Lecture 1, Unit 1, Week 1
Management: Introductory
Background
By: Dr. Obi Berko
School of Management,
Legon
The Origin of Management
1) Traced from the history of commercial
organization
2) In the 16 & 17 century communities were
purely agrarian
3) Initial production was based on
agriculture - food clothing and shelter.
4) Among the three, clothing developed &
increased became the first industry
Nature of the Textile Industry
1) Home based worker and manufacturing
Home
producers
sold
to
middlemen/merchants as well as directly to
the markets and/or shops
2)Production methods
were based on
manpower via hand weaving;
3) Sometimes the merchants hire the home
based producers and provide them with raw
materials in order to produce directly for
them.
Activity 1
What do think were some of the benefits of
the home based production system?
Class discussion!
Hints : Activity 1
1)Low cost of product (low operating
cost)
2) Flexible working hours for workers;
Problems with home based production
system
1) Small scale production
2) Embezzlements of raw materials by the
home based workers;
3) Lack of dependable supply/delivery
4) Problem of turnaround/or lead time
5) Control of workforce
6) Quality control
Remedies to the home-based production
system
1) A move to a centralised form of
production location known as the
factory system/plant
Do we still have factories today?
Benefits of the factory system
1) The factory system gained substance
and permeated all aspects of
commerce and industrial life;
2) Large scale production;
3) Introduction of machines;
4) And more hands in the factory
Challenges with the Factory System
The challenges of the factory system
included:
a) controlling of labour;
b) the poor way of treating human beings like
machines and ;
c) The problem of how to organise work
d) Unqualified workers
e) Poor relationship between merchants and
workers
Implication of the Challenges from the
Factory System
The challenges concerning the factory system
created the need for personnel management
function that aimed to improve employers
and employees relations in terms of:
1)
2)
3)
4)
role specification,
careful selection,
labour control and
welfare of the employees
Activity 2
Consider the development of the factory
system, what explains its development and
what was the main factors?
Class discussion!
Resolving the Challenges from Factory System
The call for factory consultants, experts,
researchers, etc.
So researchers consultants such as: Adam
Smith; Henry Fayol; Frederick Talyor and
Elton Mayol recommended one theme –
MANAGEMENT offered several framework
– the evaluation of management thinking.
See next lecture
What is Management?
1)Management is a generic term and subject
to many interpretations.
2) A number of different ideas are attributed
to the meaning of management and to the
work of a manager.
What is Management? (Cont.’)
3) In certain respects everyone could be
regarded as a manager to some extent, we all
manage our own time and everyone has
some choice whether or not to do something
and some control, however slight, over the
planning and organization of their work.
4) We are concerned with management as
involving people looking beyond themselves
and exercising formal authority over the
activities and performance of other people.
What is Management? ( Cont.’)
From the above: management will denote:
1)
2)
3)
4)
5)
6)
A function
The people who discharge it
A social position
An authority
A discipline
A field of study
Common features of Management
Managerial process, activities and elements
1)
2)
3)
4)
Planning
Leading
Controlling
Organising
Activity 3
Who is a Manager?
Class discussion
Application of Management in Organizations
Activity 4
Could the following people be regarded as
managers and why?
1) Accountants
2) Midwife
3) group accountant,
4) CEO
Activity 4 Cont.’
1) Chief inspector,
2) Captain in the military
3) head-teacher, production controller, distinct
nursing officer,
Basic operations in the work of managers
Setting objectives
Organising
Motivating & communicating (leading)
Measuring (controlling)
Developing people (planning)
Management and Administration:
Relationship
Activity 5
Are there differences and/or similarities
between management and administration?
Class discussion!
Management as universal process
It is a process by all managers everywhere in
the world because all managers engage in
certain interrelated activities in order to
achieve their desired goals. These processes
are the planning, leading, controlling and
organising
Importance of management (managers) in
organizations
Organizations can be described as the social
arrangement for the controlled performance of
collective goals. This definition suggests the need
for management for every organization. This is
because:
1) Objectives have to be set for the organization
2) Somebody has to monitor progress and results
to ensure the objectives are met
3) Somebody has to communicate and sustain
corporate values, ethics and operating principles
Importance Cont.’
4) Somebody has to look after the interests
of the organization’s owners and other
stakeholders
Level of Managers
1) First-Line Managers: They are those who are
responsible for supervising the work of the
operating employees. They do not supervise other
managers. Supervisors and foremen are examples
of this rank.
2) Middle level managers: They are those
responsible for other managers and sometimes the
operating employees as well. They execute the
strategies and the policies of top level managers
and also co-ordinate the work of first-line
managers and the determine the goods or services
to be produced
Level of Managers Cont.’
3) Top level managers: They are those who
determine the overall direction of the
organization
4) Strategic managers: They are concerned
with determination of the long term goals of
the organization and how the organization
interact with external environment
Level of Managers Cont.’
Others based on Functions
1) Marketing managers
2) Finance managers
3) Human resource managers
Other Managers
General Managers: They the ones
responsible for activities such as production,
marketing, accounting and so on
Managerial Roles
1)
2)
3)
4)
5)
6)
7)
8)
9)
Interpersonal roles
Informational roles
Decisional roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Managerial Roles
10) Entrepreneurial
11) Disturbance handler
12) Resource allocator
13 Negotiator
Managerial Skills
1) Technical competence
2) Social & human skills
3) Conceptual ability
Activity 6
Mention some of the factors that affect the
work of a manager.
Class discussion!
Activity 6: Hint- Factors affecting the work of
managers
1) The nature of the organisation, its
philosophy, objectives and size
2) The type of structure
3) Activities and tasks involved
4) Technology and methods of performing
work
5) The nature of people employed
6) The level in the organisation at which the
manager is working
Ten key strategies for managers of the future
1. Developing leadership
2. Driving radical change
3. Reshaping culture
4. Achieving constant renewal
5. Making team working work
9. Achieving total management quality
10.Keeping the competitive edge
Managerial performance : Some indicators
1) Efficiency
2) Effectiveness
3) Economy of activities
End of Lecture
Cheers!