Principles of Management

Introduction

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Why study management?
1. The more efficient and effective use of
scarce resources that organizations make
of those resources, the greater the relative
well-being and prosperity of people in that
society

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Why study management?
2. Helps people deal with their bosses and
coworkers
3. Opens a path to a well-paying job and a
satisfying
career

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Why Study
Management?
• All of us have a vested
interest in improving the
way organizations are
managed
• Organizations that are well
managed find ways to
prosper even in challenging
economic times
• After graduation most
students become managers
or are managed
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Who Are Managers?
Where Do They Work?
• Organization
– A group of people working together in a structured
and coordinated fashion to achieve a set of goals.
– A deliberate arrangement of people brought together
to accomplish a specific purpose.
• Common Characteristics of Organizations
– Distinct purpose
– People working together
– A deliberate systematic structure

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How Do Managers Combine and
Coordinate the Various Kinds of
Resources?

• The following slide Figure 1.1 illustrates how

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Figure 1.1: Management in
Organizations

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What Is Management?
• A set of activities
(including planning and
decision making,
organizing, leading, and
controlling) directed at an
organization’s resources
(human, financial,
physical, and
informational) with the
aim of achieving
organizational goals in an
efficient and effective
manner.

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What Is Management?
• Management
– The process of getting things done effectively and
efficiently, with and through people
• Effectiveness
– “Doing the right things”, doing those tasks that
help an organization reach its goals
• Efficiency
– Concerned with the means, efficient use of
resources like people, money, and equipment

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Who Is the Manager?
1. College Dean?
2. Police officer?
3. Surgeon?
4. Web-designer?
5. Football coach?
6. Chef?
7. Managing your checking account?

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The Manager’s Job Is To:
PLAN:
– A manager cannot operate effectively unless he or
she has long range plans.
A plan for each day’s work:
– What is to be done, and why do it?
– When is it to be done, and how will it be done?
– Who is to do the job?
– Where should it be done?

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The Manager Must Organize
• When there is more than one employee
needed to carry out a plan.
• Then organization is needed.
• A team must be formed.
• Each job must be carefully defined in terms of
what is to be done.
• Establish delegation of responsibility.

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The Three Informational Roles

• Monitor
• Disseminator
• Spokesperson

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The Manager Must Control
Control means?
• A method of checking
up to find what has
been done and what
must be done.
• A manager must know
how well employees
are performing.

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The Management Process
Planning and Decision
Making
– Setting the organization’s
goals and deciding how best
to achieve them.
Organizing
– Determining how best to
group activities and
resources.
Leading
– Motivating members of the
organization
Controlling
– Monitoring and correcting
activities

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The Management Process
• The manager’s primary responsibility is to
carry out the management process.
• Figure 1.2 will illustrate the basic definitions
and interrelationships of the basic managerial
functions:

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Figure 1.2: The Managerial Process

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Kinds of Managers
Managing at Different
Levels of the organization:
Top Managers
• Small group of executives who
manage the overall
organization, the strategic
level.
Middle Managers
• A large group that implement
the strategies developed at the
top.

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Kinds of Managers
First-Line Managers
– Supervise and
coordinate the
activities of operating
employees.

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Figure 1.3: Kinds of Managers by
Level and Area

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Managing in Different
Areas of the Organization
• Marketing Managers
• Financial Managers
• Operations Managers
• Human Resource
Managers
• Administrative
Managers
• Specialized
Management

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Basic Managerial Roles and Skills
Regardless of level or
area within an
organization, all
managers must play
certain roles and exhibit
certain skills in order to
be successful, such as:
– Do certain things.
– Meet certain needs.
– Have certain
responsibilities.

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Copyright © Houghton Mifflin
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Company. All rights reserved.
The Three Interpersonal Roles

• Figurehead
• Leader
• Liaison, Coordinator

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The Four DECISIONAL ROLES

• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

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Managerial Skills
• In addition to fulfilling
roles, managers also need
a number of specific skills.
• The most fundamental
management skills are:
– Technical
– Interpersonal
– Conceptual
– Diagnostic
– Communication
– Decision-making
– Time-management

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Technical Skills
• Necessary to
accomplish or
understand the
specific kind of work
being done.
• These skills are
especially important
for first line managers.

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Interpersonal Skills
• The ability to
communicate with,
understand, and motivate
both individuals and
groups.
• Be able to get along with:
– Subordinates
– Peers
– Those at higher levels

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Conceptual Skills
• A manager’s ability to think
in the abstract.
• The mental capacity to:
– Understand organizational
goals and its environment.
– How the organization is
structured.
– Viewing the organization as
system.

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Diagnostic Skills

• Skills that enable a

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Communication Skills
• A manager’s abilities
both to effectively
convey ideas and
information to others
and to effectively
receive ideas and
information from
others.

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Decision-Making Skills
• A manager’s ability to
correctly recognize
and define problems
and opportunities and
to then select an
appropriate course of
action to solve
problems and
capitalize on
opportunities.

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Time-Management Skills

• The manager’s ability

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Becoming a Manager
• How does one acquire the skills necessary to
blend the science and art of management to
become successful manager?
• Observe the next slide Figure 1.4, it will
become clear how this generally happens:

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Figure 1.4: Sources of
Management Skills

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The Nature of Management

The manager’s job is

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A Manager Must be a Leader of Employees
• It means overseeing the
team by influencing the
employees to get the job
done.
• Motivating employees.
• Creating an environment
that makes employees
work efficiently.
• Managers get employees
to put forth their best
effort.

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You Have Been Assigned As
Manager of Your Group
• The manager whose place you are taking is
being left on the job for a period to train you,
but he is not training you.
• You find the previous manager has been
running a one person show.
• The morale of the employees really could be
better.
• What are you going to do?

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