MANAGEMENT

AN
OVERVIEW
 Management: An Overview
In this chapter we will discuss:

 Definitions of Management
 The Role of Management
 Functions of Managers
 Levels of Management
 Management Skills and Organizational
Hierarchy
 Approaches to Management
 DEFINITIONS OF MANAGEMENT
 Harold Koontz and Heinz Weihrich define
management as “the process of designing and
maintaining an environment in which individuals,
working together in groups, efficiently accomplish
selected aims.”

 Louis E. Boone and David L. Kurtz define

management as “the use of people and other
resources to accomplish objectives.”
DEFINITIONS OF MANAGEMENT

 Dalton E. McFarland defines management as “a

process, by which managers create, direct,
maintain, and operate purposive organizations
through systematic, coordinated, cooperative
human effort.”

 Mary Parker Follet termed management as “the

act of getting things done through people.”
Key Aspects of the Management Process
Mintzberg's 10 Managerial Roles
 Interpersonal

 Informational

 Decisional
 LEVELS OF MANAGEMENT

 Top Level

 Middle Level

 First Level
 Top Management
 Develops and reviews long-range plans and
strategies.

 Evaluates overall performance of various

departments and ensures cooperation.

 Involved in selection of key personnel.

 Consults subordinate managers on subjects or

problems of general scope.
 Middle Management
 Makes plans of intermediate-range and prepares long-range
plans for review by top management.

 Analyzes managerial performance to determine capability and

readiness for promotion.

 Establishes departmental policies.

 Reviews daily and weekly reports on production or sales.

Counsels subordinates on production, personnel or other
problems.

 Selects and recruits personnel.

 Supervisory Management
 Makes detailed, short-range operational plans.

 Reviews performance of subordinates.

 Supervises day-to-day operations.

 Makes specific task assignments.

 Maintains close contact with employees involved in

operations.
 MANAGEMENT SKILLS AND
ORGANIZATIONAL HIERARCHY

Relative Need for the Main Categories of Skills

Adapted from “The Role of the Supervisor,” Open Learning Agency

 CHARACTERISTICS/
LIMITATIONS
CONTRIBUTIONS

EMPIRICAL OR CASE APPROACH

Situations are all different. No
Studies experience through cases. attempt to identify principles.
Identifies successes and failures. Limited value for developing
management theory.
INTERPERSONAL BEHAVIOR APPROACH
Focus on interpersonal behavior, Ignores planning, organizing, and
human relations, leadership, and controlling. Psychological training is
motivation. Based on individual not enough to become an effective
psychology. manager.
GROUP BEHAVIOR APPROACH
Emphasis on behavior of people in Often not integrated with
groups. Based on sociology and social management concepts, principles,
psychology. Primarily study of group theory and techniques. Need for
behavior patterns. The study of large closer integration with organisation
groups is often called “Organization structure design, staffing, planning
behavior”. and controlling.
 COOPERATIVE SOCIAL SYSTEMS APPROACH
Too broad a field for the study of
management. At the same time, it
Concerned with both interpersonal and
overlooks many managerial
group behavioral aspects leading to a
concepts, principles, and techniques.
system of cooperation. Expanded
concept includes any cooperative
group with a clear purpose.

SOCIO TECHNICAL SYSTEMS APPROACH

Emphasis only on blue-collar and
lower-level office work. Ignores
Technical system has great effect on much of other managerial
social system (personal attitudes, knowledge.
group behavior). Focus on production,
office operations, and other areas with
close relationships between technical
system and people.
 DECISION THEORY APPROACH
Focus on the making of decisions, There is more to managing than
persons or groups making decisions, making decisions. The focus is at the
and the decision-making process. same time too narrow and too wide.
Some theorists use decision-making
as a springboard to study all
enterprise activities. The boundaries
of study are no longer clearly defined.
SYSTEMS APPROACH
Systems concepts have broad Analyses of the interrelatedness of
applicability. Systems have systems and subsystems as well as
boundaries, but they also interact with the interactions of organizations with
the external environment i.e. their external environment. Can
organizations are open systems. hardly be considered a new approach
Recognizes importance of studying to management.
interrelatedness of planning,
organizing and controlling in an
organization as well as the many
subsystems.
How Managers Spend Their Time

How Managers Spend Their Time