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Introduction to Management Prof. Bernard Hon

MNGT105 School of Engineering

Module Aim

 The aim of the module is to introduce modern

concepts and principles underlying the
organisation and management of a manufacturing
business.

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Module Outline

 The nature of management.

 The evolution of management theory.
 Origin and development of organisation concepts
and structures.
 Roles of shareholders, directors, managers, trade
unions and employees.
 Characteristics of new organisations.
 Organisational effectiveness.

Assessment

 100% by examination.
 Multiple choice questions only.

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Learning Outcomes
 An appreciation of the importance of the practice and
the study of management.
 An understanding of the evolution of management
theory.
 The development of a basic awareness of
organisational/business structures and management
systems.
 An appreciation of the functional roles in a typical
manufacturing business.
 An appreciation of the key technological and external
economic/social drivers in corporate strategy.
 An understanding of how organisational
effectiveness is established.

Syllabus

● The nature of management – management defined,

managerial functions and roles. The importance and
relevance of studying management.
● The evolution of management theory – the universal
process approach, scientific management, behavioural
approaches, systems theory and sub-optimisation,
contingency management, attributes of excellence,
empirical studies, business process re-engineering.
Comparative analyses. Modern day problems and the
application of theory to modern practice.

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Syllabus
• Origin and development of organisation concepts and
structures – definitions, common characteristics of
organisations, types of structure, main forms of business
organisation. The structure of a typical manufacturing
organisation.
• Roles of shareholders, directors, managers, trade unions,
employees. Overview of the roles of the main functional areas.
Case studies and examples.
• Characteristics of new organisations. The changing workplace
– environmental factors, globalisation, technology. Elimination
of waste. Corporate strategy.
• Organisational effectiveness – multi-dimensional performance
measurement, efficiency and productivity, focus on customer.
Use of Teams. Business restructuring.

References

 Kreitner, R., Management, South Western College,

2008
 Mullins, L.J., Management and Organisational
Behaviour, Financial Times/ Prentice Hall, 2010
 Koontz, H., O’Donnnell and Weihrich, H.,
Essentials of Management, McGraw-Hill, 1986
 Daft, R.L., Murphy, J., Willmott, H., Organisation
Theory and Design, Cengage, 2010
 Management books in Sidney Jones Library HD.31
 Management books in Harold Cohen Library 65.01

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Management is the art of getting

other people to do all the work
(Anon.)

 Over simplified and too cynical

 Outdated view that prevailed in the 19th / early 20th
century
 Modern social and psychological trends in the work
place have made this view redundant
 Modern management is a recognised professional
discipline in its own right!

Why bother!

 Management is simply common sense!

 Yes - but people often don’t behave sensibly !!!
 The evolution of regulatory frameworks require
systematic management which has to be learnt.
 It prepares you for situations you will encounter in the
workplace.
 You will be a manager or you will be managed!

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Definition of Management

 Management is the process of working with and

through others to achieve organisational
objectives in a changing environment. Central to
the process is the effective and efficient use of
resources and the ability to respond to change.

Kreitner, 2008

Effectiveness and Efficiency

 Simplistic differences: Effectiveness means doing

the right thing. Efficiency means doing the thing
right.
 Effectiveness: achieving a stated organizational
objective promptly. Managers are held
responsible for attaining objectives.
 Efficiency: balancing the amount of resources
used to achieve an objective. Managers must not
waste scarce and costly resources.

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Management Quotes - 1

Surround yourself with the best people you

can find, delegate authority, and don't
interfere.

Ronald Reagan
US President 1981-89

Management Quotes - 2

The productivity of work is not the

responsibility of the worker but of the
manager

Peter F. Drucker
Management Guru

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Management Quotes - 3

You can't build a strong corporation with a lot

of committees and a board that has to be
consulted every turn. You have to be able to
make decisions on your own.

Rupert Murdoch
Founder of News Corporation

Four Realities of Managing Today

 The only certainty today is change.

 Speed, teamwork, and flexibility are the orders of
the day.
 Managers at all levels need to stay close to the
customer.
 Without continuous improvement and lifelong
learning, there can be no true economic progress.

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Key Aspects of the Management Process

 Working with and through others.

 Achieving organisational objectives.
 Balancing effectiveness and efficiency.
 Getting the most out of limited resources.
 Coping with a changing environment.

Henri Foyal

 proposed that there are six primary functions of

management and 14 principles of management:
 forecasting
 planning
 organizing
 commanding
 coordinating
 controlling

Henri Foyal
1841-1925

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Management ‘functions’ Conceived of by

Henri Fayol in 1916
Plans Planning

What, when, and Sets the stage

how things for all other
should be management
accomplished in functions by
view of the establishing
organization’s purpose and
capabilities and direction.
environmental
uncertainties.

Organizing Staffing Communicating Motivating & Controlling

Leading
Designing Filling jobs with Making sure Comparing
flexible authority appropriately individuals Getting actual
and responsibility skilled people. understand and individuals to performance with
networks carry out their pursue collective plans and taking
organizational objectives necessary
roles through corrective action.
satisfying needs
and
expectations, job
redesign,
participation and
influence
processes

Identifiable Functions in the Management

Process

Controlling Planning

Decision
Leading making
Managing for
effectiveness and
efficiency

Motivating Organising

Communicating Staffing

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Managerial Functions

Planning Deciding on the broad scope of activity

Decision making Choosing the right approach
Formal structure, informational,
Organising
authority
Staffing Recruiting, training and environment
Communicating Setting and changing priorities
Motivating Setting and meeting expectations
Leading Role model and delegation
Controlling Comparing outputs with objectives

Mintzberg’s Managerial Roles

 Figurehead
 Leader Interpersonal
 Liaison
 Monitor
 Disseminator Informational Henry Mintzberg
1938-date
 Spokesperson
 Entrepreneur
 Disturbance handler
Decisional
 Resource allocator
 Negotiator

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Mintzberg’s Managerial Roles: Interpersonal

Figurehead Symbolic, outward facing authority

Leader Dealing with subordinates
Working with external people -
Liaison
customers, contractors, suppliers

Mintzberg’s Managerial Roles: Informational

Monitor ‘Intelligence’ gathering

Disseminator Raising of awareness inside
Spokesperson Outward facing communications

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Mintzberg’s Managerial Roles: Decisional

Entrepreneur Change instigator / innovator

Disturbance
‘Trouble shooter’
handler
Resource
Implementational role
allocator
Negotiator Decisions involving external bodies

The Practice and Study of Management

 Information overload

 An interdisciplinary field

 No universally accepted theory of managment

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