YARDSTICK
INTERNATIONAL
COLLEGE
YIC ONLINE program
1
Management Theories
and Practice
Gebre Sorsa (PhD)
2
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PICTURE HAVE GIVEN THEIR CONSENT AND DO SO TO YARDSTICK
INTERNATIONAL PLC ONLY.
Copyright © 2021
Yardstick International College
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Contents of the course
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MANAGEMENT: AN OVERVIEW
●
THE DEVELOPMENT OF MGT THOUGHT
●
MANAGERIAL DECISION MAKING
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THE PLANNING FUNCTION OF MANAGEMENT
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THE ORGANIZING FUNCTION OF MANAGEMENT
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THE STAFFING FUNCTION OF MANAGEMENT
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THE DIRECTING FUNCTION OF MANAGEMENT
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THE CONTROLLING FUNCTION OF MANAGEMENT
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Course Objective
This course enables students to:
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Define the term management, basic concepts and
principles of management.
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Explain the general overview of management in
relation to its importance, roles, skills and
universality
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Understanding the historical development of
management thought.
●
Acquire sound understanding of the nature and
practice of management.
●
Develop a comprehensive understanding of basic
concepts of management functions.
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CHAPTER
ONE
MANAGEMENT: AN OVERVIEW
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Objectives
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This chapter is mainly concerned with giving answers to the following
questions:
What is management?
Why is management important?
Is management a science or an art?
What Titles Do Managers Have?
What do managers do?
What Skills Do Managers Need?
Are all management jobs the same?
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Meaning And Definition Of Management
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Management refers to a group of people who are responsible for guiding
and controlling the organization (Managerial personnel).
●
Management is the process of running an organization (planning,
organization, staffing, directing, and discipline).
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Management is a body of knowledge, a discipline
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Management is a factor of production, economic resource as land, labour
and capital
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What Is Management?
Management is the
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art of getting things done through and with people in a formally organized
group.
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art of knowing what you want to do in the best and cheapest way.
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art of securing maximum results with a minimum of efforts so as to secure
maximum prosperity and happiness.
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utilization of scientifically derived principles to examine and improve
collective efforts or production.
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Process of planning, organizing, staffing, directing & controlling the use of
a firm's resources to effectively & efficiently attain its objectives.
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Effectiveness and Efficiency
Efficiency
Effectiveness
“Doing things right”
“Doing the right things”
•
•
Getting the most output for the
Attaining organizational goals
least inputs
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QUESTION TIME
What is the difference between Effectiveness
and Efficiency?
Which one is better?
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Why do the definitions of management differ?
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Management has various aspects.
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The theorists who had different areas of interest or training, defined
management from their perspective (engineering, sociology, psychology,
mathematics, etc)
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Management as a discipline is young and there is a lack of clarity of
concepts and principles.
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Who are managers?
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Persons in the position of authority who make decisions to commit (use)
their resources and the resources of others towards the achievement of
organizational objectives.
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They help other members of the organization and the organization itself to
set and reach goals and objectives.
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The work of managers is, therefore, to make people productive.
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Everybody is the manager of his/her time, energy and talents.
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How are Managers Different from
Nonmanagerial Employees?
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Nonmanagerial Employees
o
People who work directly on a job or task and have no responsibility
for overseeing the work of others.
o
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Examples, associates, team members
Managers
o
Individuals in organizations who direct the activities of others.
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Where Do Managers Work?
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Organization
o
A deliberate arrangement of people brought together to accomplish a
specific purpose.
o
Two or more persons engaged in a systematic effort to produce goods
and/or services
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Common Characteristics: distinct purpose, deliberate structure, and people
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Why is management important?
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Helps in setting objectives
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Optimum utilization of resources
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Keeps a close watch on changing technology being adopted in various
fields.
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Make decisions scientifically
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To ensure the coordination of individual efforts.
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Effective Administration
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Social Obligation: quality products at reasonable price.
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Develop analytical and conceptual ability of managers
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It affects the accomplishment of social, economical, political
organizational goal.
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Is management a science or an art?
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Science: systematized knowledge derived from observation, study, and
experimentation carried on in order to determine the nature and principles
of the subject under study.
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Management is not as comprehensive or as exact as the other pure
sciences.
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The reason is that the variables with w/c managers deal differ. Managers
deal with the human elements and the behavior of human beings is
unpredictable.
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Is management a science or an art?
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Art: the application of knowledge and skills to accomplish results”.
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Art is grounded in the knowledge or principles developed by science.
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A manager uses the knowledge of management theory while performing
his managerial functions.
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Management is an art b/c It is knowhow, it is the application of knowledge;
and it is doing things in the light of the realities of the situation.
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QUESTION TIME
Is management a science or an art? Why?
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19
Is management a science or an art?
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Management principles are not developed for the sake of knowledge. But,
their application for specific situation,
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Thus, in the art side of management managers make decisions and try to
solve problems based on their intuition experience, instinct and personal
insight.
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Management is therefore considered as both a science and an art.
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What Titles Do Managers Have?
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Top Managers
o
Responsible for making decisions about the direction of the
organization.
o
Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
o
Examples; President, Chief Executive Officer, Vice-President
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What Titles Do Managers Have?
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Middle Managers
o
Individuals who manage the work of first-line managers.
o
Manage the activities of other managers.
o
Examples; District Manager, Division Manager
First-line Managers
o
Responsible for directing nonmanagerial employees
o
Examples; Supervisor, Team Leader
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board of directors, executive committee and chief
executive, or president, or general manger, etc
divisional heads, department heads, section
heads, plant managers, branch management,
etc.
the largest managerial group in most
organizations
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Top – level Management Functions
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Establishing broad objectives, designing major strategies & outlining
Principal policies
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Providing effective organizational structure that insures integration
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Providing overall leadership and direction, & control of the organization
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Dealing with external parties such as the government, community,
business, etc. by representing the organization, and
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Analyzing the changes in the external environment and respond to it.
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Middle – level Management Functions
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Acting as intermediary between top and operating level management;
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Translating long-term plans of top management into medium range plans;
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Developing specific targets in their areas of reasonability;
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Developed specific schedules to guide actions and facilitate control;
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Coordinating inputs, productivity and outputs of operating level
management
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Operating – level Management Functions
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Plan daily and weekly activities based on the quarterly and yearly plans.
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Assign operating employees to specific tasks.
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Issue instructions at the workplace.
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Motivate subordinates to charge or improve their performance.
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Provide subordinates feedback about the ongoing performance.
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Take action to resolve performance problems.
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Identifying ways of improving communication among subordinates.
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QUESTION TIME
Managers
who
are
responsible
for
making
organization-wide decisions and establishing plans and
goals that move the whole organization are_____
A. Line Managers
B. Middle Level Managers
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C. Top
Level
Managers
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icons
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D. Operating Level Managers
E. All
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Functional and General Managers
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Functional managers are managers appointed to supervise single
operations which require specialized skills.
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E.g. Accountants, personnel, marketing and production managers
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General Managers are responsible for the overall operations of a more
complex unit, such as company or division.
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General Managers usually coordinate two or more departments and hold
functional managers accountable for their specialized areas.
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What Roles Do Managers Play?
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Roles are specific actions or behaviors
expected of a manager.
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They are an organized set of activities
belonging to an identifiable job that
give realism and systematize
managerial functions.
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Henry Mintzberg observed that a
manager’s job can be described by ten
roles performed by managers in three
general categories
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Managerial Roles: Interpersonal
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Figurehead: ceremonial activities—showing the flag greeting visitors,
signing legal documents, taking important customers to lunch, attending
social functional involving their subordinates like wedding, funerals,
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Leader: influencing or directing others—translating authority into actual
influence hiring, training, motivating and guiding
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Liaison: contacting others outside the formal chain of command—internal
and external
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Managerial Roles: Informational
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Monitor—seeking information to be aware of crucial developments
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Disseminator—receiving and sending information
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Spokesperson—representing the views of the unit for which the manager
is responsible
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Managerial Roles: Decisional
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Entrepreneur—exploring new opportunities
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Disturbance handler— seek solutions of various unanticipated problems
such as strikes, complaints, grievances, shortage of materials etc.
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Resource allocator—deciding how resources will be distributed. allocate
people, time, equipment, budget and other resources
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Negotiator—making accommodations with other units
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What Skills Do Managers Need?
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A skill is an acquired and learned ability to translate knowledge into
performance.
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It is an ability or proficiency in performing a particular task.
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Managerial skills are skills of a manageability of a manager to perform his
duties and responsibilities expertly.
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Robert Katz and others describe four critical skills in managing
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What Skills Do Managers Need?
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Conceptual Skills
o
Used to analyze complex situations. ability of a manager “to see” the
big picture of the organization
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Interpersonal Skills
o
Used to communicate, motivate, mentor and delegate. the ability to
work with other
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Technical Skills
o
Based on specialized knowledge required for work. the use of
knowledge, methods and techniques
o
e.g. engineers, accountants, computer programmers
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Skills Needed at Different Managerial Levels
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QUESTION TIME
The prime minister of Ethiopia has attended in Africa
Union Meeting of 2021 to represent Ethiopians issues to
the council. Which role does he played?
A. Liaison Role
B. Figurehead role
CREDITS: This presentation template was created by
C. Monitor
roleby Flaticon, infographics &
Slidesgo,
including icons
images by Freepik
D. Negotiator role
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Is The Manager’s Job Universal?
The previous discussions describe management as a generic activity. In
reality, a manager’s job varies with along several dimensions
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Level in the Organization
o
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Profit vs. Nonprofit
o
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Top level managers do more planning than supervisors
Management performance is measured on different objectives
Size of the Organization
o
Small businesses require an emphasis in the management role of
spokesperson
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Universal Need for Management
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Factors that have contributed
to the universal organization
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Managers perform the same functions irrespective of their level in the
organization, industry or country.
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There are certain universally applicable principles: unity of command,
division of work, limiting the number of persons to be supervised, the
principle of motivation etc.
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The fundamentals governing the management of a business, a church or a
university are the same.
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Management concepts are universal across organizational types.
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What Do Managers Do?
In the functions approach proposed
by French industrialist Henri Fayol, all
managers perform certain activities
or functions
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Four Management Functions
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Planning
o
Defining the organizational purpose and ways to achieve it
o
Maps out courses of action
o
Top-level management planning - Long –range planning
o
Lower level management planning – todays or tomorrow’s actions
Organizing
o
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Arranging and structuring work to accomplish organizational goals
Staffing:
o
locating prospective employees to fill the jobs created by the
organizing process.
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QUESTION TIME
Controlling functions Monitoring, comparing, and
correcting work performance as the standards of
____functions
A. Organizing
B. Leading
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D. Staffing
42
Four Management Functions
●
●
Leading
o
Directing the work activities of others
o
Motivating and encouraging employees
Controlling
o
●
Monitoring, comparing, and correcting work performance
Attempts to:
o
Prevent problems
o
Solve the problems that occur
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Management Activities by Organizational level
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Four Functions of Management
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Terms to Know
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Manager
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Controlling
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First-Line Managers
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Management Roles
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Middle Managers
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Interpersonal Roles
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Top Managers
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Informational Roles
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Management
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Decisional Roles
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Efficiency
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Technical Skills
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Effectiveness
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Human Skills
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Planning
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Conceptual Skills
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Organizing
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Organization
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Leading
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Universality Of Management
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QUESTION TIME
What did you understood from this chapter about
management?
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48
End of the chapter
THANK YOU!
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