
makes adjustments)

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 Planning
Planning encompasses :
defining an organization’s goals / objectives
establishing an overall strategy for achieving
those goals
developing a comprehensive hierarchy of
plans to integrate and coordinate activities

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 Organizing
Organizing determines :
what tasks are to be done
who is to do them
how the tasks are to be grouped
who reports to whom
where decisions are to be made.

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 Leading

Leading and Coordinating people involves :

directing the activities of others
selecting the most effective communication
channel
resolving conflicts among members
motivating employees

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 Controlling

 Managers must monitor the performance to

ensure that things are going as they should.
 Actual performance must be compared with
the previously set goals.
 Any significant deviations must be corrected.

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 17 Managerial Roles

• Planning discipline : • Organizing and

1. Strategic planner Staffing discipline :
2. Operational planner 3. Organizer
4. Liaison
5. Staffing coordinator
6. Resource allocator
7. Task delegator

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 Leading discipline

8. Figurehead 13.Team player

9. Spokesperson 14.Technical problem
10.Negotiator solver
11.Motivator and coach 15.Entrepreneur
12.Team builder

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 Controlling discipline
16.Monitor
17.Disturbance handler

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 Managerial implications
• Role emphasis varies with management level.
For example, senior executives engage in
more strategic planning, liaison,
spokesperson, figurehead.
• Managers today de-emphasize formal
authority and rank. They work as partners.
• Managers learn through both experience and
study.

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 ICA - Group Work

Discuss about the work of a manager :

Imagine you are member of a Board of Directors
/or other kinds of manager in a company.
•What is your work ? Describe with detailed
examples.
•Then synthesize into a final description of
managers’ works.

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 Five Key Managerial Skills

1. Technical (hard skills)

2. Interpersonal skill (human relations)
3. Conceptual skill (big picture)
4. Diagnostic (investigate and solve
problems)
5. Political (acquire , retain power)
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 Technical skill

• Technical skill does Not necessarily mean

engineering
• Typically involves methods, processes,
techniques.

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 Interpersonal skill (Soft skills)
• Interpersonal skills are important in getting up
the hierarchy and leadership.
• Communication skills, negotiation skills, etc.
are typical components.
• Interpersonal skills should also address
cultural diversity

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 Conceptual skill
• Macro overview of the organization /
business.
• Multi-disciplinary visualization.
• Crucial for top managers

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 Diagnostic skill
• Is needed to investigate a problem and to find
solutions.
• Involves combination of other skills as
technical, conceptual, etc.

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 Political skill
• Supplements other skills to help managers
acquire power and influence.
• Means the ability to impress people by
establishing right relationship.

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 How to Develop Management
Skills
This Textbook develops managerial skills via :
1.Conceptual knowledge
2.Knowledge demonstrated by examples
3.Skill-development exercises
4.Feedback on skill utilization from others.
5.Frequent practice including making adjustments
based on feedback
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 Evolution of Management
Thought
1. Classical approach (scientific &
administrative management)
2. Behavioral approach (people-focus)
3. Quantitative approach
4. Systems perspective
5. Contingency approach (situational)
6. Information technology & beyond
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Classical approach to management
• Is the fundamentals of contemporary management
principles.
• Applied Scientific methods to increase productivity.
• Applied Administrative management to
organizational structure, command, and team spirit
• Disadvantage : overlooked situations and changes.

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 Behavioral approach

• Also called Human Resource approach.

• Focuses on psychological aspects of people
• Contemplates conflict resolution, leadership,
motivation, communication, teamwork.
• Behavioral studies will be described in
chapter 11.

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 Quantitative approaches

• Also based on scientific methods.

• Relies on quantitative tools and techniques such
as statistics, programming, network analysis,
decision trees, computer simulations.
• Advantage : can solve complex problems with
multiple constraints.
• Disadvantage : Data is still based on human
estimates / unreliable.
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 Systems perspective
• Views the organization as a whole entity of
interrelated parts.
• Implies that modification to one part of the
system will affect the other parts.
• Enhances the iterative process of input-
process-output

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 Contingency approach
• Relies on situational approach
• Leadership style, organizational structure,
productivity, etc. respond differently to
different situations.

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