TOPIC 1

What is Management

LEARNING OUTCOMES

Describe the meaning of

management

Identify the functions of

management

Appraise the roles of managers

Review the main skills of

managers; and

Discuss perspectives in
management.

Definition of Management

A classic way of analysing the task of management is by examining management from the point of the
functions performed by managers.

The second approach is to observe the roles of managers while the third is to analyse the skills required
of managers.

The objectives of an organisation or, briefly, as "doing the right thing" whereas efficiency is performing
a job using minimum effort, cost and wastage or simply put as "doing things right." The end result of an
efficient and effective management is the success of an organisation.

A person can be described as efficient but not effective or effective but not efficient in managing a
specific task. Both elements are not interdependent.

In contrast, an employee is considered effective but not efficient if he uses an old method to resolve a
management issue even if it could have been resolved efficiently.

Management is defined as the process of overseeing

and coordinating resources efficiently and effectively
in line with the goals of the organisation.

Who are Managers?

A manager is an individual who is directly responsible for ensuring that tasks are performed by
people or employees in an organisation.

Management is defined as the process of

overseeing and co-ordinating resources efficiently
and effectively in line with the goals of an
organisation.

In short, management refers to the process of

delegating tasks to employees to be performed
successfully.

The manager is involved in various basic

activities.

These activities are usually grouped in a concept

categorised as management functions. These
functions are illustrated in the diagram as shown
here.

For explanation of each of the management

functions, refer to Modul.

Roles of a Manager
a)

Role as a Figurehead
A manager must carry out ceremonial duties. e.g.: Vice Chancellor of university, CEO.

b)

Role as a Leader
A manager indirectly functions as a leader. Each manager must function as a leader in
motivating and encouraging his subordinates to continuously work effectively to
achieve the goals of the unit and organisation besides resolving problems and issues.

c)

Role as a Liaison Officer

A manager conveys relevant information gathered to individuals outside his unit or to
other relevant parties outside his organisation. Thus, a manager acts as a channel for
communications between his department and those within as well as those outside his
organisation. For example, a human resource manager may liaise with the finance
manager to check on funds allocated for the recruitment of new employees by the
organisation before embarking on a recruitment drive.

d)

Role as a Spokesperson
The manager of an organisation usually acts as its spokesperson. For example, a
supervisor will usually ensure that the operations manager is furnished with the latest
information on the running of his production plant.

e)

Role as a Negotiator
No organisation is without problems. A manager is compelled to find a solution for
each of its problems regardless of complexities.

Roles of a Manager
f)

Role as an Initiator
An excellent manager is one who cultivates three processes that steer his employees towards achieving initiatives for
change. These processes are as follows:
i)

The manager will try to improve his units performance and when he gets a good idea, he will launch a programme to
realise the idea. Researches carried out in Japan, the United States and Europe showed that a successful manager is
one who focuses a lot of time and effort on steering his employees towards thinking like an entrepreneur. To meet this
objective, the manager needs to empower, support and provide incentives for employees to attain self-direction.
ii)

Capability Development Process

In a technology-centred world, conglomerates need to fully utilise their advantage as a large establishment not only in
matters of economies of scale but also in the aspects of widening and deepening the knowledge and abilities of its
employees. He will also focus on preparing the necessary training and guidance to build their self-confidence. The
successful manager will allow employees room for making mistakes without the fear of being penalised while undergoing
training and encourage them to learn from their mistakes.
iii)

Entrepreneurship Process

Reformation Process

A successful manager will identify situations that might pose challenges to the strategies of the organisation and
assumptions made. In other words, the manager is capable of cultivating a querying disposition such as why something
is done in a certain way and whether there are alternative ways of doing it.

Skills of a Manager
A)

Conceptual Skills
Conceptual skills refer to the ability to view the organisation as a whole,
and the impact the different sections have on the organisation, as a
whole and on each other.
An efficient manager should be able to identify, understand and solve
the various problems and critical perspectives.
The need for conceptual skills becomes increasingly crucial when a
manager climbs higher in the management hierarchy.

B)

Interpersonal Skills
Interpersonal skill is the ability to work well with other people.
Interpersonal skills are crucial, regardless of the level of management.

C)

Technical Skills
Technical skills are the ability to apply procedures, techniques and
specialised knowledge required in a certain task.
Technical skills are crucial for low-level managers as they supervise
employees in manufacturing or service sectors.
The manager needs to have technical knowledge and the skills to train
new employees and assist employees in solving problems.
The higher the position of a manager in a hierarchy, the fewer the
technical skills required.

Types of Managers

Top-level managers are the highestlevel managers in a firm. They are

commonly known as executives. Titles
given include president, chief executive
officer, vice president or chief financial
officer.

Middle-level managers Under top

level managers are the. They are usually
designated as managers.

Lower-level managers or line

managers are the lowest in the
management ladder. They are usually
called supervisors. They include
production supervisors who oversee
employees in a factory.

Evolution of Management Theory

From the start of the 19th century until the 20th century, managers and scholars formed a theoretical framework
to explain what they believe to be good practices of management.

Their efforts led to five different classes of perspectives on management classical, behavioural, quantitative,
systems and contemporary.

Each perspective is based on different assumptions towards the objectives of the organisation and human
behaviour.

It is important and necessary to study the historical development or the evolution of management thought.

Studying history enables us to learn from mistakes made in the past so as to avoid making them in the future.
History also enables us to study past successes that can be emulated accordingly in the future.

THE END