TOPIC 1: INTRODUCTION

Learning Outcomes:
1. Differentiate between managers and operative employees;
2. Explain the meaning of organisation management and the four
management
processes;
3. Classify the levels of management and explain the responsibilities of
each level;
4. Describe the different categories of managerial roles;
5. Identify skills that a manager should possess; and
6. State the relationship between management and other disciplines.

Introduction
1.1 Organisations
1.1.1 Purpose
1.1.2 People
1.1.3 Systematic Structure
1.2 Differences between Managers and Operative Employees
1.3 Levels of Management
1.3.1 First-line Managers
1.3.2 Middle Managers
1.3.3 Top Managers
1.4 What is Management?
1.5 The Management Process
1.5.1 Planning
1.5.2 Organising
1.5.3 Leading
1.5.4 Controlling
1.6 Managerial Roles
1.7 Level of Managerial Skills and Competencies
1.7.1 Conceptual Skills
1.7.2 Interpersonal Skills
1.7.3 Technical Skills
1.7.4 What Does Katz Say?
1.8 Relationship between Management and Other Disciplines

1.1 ORGANISATIONS
Purpose

or goal vary between organisations

People are those that achieve the goals
Systematic structure control the behaviour of people

1.2 DIFFERENCES BETWEEN

MANAGERS AND OPERATIVES
EMPLOYEES
Operatives employees
Workers who are responsible to carry out tasks without supersiving the
tasks of others
Manager

A person who directs the activities of other employees in an

organisation

1.3 LEVELS OF MANAGEMENT

Responsibility : to
interpret in detail the
goals set by top
managers to first-line
managers so that the
goals can be properly
accomplished

Top
Man
ager
s

Responsible for the

performance of an
organisation as a whole

Middle
Managers
-Give instructions and
supervise their
operative employees
-Do not supervise
other managers

First-line Managers

1.4 WHAT IS MANAGEMENT?

Definition : A process to achieve a goal in an
efficient and effective manner

K
E
Y
W
O
R
D

e
Proc
ss
Efficiency
- Carrying
out a task
in the
right way

Effectivene
ss
- Carrying
out the
right task
or the right
job

1.5 THE MANAGEMENT PROCESS

Process as all managers are involved in activities that
are inter-connected, with the aim of accomplishing set
objectives

Managers pre-determine
goals and their action
plans

To achieve organisational
objectives through a
thorought plan and not
one that is based on
impulse or gut-feeling

Organising

Planning

Managers coordinate
human and material
resources or
organisational resources
to accomplish a goal

Deciding how the task

must be done, reporting
mechanism and decision
makingManagers

Leading

The managers direct and

influence their
subordinates to carry out
the tasks assigned.

A planned
way of
carrying out
a task
Controlling

The process whereby

managers ensure that the
orgaisation is moving
towards achievement of
set objectives.

The proces of
monitoring- comparing
results- correcting

To identify the cause and

take corrective action as
needed

FUNCTION OF THE
MANAGEMENT PROCESS

MANAGERIAL ROLES
Role
Explanation
Activity
1. Interpersonal Managerial Role
(a) Figurehead
As a symbolic head, carrying out routine Ceremonial,
responsible
for
consultancy and social work.
receiving visitors, attending
wedding of a subordinate,
taking clients for lunch.
(a) Leader
Responsible for encouraging subordinates. Responsible for encouraging
Carries out duties of establishment and subordinates. Carries out duties
training.
of establishment and training.
(a) Liaison
Responsible for networking with external Carries out all duties related to
parties.
external parties.
2. Informational Role
(a) Monitor
Seeks and receives the latest information for Reads reports and printed
detailed understanding of the organisation materials
and
maintains
and the environment; serves as the referral personal liaison.
centre for parties within and outside the
organisation.
(a) Disseminator
Disseminates information from the workers Holds meetings, sends written
to other workers within the organisation.
or electronic memos.
(a) Spokesperson Disseminates information about plans, Holds annual general meetings,
policies and organisational action to provides information to the
external parties.
media.
3. Decisional Role
(a) Entrepreneur
Seeks opportunities for the organisation Organises
strategic
and
within the environment. Launches projects opportunistic
sessions
in
which initiate changes.
handling crises.
(a) Disturbance
Responsible for handling events beyond Organises strategic sessions to
Handler
normal control (like strikes and bankruptcy design new programmes.
of clients).
(a) Resource
Responsible for allocating resources within Carries out all activities related
Allocator
the organisation. Implements organisational to budgeting and programmes
decisions.
workers tasks.
(a) Negotiator
Responsible for large-scale negotiations.
Represents the organisation in

4 ESSENTIAL MANAGEMENT
SKILLS
Conceptual skills

The mental ability to analyse and diagnose a complex

situation.

Interpersonal skills
The ability to work, understand, lead and motivate
subordinates either individually or in groups.

Technical skills

The ability of a manager to utilise specialised knoeledge

and expertise.
Top managers focus on industrial aspects and a complete
understanding of the work process
Middle and lower management Detailed knowledge of the
work is vital

WHAT DOES KATZ SAY?

Althought all three skills are essential for effective management, their relative
importance depends on the level of management in the organisation.

Technical
skills

First-Line
Management

Interpersonal
skills

Conceptual
skills

Top Management

: RELATIONSHIP BETWEEN SKILLS AND

MANAGERIAL LEVELS
First Line
Middle
Top
Relative skills
Management Management Management
that are
needed for
effective
Conceptual Conceptual Conceptual
performance at
difference
Interpersona Interpersona Interpersona
levels of
l
l
l
management.

Technical

Technical

RELATIONSHIP BETWEEN MANAGEMENT

AND OTHER DISCIPLINES
Discipline

Relationship

(a) Anthropology

The study of society.

It is about mankind and their activities.
To understand the differences of culture, attitudes and behaviour
among people of various nations and organisations.

(a) Economics

Emphasises the provision and allocation of resources.

It is about economic changes and organisational roles in facing
globalisation.

(a) Philosophy

The study of values and ethics.

Ethics control human behaviour and ensure the right behaviour is
adhered to.

(a) Political Science

The study of individual and group behaviour within the ambit of

the political environment.
The study includes conflicts, empowerment, power manipulation
and individual interests.

(a) Psychology

Aims to measure, explain and sometimes change the behaviour of

mankind.

(a) Sociology

The study of humans and their relationship with each other.

It includes social changes as a result of globalisation, and

THE END~