Management

Managers and
Managing
Management
- Italian word maneggiare (to handle
especially a horse), derives from the
Latin manus (hand).
- The process of Planning, Organizing,
Leading, and Controlling to achieve
organizational goals
Managers

- are the people responsible for supervising/

managing the organization’s resources to
meet its goals.
- They are responsible for the works of
people directly working to them
Administration
o Middle English word administracioun, which is in
turn derived from the French administration, itself
derived from the Latin administratio - a ad ("to")
and ministratio ("give service")
• is the management of any institution, public
or private.
• Interpretation of the policy set by an
organization’s board of directors, and its
translation into executive action.
Supervision
• To inspect, to guide, evaluate. And
improve work performance pf employees
through a criteria against which the quality
and quantity of work production and
utilization of time and resources are made
• The act of looking over or directing and
inspecting the performance of workers or
work
The Difference between a

MANAGER
LEADER
SUPERVISOR
 Management is a career. Leadership
is a calling.

 A supervisor looks over or directs

and inspects the performance of the
workers or the work
"A leader knows what's best to do; a manager
knows merely how best to do it."

- Ken Adelman
 1-13

Management Levels
Organizations often have 3 levels of managers:
First-line Managers: responsible for day-to-day operation.
They supervise the people performing the activities
required to make the good or service.

Middle Managers: Supervise first-line managers. They are

also responsible to find the best way to use departmental
resources to achieve goals

Top Managers: Responsible for the performance of all

departments and have cross-departmental responsibility.
They establish organizational goals and monitor middle
managers.
 1-14

Three Levels of Management

Top
Managers
Middle
Managers

First-line Managers

Non-management
Roles of Managers (Mintzberg)
Interpersonal role
Informational role
Decisional role
Managerial Skills
There are three skill sets that managers need to perform
effectively. (Katz)
1. Conceptual skills: the ability to analyze and
diagnose a situation and find the cause and effect.
2. Human skills: the ability to understand, alter, lead,
and control people’s behavior.
- dealing with people and how to ‘get along’ with them
3. Technical skills: the job-specific knowledge required
to perform a task.
- Proficiency in performing an activity in the correct
manner with the right technique
- Common examples include marketing, accounting,
and manufacturing.
All three skills are enhanced through formal
training, reading, and practice.
 1-22

Skill Type Needed by Manager Level

Top
Managers

Middle
Managers

Line
Managers

Conceptual Human Technical

Figure 1.5
according to Summer
 Knowledge – ideas, concepts, or principles
that can be expressed and
are accepted
 Attitude – beliefs, feelings, and values
 Interest, confidence, responsibility,
respect, and desire
 Ability – art, skill, judgment, and wisdom
 Managerial Functions
 Henri Fayol was the first to describe the four
managerial functions when he was the CEO of a large
mining company in the later 1800’s.
 Fayol noted managers at all levels, operating in a for
profit or not for profit organization, must perform each
of the functions of:
 Planning,
 organizing,
 leading,
 controlling.
4 functions of Management

 Planning
 Organizing
 Leading
 Controlling
 1-9

Planning

Planning is the process used by managers to identify

and select appropriate goals and courses of action for
an organization.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
– The planning function determines how effective and
efficient the organization is and determines the strategy of
the organization.
 1-10

Organizing
Organizing is the process of assigning tasks, allocating
resources, and coordinating work activities
• Success begins with organizing
• In organizing, managers create the structure of working
relationships between organizational members that best allows
them to work together and achieve goals.
• Managers will group people into departments according to the
tasks performed.
– They also lay out lines of authority and responsibility for members.
• An organizational structure is the outcome of organizing. This structure
coordinates and motivates employees so that they work together to achieve
goals.
 1-11

Leading
Leading is the process of arousing people’s enthusiasm
to work hard and inspiring their efforts to fulfill plans
and accomplish objectives
- In leading, managers determine direction, state a clear
vision for employees to follow, and help employees
understand the role they play in attaining goals.

• Leadership involves a manager using power, influence, vision,

persuasion, and communication skills.
• The outcome of the leading function is a high level of motivation
and commitment from employees to the organization.
 1-12

Controlling
Controlling is the process of measuring performance and taking
action to ensure desired results.

• In controlling, managers evaluate how well the organization is achieving its

goals and takes corrective action to improve performance.

• Managers will monitor individuals, departments, and the organization to

determine if desired performance has been reached.
– Managers will also take action to increase performance as required.

• The outcome of the controlling function is the accurate

measurement of performance and regulation of efficiency and
effectiveness.
 1-8

Four Functions of Management

Planning
Figure 1.2 Choose Goals

Controlling Organizing
Monitor & measure Working together

Leading
Coordinate
 MANAGEMENT THEORIES

1. Scientific Management (F. Taylor, F. and L. Gilbreth)

2. Bureaucratic Theory (Max Weber)
3. Administrative Principles (M.P. Follet, H. Fayol, C.
Barnard, L. Gullick and L. Urwick, and J. Mooney)
4. Human Relations/ Organizational Behavior
(E. Mayo, F. Roethlisberger)
5. Selective content of Motivation theories
(A. Maslow, F. Herzberg, D.McGregor, W. Ouchi)
1. Replace rule-of-thumb work
methods with methods based on a
scientific study of the tasks.
2. Scientifically select, train, and
develop each employee rather
than passively leaving them to
train themselves.
3. Provide "Detailed instruction and
supervision of each worker in the
performance of that worker's
discrete task" (Montgomery 1997:
250).
4. Divide work nearly equally
between managers and workers,
so that the managers apply
scientific management principles
to planning the work and the
workers actually perform the tasks
 Henri Fayol’s
14 Principles of Management
  
Division of work
   Authority
   Discipline
   Unity of command
   Unity of direction
   Subordination of individual
interest
   Remuneration
   Centralization
   Scalar chain
   Order
   Equity
   Stability of tenure
   Initiative
   Esprit de corps
Fayol’s 5 Functions of
Management Roles and
Actions:
1. to forecast and plan
examine the future and draw up plans of action
2. to organise
build up the structure, material and human of the undertaking
3. to command
maintain activity among the personnel
4. to co-ordinate
bind together, unify and harmonise activity and effort
5. to control
see that everything occurs in conformity with policy and
practise
END