WELCOME

ONBOARD TO
PRINCIPLES OF
MANAGEMENT
CLASS
The word manage, according to the Oxford
English Dictionary, is derivative of the Latin
manus, or hand and emerges from the
Italian maneggiare, which refers to the
handling or training of horses. Its use has
since been expanded to represent a
broader concern for the proper handling of
things or people, particularly with regard to
a company or organization.

1–2
 What is Management

Management is the attainment of

organisational goals in an
effective and efficient manner
through planning, organising,
leading, and controlling
organisational resources.
(Richard
Daft)
 Evolution of Management
Principles of Scientific Management

• F. W. Taylor called attention to scientifically select, train

and develop the workforce rather than employee doing
himself.
• Replace rule of the thumb with scientific methods (Fast
Food Chains).
• Piece rate system, soldiering.
• Henry Ford applied these principles, breaking tasks in to
84 steps and cutting production time from 728 mins to 93
minutes, and price from $950 to $250 when Model T
ceased in 1927.
Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

1–5
Classifying Managers
• First-line Managers
 Individuals who manage the work of non-managerial
employees.
• Middle Managers
 Individuals who manage the work of first-line
managers.
• Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

1–6
Exhibit 1–2 Managerial Levels

1–7
What Is Management?

• Management involves coordinating and

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

1–8
What Is Management?
• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational
goals

1–9
Exhibit 1–3 Effectiveness and Efficiency in
Management

1–10
What Managers Do?
• Three Approaches to Defining What Managers
Do.
 Functions they perform.
 Roles they play.
 Skills they need.

1–11
What Managers Do?
• Functions Manager’s Perform
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging and structuring work to accomplish organizational
goals.
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting work.

1–12
Exhibit 1–4 Management Functions

1–13
What Managers Do?
• Roles Manager’s Play
 Roles are specific actions or behaviors expected of a
manager.
 Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information,
and decision making.

1–14
What Managers Do? Mintzberg’s Roles
• Interpersonal Roles
• Figurehead …… Greeting visitors, signing legal documents
• Leader ………... Leading the subordinates
• Liaison………….. Acknowledging mail, working with outsiders
• Informational Roles
• Monitor………….. Reading periodicals and reports
• Disseminator…… Holding informational meetings
• Spokesperson…. Board meetings, information to media
• Decisional Roles
• Entrepreneur……. Organizing strategy and review to develop plans
• Disturbance handler.. Dealing with disturbances
• Resource allocator…. Scheduling, budgeting etc
• Negotiator…………… Participating in union and suppliers
negotiation.

1–15
What Managers Do?

• Skills Managers Need

 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization

1–16
Exhibit 1–6 Skills Needed at Different
Management Levels

1–17
Exhibit 1.9 Challenges
Impacting the Manager’s Job
Ethics

Knowledge
Management Diversity

Manager
Innovation Globalization

Customers E-Business

18
Challenges to Managing
• Ethics
 Increased emphasis on ethics education in university
and college curriculums
 Increased creation and use of codes of ethics by
businesses
• Workforce Diversity
 Increasing heterogeneity in the workforce
 More gender, minority, ethnic, and other forms of
diversity in employees (cultural values important)
 Biggest immediate issue? (aging pop.)

19
Challenges to Managing (cont’d)
• E-business (electronic business)
 The work performed by an organization using
electronic linkages to its key constituencies
 E-commerce: the sales and marketing component of
an e-business
• Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers need to encourage all employees to be
innovative

20
Challenges to Managing (cont’d)
• Importance of Customers
 Customers have more opportunities than ever before
 Delivering consistent high-quality service is essential
 Managers need to create customer-responsive
organizations

• Globalization
 Management in international organizations
 Political and cultural challenges of operating in a
global market

21
Challenges to Managing (cont’d)
• Knowledge Management
 The cultivation of a learning culture where
organizational members systematically gather and
share knowledge with others in order to achieve
better performance
• Learning Organization
 An organization that has developed the capacity to
continuously learn, adapt, and change

22
 Secret of Pixars successful computer animated films.
• All employees must have freedom to communicate to
other employees.
• Safe for everyone to offer ideas.
• The company must stay close to innovations
occurring in the academic community.
What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

1–24
Exhibit 1–9 Characteristics of Organizations

1–25
Why Study Management?
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.

1–26