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Nature and Concept of Management

This document defines key concepts in management including definitions of management, productivity, effectiveness, efficiency, and different types and levels of managers. It also summarizes the four main management functions of planning, organizing, leading, controlling. Finally, it outlines Henry Mintzberg's managerial roles and the three essential managerial skills identified by Robert Katz including technical, human, and conceptual skills.

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Shunuan Huang
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85 views32 pages

Nature and Concept of Management

This document defines key concepts in management including definitions of management, productivity, effectiveness, efficiency, and different types and levels of managers. It also summarizes the four main management functions of planning, organizing, leading, controlling. Finally, it outlines Henry Mintzberg's managerial roles and the three essential managerial skills identified by Robert Katz including technical, human, and conceptual skills.

Uploaded by

Shunuan Huang
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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LESSON 1: NATURE

AND CONCEPT OF
MANAGEMENT
DEFINITIONS
Management
- The process of designing and maintaining an
environment in which individuals, working
together in groups, efficiently accomplish
selected aims.
- Management is concerned with productivity,
which implies effectiveness and efficiency.
DEFINITIONS
Productivity, Effectiveness, and Efficiency
Productivity: The output-input ratio within a
time period with due consideration for quality.
𝑂𝑢𝑡𝑝𝑢𝑡𝑠
Productivity =
𝐼𝑛𝑝𝑢𝑡𝑠
DEFINITIONS
Productivity, Effectiveness, and Efficiency
The formula indicates that productivity can be
improved by:
a) Increasing outputs with the same inputs
b) Decreasing inputs but maintaining the
same outputs
c) Increasing outputs and decreasing inputs
to change the ratio favorably
DEFINITIONS
Productivity, Effectiveness, and Efficiency
Effectiveness: “Doing the right things”: the task
that help an organization reach its goals.
Efficiency” “Doing thing right”: the efficient use
of such resources as people, money and
equipment.
DEFINITIONS
Managers
- The term manager is a person who has
responsibility for the activities of other people
in an organization.
DEFINITIONS
Three main types of managers
General

General Managers focus on the entire business


Functional

Functional managers specialize in a particular


unit or department.
DEFINITIONS
Three main types of managers
Frontline Managers
Frontline managers oversee primary production
activities on a daily basis, so they need very high
interpersonal and technical skills.
DEFINITIONS
Management Levels
DEFINITIONS
Management Levels
Top Managers
 Make decisions about the direction of the
organization
Examples: President, Chief Executive Officer,
Vice-President
DEFINITIONS
Management Levels
Middle Managers
 Manage the activities of other managers
Examples: District Manager, Division manager
DEFINITIONS
Management Levels
First-line Mangers
 Direct non-managerial employees
Examples: Supervisors, Team leaders
FOUR MANAGEMENT FUNCTIONS
Management operates through four basic
functions: Planning, Organizing, Leading, and
Controlling.
FOUR MANAGEMENT FUNCTIONS
• Planning involves the choice of the objectives
to be pursued, the means to achieve them, and
allocating the resources of the organization.
 Planningrequires that managers be aware of
environmental conditions facing their
organization and forecast future conditions. It
also requires that managers be good decision-
makers.
FOUR MANAGEMENT FUNCTIONS
• Organizing involves identifying, subdividing,
grouping and coordinating the various activities
required to achieve the objectives of the institution.
 Decisions must be made about the duties and
responsibilities of individual jobs as well as the
manner in which the duties should be carried out.
Decisions made about the nature of jobs within
the organization are generally called “job design”
decisions.
FOUR MANAGEMENT FUNCTIONS
• Staffing involves the recruitment, selection,
assignments, and development of the various
kinds of human resources required by the
organization.
FOUR MANAGEMENT FUNCTIONS
• Leading involves influencing others toward the
attainment of organizational objectives.
 Effective leading requires the manager to
motivate subordinates, communicate
effectively, and effectively use power. If
managers are effective leaders, their
subordinates will be enthusiastic about
exerting effort toward the attainment of
organizational objectives.
FOUR MANAGEMENT FUNCTIONS
• Controlling involves ensuring that performance
does not deviate from standards.
 Controlling consists of three steps, which include
establishing performance standards, comparing
actual performance against standards, and taking
corrective action when necessary. Performance
standards are often stated in monetary terms such
as revenue, cost, or profits, but may also be
stated in other terms, such as units produced,
number of defective products, or levels of
customer service.
HENRY MINTZBERG’S MANAGERIAL ROLES
A. Interpersonal Roles: roles that involve
coordination and interaction with employees
• Figurehead role: role which is assumed by
managers when they represent their respective
units in the outside world in ceremonial and
civic activities. Managers expect to be a source
of inspiration. People look up to you as a
person with authority, and as a figurehead.
HENRY MINTZBERG’S MANAGERIAL ROLES
A. Interpersonal Roles: roles that involve
coordination and interaction with employees
• Leader role – is the role played by managers
when they initiate and coordinate activities in
their unites. Provide leadership for the team,
department or perhaps the entire organization.
HENRY MINTZBERG’S MANAGERIAL ROLES
A. Interpersonal Roles: roles that involve
coordination and interaction with employees
• Liaison role: is needed by unit heads when
they interact with persons in other units within
and outside the organizations. Managers need
to be able to network effectively on behalf of
your organization.
HENRY MINTZBERG’S MANAGERIAL ROLES
B. Informational Roles: roles that involve
handling, sharing, and analysing information
• Monitor or recipient role (receive information
about the operation of an enterprise) –
Managers regularly seek out information related
to your organization and industry, looking for
relevant changes in the environment. You also
monitor your team, in terms of both their
productivity, and their well-being.
HENRY MINTZBERG’S MANAGERIAL ROLES
B. Informational Roles: roles that involve
handling, sharing, and analysing information
• Disseminator role (passing information to
subordinates) – This is where you communicate
potentially useful information to your colleagues
and your team.
HENRY MINTZBERG’S MANAGERIAL ROLES
B. Informational Roles: roles that involve
handling, sharing, and analysing information
• Spokesperson role (transmitting information to
those outside the organization) – Mangers
represent and speak for their organization. In
this role you’re responsible for transmitting
information about your organization and its goal
to the people outside it.
HENRY MINTZBERG’S MANAGERIAL ROLES
C. Decisional Roles: roles that require decision-
making
• Enterpreneur role – As a manager, you create
and control change within the organization. This
means solving problems, generating new ideas,
and implementing them.
HENRY MINTZBERG’S MANAGERIAL ROLES
C. Decisional Roles: roles that require decision-
making
• Disturbance handler role – When an
organization or tem hits an unexpected
roadblock, it’s the manager who must take
charge. You also need to help mediate disputes
within it.
HENRY MINTZBERG’S MANAGERIAL ROLES
C. Decisional Roles: roles that require decision-
making
• Resource allocator role – Managers need to
determine where organizational resources are
best applied. This involves allocating funding,
as well as assigning staff and other
organizational resources.
HENRY MINTZBERG’S MANAGERIAL ROLES
C. Decisional Roles: roles that require decision-
making
• Negotiator role – Managers may be needed to
take part in, and direct, important negotiations
within your team, department, or organization.
MANAGEMENT SKILLS
Skill- An ability or proficiency in a specific area. It
is to be expected that managers would need
equally varied capabilities and skills.
MANAGEMENT SKILLS
Robert Katz identified three managerial skills that
are essential to successful management:
• Technical skill involves process or technique
knowledge and proficiency. Managers use the
processes, techniques and tools of a specific
area.
MANAGEMENT SKILLS
Robert Katz identified three managerial skills that
are essential to successful management:
• Human skill involves the ability to interact
effectively with people. It involves motivating
and disciplining employees, monitoring
performance, providing feedback, improving
communication and instructing employees
MANAGEMENT SKILLS
Robert Katz identified three managerial skills that are
essential to successful management:
• Conceptual skill is the ability to analyse complex
information. It enables managers to process
information about the internal/external environment
of the organization and determine its implications.
Therefore, technical skills deals with things, human
skill concerns people, and conceptual skills has to do
with ideas

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