MANAGEMENT

(EBM1013)
- LU1: Introduction to Management -

Prepared by: Mohd Uzairi

What do
managers
actually
do?

Lesson Objectives
By end of this lesson, students should be able
to
1.
2.
3.
4.
5.

Describe what management is

Explain the four functions of management
Explain the type of managers
Describe the skills needed in a manager
Explain management theories

What is
Manageme
nt?

Definition of Management
Management is getting work done
through others
Management involves coordinating
and overseeing the work activities of
others so that their activities are
completed efficiently and effectively.
Management is the attainment of
organizational goals in an effective
and efficient manner through
planning, organizing, leading and
controlling organizational resources.

Four Functions of Management

Monitoring
progress
towards goal
achievement
and make
corrective
actions if
needed.Controll
ing

Motivating and
inspiring
employees to
work hard to
achieve

Plannin
g

Functions
of
Managem
ent

Leading

Determine
organizational
goals, establish
strategies and
develop plans to
achieve them.
Organizi
ng

Determine what
needs to be
done, how it will
be done and
who will be do

Type of Managers
To

p CEO, COO, CFO, CIO, President, Vice President,

Head etc.
M Group
Responsible for the entire organization.
an Responsible for the direction of the organization
ag
Plant Managers, Regional Managers, General
er
Manager etc.
Responsible for BUs and major departments
Middle
s
Plan and allocate resources to meet
Managers
objectives

First-Line Managers

Team Leader

Office Manager, Department

Managers, Shift Supervisor etc.
Train and supervise the performance
of non-managerial employees who
are directly responsible for
products/service
Responsible for facilitating
team activities towards
accomplishing a goal
Help team members plan
and schedule work, solve
problems

Managerial Roles
Category

Role

Activity

Information
al

Monitor

Seek and receive info, scan periodicals and reports,

maintain personal contacts

Disseminator

Share info with others in their department or

organization; send memos and reports; make phone
calls

Spokesperson

Transmit info with outsiders through speeches,

reports, memos etc.

Figurehead

Perform ceremonial and symbolic duties such as

greeting visitors, signing legal documents, speaking
at the opening of new facility

Leader

Direct and motivate subordinates to accomplish

organizational objectives; train, counsel and
communicate with subordinates.

Liaison

Deal with people outside their units

Entrepreneur

Initiate improvement projects, identify new ideas,

delegate idea responsibility to others.

Disturbance
Handler

Take corrective actions during crises, resolve

conflicts, respond to severe problems that demand
immediate action

Resource

Decide who gets resources; schedule, budget, set

Interperson
al

Decisional

Management Skills
Conceptual Skills
The ability to analyze and diagnose a situation and to
distinguish between cause and effect
Ability to see organizational as a whole, to understand how
different parts of the company affect each other, and to
recognize how the company fits into or affected by external
environment

Human Skills

Ability to understand alter, lead and control the behavior of

other individuals and groups.
Ability to work well with others

Technical Skills
Ability to apply the specialized procedures, techniques, and
knowledge required to get the job done
Manufacturing, accounting, marketing, IT skills

Management Theories
Change in management practices occur when people seek
new ways to increase organizational efficiency and
effectiveness.
The driving force behind the evolution of management theory
is the search for better ways to utilize organizational
resources.

Activity: Management Theories

In a group, look for information and read about the
following topics:Theories

Keyword

Scientific
Management Theory

Job specialization and Division of Labor; F.W.

Taylor; Frank & Lillian Gilbreth; Andrew
Carnegie

Administrative
Management Theory

Max Weber; Webers Principles of

Bureaucracy; Henri Fayol; Fayols Principles of
Management

Behavioral
Management Theory

Mary Parker Follett; The Hawthorne Studies;

Theory X and Theory Y;

Management
Science Theory

Quantitative management; Operations

management; Total Quality Management;
Management Information Systems

Organizational
Environment
Summarize
what
Theory

Open system; Contingency Theory;

you understand (from your reading)

about all topics above in a single mind map.