Introduction
to
Management
Session Extracts
Ajantha Dharmasiri
Inputs from the Environment
The Management Process
Planning Organizing Leading Controlling
Physical
Resources
Financial
Resources
Goal
Attainment
Information
Resources
Human
Resources
Efficiency & Effectiveness
Efficiency
vs
Effectiveness
E
+
E
=
P
Resource Use
Efficiency vs Effectiveness
Efficient
Inefficient
Not reaching goals
Reaching goals
Not wasting resources
Not wasting resources
Not reaching goals
Reaching goals
Wasting resources
Wasting resources
Ineffective
Goal Accomplishment
Source: Certo, 2003
Three Levels of Effectiveness
Effective
is a set of activities,
including
planning,
organising,
leading
and
controlling
directed at an
Organisation’s
human,
financial,
physical
and
information
resources,
with the aim of
achieving organisational goals in
an efficient and effective manner.
Management
Human Progress
Stone Age
Agricultural Era
Industrial Era
Information Era
Knowledge Era
Management in Ancient Times
•
Jathaka Stories
•
Bible – Old Testament
•
Pyramids in Egypt
•
Innovation in China
•
Hydraulic Civilization in Sri Lanka
Four Functions of Management
Planning
Organizing
Controlling
Leading
Levels of Management
Top
Managers
Middle
Managers
First-line Managers
Non-management
Management
Types Vertical
12
Management Types - Horizontal
• Functional Managers
– Responsible for a department that performs
a single functional task and
– Has employees with similar training and skills
• General Managers
– Responsible for several departments that
perform different functions
13
Managerial Skills
Conceptual skills:
1. Analytical and diagnostic
2. Envisioning future
Human skills:
1. Understand others
2. Influence others
Technical skills:
1. Job specific. E.g. Marketing
2. Specialized
Skill Type Needed by Manager Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual
Human
Technical
Managerial Roles
• Described by Mintzberg (1971).
– A role is a set of specific tasks a person
performs because of the position they hold.
• Roles are directed inside as well as
outside the organization.
• There are 3 broad role categories:
1. Interpersonal
2. Informational
3. Decisional
Interpersonal Roles
• Roles managers assume to coordinate
and interact with employees and provide
direction to the organization.
– Figurehead role: symbolizes the organization
and what it is trying to achieve.
– Leader role: train, counsel, mentor and
encourage high employee performance.
– Liaison role: link and coordinate people inside
and outside the organization to help achieve
goals.
Informational Roles
• Associated with the tasks needed to
obtain and transmit information for
management of the organization.
– Monitor role: analyzes information from both
the internal and external environment.
– Disseminator role: transmits information to
influence attitudes and behavior of
employees.
– Spokesperson role: use of information to
positively influence the way people in and out
of the organization respond to it.
Decisional Roles
• Associated with the methods managers
use to plan strategy and utilize
resources to achieve goals.
Entrepreneur role: decide new projects or programs to
initiate and invest.
– Disturbance handler role: assume responsibility for
handling an unexpected event or crisis.
– Resource allocator role: assign resources between
functions and divisions, set budgets of lower managers.
– Negotiator role: seek to negotiate solutions between
other managers, unions, customers, or shareholders.
–
Managerial Roles – Summary
Category
Role
Interpersonal
•
•
Figurehead
Leader
Liaison
Attending ribbon-cutting ceremony for new
plant
Encouraging employees to improve
productivity
Coordinating activities of two project
groups
•
Monitor
•
Disseminator
•
Spokesperson
Scanning industry reports to stay abreast
of developments
Sending memos outlining new
organizational initiatives
Making a speech to discuss substantive
issues
•
Entrepreneur
Disturbance Handler
Resource person
Negotiator
•
Informational
Decisional
Sample Activities
•
•
•
Source : Mintzberg (1971)
Developing new ideas for innovation
Resolving conflict between two
subordinates
Reviewing and revising budget requests
Reaching agreement with a key supplier or
labour union
Points to Ponder…
Understanding the concepts
Application of your skills
Making your roles more
effective