Lesson 1

Introduction to management

Nuresh Eranda PhD

1
 Who is a manager?
 Classifying managers
 Where do managers work?
 Job of the manager
 Management and its process
 Managerial roles
 Management skills
 Changing nature of manager’s job
 Value of studying management

2
 Manager is someone who coordinates and oversees the work of

other people so that organizational goals can be accomplished

 Manager’s job is not about personal achievement and

instead it is about helping others to do their work

 Changing nature of work has blurred the distinction between

managers and non-managerial employees

 Many traditional non-managerial jobs now include

managerial activities

3
 Holacracy at Zappos
 Removal of traditional managerial and
structural hierarchy
 Workers as partners, job descriptions as roles
and partners organized into circles
 Corporate values are matched with personal
values

4
 First-Line Managers: manage
the work of non-managerial
employees

 Middle Managers: manage the

work of first-line managers

 Top Managers: responsible

for making organization-wide
decisions and establishing
plans and goals that affect
the entire organization

5
Jeff Bezos Dr. Lasantha Malavige Richard Branson

6
 Organization
◦ A deliberate arrangement of people to accomplish some
specific purpose

Distinct Deliberate
Purpose Structure

People
Organization types:
1. Public
2. Private
3. Plural

7
 Harvard Business Review, Sep-Oct 2019

• Strategic roles of the purpose

• Developing a purpose
• Implementing a purpose-driven strategy
• Benefits on the soft side

8
 Set objectives
Establish goals for the group and decide what must be done to achieve them

 Organize activities
Divide work into manageable activities and select people to accomplish tasks

 Motivate and communicate

Create teamwork via decisions on pay, promotions, etc., and through
communication

 Measure performance
Set targets and standards; appraise performance

 Develop people
Recognize the value of employees and develop this critical organizational
asset
Peter Drucker

9
 “The art of getting things done through
people” – Mary Parker Follett

 “Give direction to their organization,

provide leadership, and decide how to use
organizational resources to accomplish
goals” - Peter Drucker

10
 Management is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, leading, and controlling
organizational resources.

 Management involves coordinating and overseeing

the work activities of others so that their activities
are completed efficiently and effectively.

11
 Planning. Identifying goals and resources or future
organizational performance.
 Organizing. Assigning tasks, delegating authority and
allocating resources.
 Leading. The use of influence to motivate employees to
achieve goals.
 Controlling. Monitoring activities and taking corrective
action when needed.

12
13
 Organizations bring together knowledge,
people, and raw materials to perform tasks:

◦ Effectiveness is the degree to which the

organizations achieves goals
◦ Efficiency is the use of minimal resources to
produce desired output

 Organization is a social entity that is goal

directed and deliberately structured

14
15
16
 Managerial Roles:
specific actions or
behaviors expected of
and exhibited by a
manager

 Mintzberg identified 10
roles grouped around
interpersonal
relationships, the
transfer of information,
and decision-making

17
Interpersonal •Managerial roles that involve people and other duties
that are ceremonial and symbolic in nature
roles •Figurehead, leader, and liaison

Informational •Managerial roles that involve collecting, receiving,

and disseminating information
roles •Monitor, disseminator, and spokesperson

Decisional •Managerial roles that revolve around making choices

•Entrepreneur, disturbance handler, resource
roles allocator, and negotiator

18
 • The ability to think and to conceptualize
Conceptual skills about abstract and complex situations

• The ability to work well with other people

Interpersonal skills individually and in a group

• Job-specific knowledge and techniques

Technical skills needed to proficiently perform work tasks

19
 Eight characteristics or habits of Google’s

most effective managers – “Big eight”

 Discussion questions

20
21
 •Shifting organizational boundaries
Changing •Virtual workplaces
•Mobile workforce
technology
•Flexible work arrangements
(Digitalization) •Empowered employees
•Work-life balance issues

•Redefined corporate purpose and values

Increased
•Rebuilding trust
emphasis on •Increased accountability
organizational and •Sustainability initiatives
•Increased transparency in reporting
managerial ethics

22
 •Customer service
•Innovation
Increased •Globalization
•Efficiency/productivity
competitiveness

•Risk management
•Uncertainty over future energy sources
Changing •Restructured work places
•Discrimination concerns
security threats •Globalization concerns
•Uncertainty over economic climate,
natural disasters, endemic diseases

23
Focus on the customer Focus on technology Focus on social media

• Without customers, • Managers must get • Forms of electronic

most organizations employees on board communication
would cease to exist with new technology through which users
• Managing customer • Managers must create online
relationships is the oversee the social communities to
responsibility of all interactions and share ideas,
managers and challenges involved information, personal
employees in using collaborative messages, and other
• Consistent, high- technologies content
quality customer
service is essential

24
 Focus on the employee
Focus on innovation Focus on sustainability
(talent)

• Exploring new • A company’s ability • Treating employees

territory, taking to achieve its well is not only the
risks, and doing business goals and right thing to do, it is
things differently increase long-term also good business
• Change in industry shareholder value by • Talent management
competitiveness integrating orientation
determinants: factor economic,
based, efficiency environmental, and
based, innovation social opportunities
based into its business
strategies
• Circular economy

25
• Create a corporate
social purpose

• Business should
have a positive
impact on society

26
 The reality that management is needed in all types
and sizes of organizations, at all organizational
levels, in all organizational areas, and in
organizations no matter where they are located

27
 Anyone will either manage or be managed
 For a person who needs to be a manager
 For a person who is likely to work with
managers
 Everyone has some managerial
responsibilities even he/she is not a manager
 Anyone can get a good insight towards a
manager or organization by studying
management

28
Rewards Challenges
Create a work environment in which Do hard work
organizational members can work to the best of
their ability
Have opportunities to think creatively and use May have duties that are more clerical than
imagination managerial
Help others find meaning and fulfillment in Have to deal with a variety of personalities
work
Support, coach, and nurture others Often have to make do with limited resources

Work with a variety of people Motivate workers in chaotic and uncertain

situations
Receive recognition and status in community Blend knowledge, skills, ambitions, and
and organization experiences of diverse work group
Play a role in influencing organizational Success depends on others’ work performance
outcomes
Receive appropriate compensation in the form Blank cell
of salaries, bonuses, and stock options
Good mangers are needed by organizations Blank cell

29
 Develop emotional intelligence (EQ)
◦ The skills of understanding yourself, managing yourself,
and dealing effectively with others
 Be both a specialist and a generalist
 Be self-reliant: take full responsibility for yourself
and your actions
 Connect with others: develop social capital
 Actively manage your relationships with your
organization

30
 Who is a manager?
 Classifying managers
 Where do managers work?
 Job of the manager
 Management and its process
 Managerial roles
 Management skills
 Changing nature of manager’s job
 Value of studying management

31