CHAPTER 2 – INTRODUCTION TO MANAGEMENT

LEARNING OBJECTIVES:
1. To define management.
2. To know who are managers.
3. To learn the importance of studying management.
4. To determine what great managers do.
5. To see how the manager’s job is changing.

History of word “Management”

From Italian word, maneggiare which means to handle especially tools and Latin word, manus which means hand
Originally Mesnagement, which later became management
French influenced the development in meaning of the English word, management in the 17th and 18th centuries

Various definition of Management

 activities of setting the strategy of an organization and coordinating the efforts of its employees or of
volunteers to accomplish its objectives through the application of available resources, such as financial,
natural, technological, and human resources.
 Is the act of getting people together to accomplish desired goals and objectives using available resources
efficiently and effectively
 A human action, including design, to facilitate the production of useful outcomes from a system”
 Is the organization and coordination of the activities of an enterprise in accordance with certain policies
and in achievement of clearly defined objectives
 Is often included as a factor of production along with machines, materials, and money
 Comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling,
and directing the firm’s resources to achieve the policy’s objectives.
 It is the process of dealing with on controlling things or people
 -The process of organizing and coordinating a company's activities in order to achieve specific goals.
Along with machines, materials, and money, management is frequently included as a factor of production.
 the basic task of management includes both marketing and innovation. (Management guru, Peter Drucker,
1909-2005)

Practice of modern management originates from the 16th century study of low efficiency and failures of certain
enterprises, conducted by the English statesman Sir Thomas Moore (1478-1535).

People behind the different theories of management:

1. Peter Ferdinand Drucker (Nov. 19, 1909 to Nov. 11, 2005): Father of Management Theory
 2. Henri Fayol (Istanbul, 29 July 1841–Paris, 19 Nov. 1925): Father of Modern Management

3. Frederick Winslow Taylor (March 20, 1856 – Mar. 21, 1915): Father of Scientific Management

Concept of Management
-Management is an executive act that actively directs the human effort to a common goal.
-Management is considered as an art as well as a science.
-The main role of the management is to apply the knowledge and analytical approaches developed by numerous
other disciplines.

Who are Managers?

Managers
Are responsible for the processes of getting activities completed efficiently with and through other people and
setting and achieving the firm’s goals through the execution of four basic management functions: planning,
organizing, leading, and controlling. Both sets of processes utilize human, financial, and material resources.

Different Types of Managers:

1. Top managers – responsible for developing the organization’s strategy and being a steward for its vision and
mission. A second set of managers includes functional, team, and general managers.

2. Functional managers – responsible for the efficiency and effectiveness of an area, such as human resources or
supply section, accounting or marketing.
Supervisory or team managers – responsible for coordinating a subgroup of a particular function composed of
members from different parts of the organization or a team

a. Line manager – leads a function that contributes directly to the products (sometimes called as product
manager) or services (often called as service manager) the organization creates. Example, a line manager
(often called a product, or service manager) at Procter & Gamble (P&G) is responsible for the production,
marketing, and profitability of the Tide detergent product line.

b. Staff manager – leads a function that creates indirect inputs such as finance and accounting that serve a
supporting role in the production of final product or service a customer buys. For example, finance and accounting
are critical organizational functions but do not typically provide an input in to the final product or service a customer
buys, such as a box of Tide detergent. Instead, they serve a supporting role.

3. General manager – responsible for managing a store or business unit who make decisions across different
functions, and take direction from their top executives before setting up specific goals for their own
departments. They typically must make decisions across different functions and have rewards tied to the
performance of the entire unit (ex. store, business unit, product line, etc.). General managers take direction
from their top executives. Theymustfirstunderstandtheexecutives’overallplanforthecompany.Then they set
specific goals for their own departments to fit in with the plan. The general manager of production, for
example, might have to increase certain product lines and phaseout others. General managers must
describe their goals clearly to their support staff.

The supervisory managers see that the goals are met.

A project manager has the responsibility for the planning, execution, and closing of any project. Project managers
are often found in construction, architecture, consulting, computer networking, telecommunications, or software
development.

Managerial Roles
 Traditional Views Hierarchical relationship among layers of management and managers and employees
Contemporary Views
 Top managers support and serve other managers and employees through empowerment
Empowerment
 the process to enable or authorize a person to think, behave, take action, and control work and decision
making in autonomous ways.

Why Study Management?

Management teaches you to understand how people behave in organizations, and the nature of power, influence
and leadership. Whether you aim to be self-employed, an entrepreneur, head your own company; or to work for
private business, not-for-profit organizations or government agencies – Management gives you the tools for
success!

1. Study management and work in-and-through organizations – Your effectiveness as a manager will surely depend
on your understanding of the organization you work in, and how to get things done through it.
2. Learn about organizations and individuals in management – As a manager, you need to understand how people
behave in your organization, the sources of power and influence, and the nature of leadership.
3. Connect to the world – Management can take you places as your career could take you to one of the great
centers of global economic activity, may it be in New York, London, Tokyo, and many more.
4. Discover how organizations work – If you learn to understand organizations better, you can surely make them
work for you.
5. Learn how to be a manager, or manage your own business – Through management, you will learn how to
become a manager or be your own boss.
 What Great Managers Do?

1. The game of chess

• Managers try to turn ability in to performance
• Put people into roles and shifts that will allow them to shine and to avoid putting clashing
personalities

2. Great managers are Romantic

• “The ability to keep tweaking roles to capitalize on the uniqueness of each person is the essence
of great management” (Markus Buckingham)

4 ways why capitalizing is good

 Capitalizing uniqueness saves time
 Capitalizing on uniqueness increases accountability
 Build stronger sense of team
 Creates a healthy degree of disruption

3. The Three Levers: What need to know about each of your direct reports
• What are his or her strengths?
• What will triggers that activate those strengths?
• What is his or her learning style?

4. Make the most of strengths

• To find the strength ask simple, open ended questions like “What was the best day you’ve had at
work in the past three months?”
• Focus on strengths

5. Triggering the strength

• The right trigger will push employee to work harder and persevere
• The most powerful trigger by far is recognition, not money

6. Tailor 3 learning style

1. Analyzing
 Understanding by dissecting, examining
 Comfort in knowing everything possible
 Needs time and information
2. Doing - Trial and error
3. Watching
 Observing in its entirety
 Seeing everything is important

How the Manager’s Job is Changing?

The default dimensions of a manager come from the basic functions outline by management theorist Henri
Fayol: planning, organizing, staffing, directing, and controlling. However, managers in today’s generation must
move away from the friendly confines of these five tasks in order to help organizations meet the current challenges:

1. Directive to instructive – According to Jack Ma, co-founder of the Alibaba Group in China, “Everything we
teach should be different from machines. If we do notchange the way we teach, 30 years from now we will
be in trouble.” He is actually referring to the learning of the workforce in the organization, and not the
knowledge that these people earn through education. In other words, everything must be learned from the
manager since he is the central champion of learning in its broadest sense.
 3. Restrictive to expansive – In this current world of business, managers must not restrict employees’ ability to
develop their thinking and decision making. Hence, micromanage is now discouraged. Managers must encourage
their people to speak out especially when it comes to unfolding the competition.

3. Exclusive to inclusive – Managers must discover the capabilities of their people in the organization. Thus,
ask them about their views, integrating their experiences, and imagining different futures about the business. In this
way, managers may be able to bring a diverse set of thinking styles to bear on the challenges they face.

4. Repetitive to innovation – Needless to say, every organization needs managers who are able to think much
more about innovating all the time and not only during challenges. As Idris Mootee, CEO of Idea Couture, Inc. said:
“When a company is expanding, when a manager starts saying ‘our firm is doing great’, or when a business is
featured on the cover of a national magazine --- that’s when it’s time to start thinking. When companies are under
the gun and things are falling apart, it is not hard to find compelling reasons to change. Companies need to learn
that their successes should not distract them from innovation. The best time to innovate is all the time.”

5. Problem solver to challenger – This simply means that a manager must now involve every employee in the
organization in coping up with the challenges of time. Instead of solving problems alone, challenge your employees
to discover new and better ways to grow by reimagining the best of what’s been done before. Teach your
employees to understand what challenges to pursue, and solicit their ideas on how they tend to think about and
respond to those challenges.

6. Employer to entrepreneur – When we say entrepreneur, we always think of a person with a heart. Therefore,
we want a manager to be become truly human again. Thus, nowadays, a manager must be a person who love to
learn and love to teach wholeheartedly, who liberate and innovate, who include others in the process of thinking
imaginatively, and who challenge the people within the organization to create a better business resulting to a better
world. Through this mindset, all organizations will be more futuristic --- more vibrant, alert, and playful.

The Changing Roles of Management and Managers

References:

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