Lecture 1:

Introduction to Management

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Learning Outcomes
• To explain the meaning of management and areas of management.
• To describe the functions of management.
• To analyse levels of managers in organisation.
• To clarify role of managers in organisation.
• To examine skills required of managers.
• To analyse entrepreneurship.

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Lecture Structure
1. Definition of Management.
2. Areas of Management.
3. Functions of Management.
4. Levels of Management.
5. Managerial Roles.
6. Management Skills.
7. Entrepreneur – Evolution, concepts & theories.
8. Characteristics of Entrepreneur & Entrepreneurial Networking.
9. Developing New Venture & Legal requisites.

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1. Definition of Management
• Many ways to define management.
• This could be perceived in the following sense:
a. Efficiency [low resource wastage] & Effectiveness [high goal
attainment]; how the firm runs on daily basis to achieve results
b. Relationship [work with people = liaise & through people =
strengths * weaknesses]
c. Motivation [influence & inspire] go beyond the call of duty
d. Providing = Corporate social responsibility [Welfare]

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2. Areas of Management
• There are two broad areas of management:
a. General Management = overseeing entire organisation that is day to
day operations involving (planning, organising, leading and controlling.
Eg General Managers.
b. Functional Management = involving managers at department level i.e.,
in-charge of respective departments. Eg Production Manager =
purchasing, material management Marketing Manager = marketing
research, sales Finance Manager = costing, investment
management; Personnel Manager = recruitment, selection, training

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2. Areas of Management
- Source: Borges et.,al (2015)
3. Functions of Management (Activities) =
POLC
• Functions of management could be seen in terms of:
a. Planning (involving strategic planning, tactical planning and operational
planning) = doing  strategies/measures to achieve organisational goals;
Strategic planning = top management = plan for entire organisation
Tactical planning = middle management = plan for dept
Operational planning = lower management = see that plan is used on a daily
basis
b. Organising = assigning work (duties/responsibilities) to the workers: WHO?
WHAT? HOW?

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3. Functions of Management (continued)
c. Leading = motivating INFLUENCING rewards (financial & non-financial)
d. Controlling = monitoring activities/strategies  corrections.
e. Other functions of management = staffing (HIRING & DEVELOPING WORKERS),
innovations (CHANGE MANAGEMENT), representation (REPRESENT DEPT AT
TOP LEVEL MEETINGS)

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Functions of Management
Source: Daft, 2018

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4. Level of Management
• What do they all do?
a. Top management eg: President, Vice- President, Chief Executive Officer, Chief
Operating Officer, Chief Information Officer = plan, strategise, decision making
b. Middle level management eg: Head of Department, Functional Managers,
Branch Managers, Area Managers, office managers = communicate,
implement, connect
c. Lower level management/first-line managers eg: Supervisors, Foremen =
supervising, correction & reporting
d. Non-managerial employees = team leaders & labour.

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 Levels of Management
Source: Robbins & Coulter (2018)

• Exhibit 1-1 shows that in traditionally structured organizations, managers can be

classified as first-line, middle, or top.
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Levels of Management
- Source: Borges et.,al (2015)

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5. Managerial Roles (behavioural expectations)
(Source: Robbins & Coulter, 2021)

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5. Managerial Roles
a. Interpersonal Roles = relationship, eg: (Figurehead role (symbolic);
Leader role (motivate workers); Liaison role (deal with others)
b. Informational Roles = acquire info, share info, transmit info eg:
(Monitor role (Scanning of environment); Disseminator role (share
info) ; Spokesperson role (transmit info)
c. Decisional Roles = making choices eg: (Entrepreneur role (Changes),
Disturbance Handler role (conflict), resource allocator role (manage
finance, people, set priorities), Negotiator role (represent
dept/team at higher level meetings)

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6. Management Skills
• Conceptual skills = ability to think and see organisation as a whole (Top
Management) broad thinking = ranking: conceptual, human. technical
• Human skills = ability to work with people, empathy (Middle level
management) = ranking: human, conceptual, technical
• Technical skills = grasp techniques, methods & equipment in carrying
out specific functions (Lower level Management) = ranking: technical,
human, conceptual

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7. Entrepreneur - Evolution, concepts/theories

• Entrepreneurship: the process of starting new businesses, generally

in response to opportunities (Robbins & Coulter, 2021)
• Entrepreneurial ventures: organizations that pursue opportunities,
are characterized by innovative practices, and have growth and
profitability as their main goals (Robbins & Coulter, 2021)
=entrepreneurship = introduce ideas (products, service)  individuals
& organisations
= entrepreneurs = risk, innovative, proactive
8. Characteristics of Entrepreneur & Entrepreneurial Networking Source: Barringer &
Ireland (2016)
8. Characteristics of Entrepreneur & Entrepreneurial
Networking Source: Barringer & Ireland (2016) continued
• Passion for the Business
• Entrepreneur’s belief that the business will positively influence people’s lives.
• Product/Customer Focus
• Entrepreneur’s keen focus on products and customers.
• Tenacity Despite Failure
• Entrepreneurs' ability to persevere through setbacks and failures.
• Execution Intelligence
• The ability to turn a business idea into a viable business.
9. Developing New Venture & Legal requisites

• Steps involved in developing the new venture:

1. Explore the entrepreneurial context that is examine environmental trends PEST
environment
2. Identify opportunities and possible competitive advantages =limitations of
available; what can be offered better: quality, pricing; speed
3. Start the venture.
4. Manage the venture = people, daily running of the firm
9. Developing New Venture & Legal requisites
Source: Robbins & Coulter (2021)

• Sole proprietorship: a form of legal organization in which the owner maintains

sole and complete control over the business and is personally liable for business
debts.
• General partnership: a form of legal organization in which two or more business
owners share the management and risk of the business.
• Limited liability partnership (LLP): a form of legal organization consisting of
general partner(s) and limited liability partner(s).
• Corporation: a legal business entity that is separate from its owners and
managers.