Fundamentals of Management Introduction

Chapter 1
Introduction
By
Dr. Doaa Saleh
Fundamentals of Management Introduction

Objectives
1. An understanding of the importance of management to society and
individuals
2. An understanding of the role of management
3. An ability to define management in several different ways
4. An ability to list and define the basic functions of management
5. Working definitions of managerial effectiveness and managerial
efficiency.
Fundamentals of Management Introduction

Course Structure

Theories of Business
Introduction
Management Ethics
(Ch. 1)
(Ch. 2) (Ch. 3)
Fundamentals of Management Introduction

Role of Management
Is to guide organization towards its goals through its resources
Fundamentals of Management Introduction

Defining Management
• Process.
• Knowledge.
• Individuals.

• Management is the process of reaching organizational goals by

working with and through people and other organizational resources.
Fundamentals of Management Mental Break

The word “manager” origins

Manager

is a man or woman who is placed above you to use, abuse, reuse,

and/or recycle you until you age enough so they put you out to
pasture, where there is no grass left anymore 
Fundamentals of Management Introduction

Management Functions
• Planning.
• Organizing.
• Influencing.
• Controlling.
Fundamentals of Management Introduction

Management Functions - Planning

What to do? Remarks:
• What tasks to be performed? • Focus on attaining goals.
• When tasks to be performed? • Getting the right things done.
• How tasks to be performed? • Short term & long term Plans.

Common Mistakes:
• Not establishing objectives for all important organizational areas.
• Making plans that are too risky.
• Not exploring enough viable alternatives for reaching objectives.
Fundamentals of Management Introduction

Management Functions - Organizing

What to do? Remarks:
• Assign planned tasks to departments? • Individual success  Department.
• Create mechanism to execute tasks? • Department success  Organization.
• Assign given work to right people? • Should be adaptable & flexible.

Common Mistakes:
• Not establishing departments appropriately.
• Not emphasizing coordination of organization members.
• Establishing inappropriate spans of management.
Fundamentals of Management Introduction
Management Functions – Influencing
(motivating, leading, directing, or actuating)

What to do? Remarks:

• Guide people activities in an • Concerns with people.
appropriate directions? • Focus on increasing productivity.
• Motivate people (Major part)? • Keep in mind long term plans.

Common Mistakes:
• Not taking the time to communicate properly with organization members.
• Establishing improper communication networks.
• Being a manager but not a leader.
Fundamentals of Management Introduction

Management Functions - Controlling

What to do? Remarks:
• Measure organization performance? • Apply measurements verification.
• Compare to planned standards? • Consider planned alternative plans.
• If needed, apply improving changes? • Alternative plans effect.

Common Mistakes:
• Not monitoring progress in carrying out plans.
• Not establishing appropriate performance standards.
• Not measuring performance to see where improvements might be made.
Fundamentals of Management Introduction

Management Functions - Interrelationship

Fundamentals of Management Introduction

Organizational Resources
• Human.
• Raw materials.
• Assets/Capital.
• Monetary.
Fundamentals of Management Introduction

Organizational Resources
Fundamentals of Management Introduction

Managerial Effectiveness
• Refers to management’s use of organizational resources in meeting
organizational goals.
• The closer an organization comes to achieving its goals, the more
effective its managers are considered to be.
• In other words, it is doing the right things.
Fundamentals of Management Introduction

Managerial Efficiency
• Refers to the proportion of total organizational resources that
contribute to productivity during the manufacturing process.
• The higher this proportion, the more efficient is the manager.
• In other words, it is doing the things right.
Fundamentals of Management Introduction

Managerial Effectiveness & Efficiency

Fundamentals of Management Introduction

Flashback
Management
Planning Organizing Management Definition
Role

Management
Functions
Assets/
Human Capital
Influencing Controlling

Organizational
Resources
Effectiveness
Vs
Efficiency Raw Monetary
Materials
Fundamentals of Management Introduction

Objectives
1. An understanding of basic management skills and their relative
importance to managers
2. An understanding of the universality of management
3. Knowledge of skills that help managers become successful
4. Insights concerning what management careers are and how they
evolve
Fundamentals of Management Introduction

Management Skills
Henri Fayol

• Positive physical and mental qualities.

• Special knowledge related to operation.
Fundamentals of Management Introduction

Management Skills
B. C. Forbes

• Personal qualities.
 Enthusiasm.
 Earnestness of purpose.
 Confidence.
 Faith in their own worthiness.
Fundamentals of Management Introduction

Management Skills - Classic view

Robert L. Katz

• Technical Skills: ability to apply specialized knowledge & expertise to

work techniques & procedures.
• Human Skills: ability to work with people
• Conceptual Skills: ability to see the organization as a whole
Fundamentals of Management Introduction

Management Skills - Classic view

Conceptual Top Level

Skills Managers

Human Middle Level

Skills Managers

Technical Low Level

Skills Managers
Fundamentals of Management Introduction

Management Skills - Classic view

Fundamentals of Management Introduction

Management Skills - Contemporary view

Expansion for the classic view logically in 2 steps

1. Defining the major activities that managers typically perform.

2. Listing the skills needed to carry out these activities successfully.
Fundamentals of Management Introduction

Management Skills - Contemporary view

Major Modern Manager Activities

• Task-related activities: managing organization tasks.

• People-related activities: managing organization people.
• Change-related activities: modifying organization components.
 Fundamentals of Management Introduction

Management Skills - Higher Success Chances

Skills for
increasing the
probability of
management
success
Fundamentals of Management Introduction

Management Skills - Higher Success Chances

Skill Function Activity Skill Category
Clarifying roles Organizing/ Task/People Technical/Human
Planning
Monitoring Controlling Task/Change Technical
operations
Short-term Planning Task Conceptual
planning
Consulting Planning/ People Human/Conceptual
Influencing
Supporting Influencing People Human/Conceptual

Recognizing Controlling People Technical/Human

Developing Influencing People Human/Technical

Fundamentals of Management Introduction

Roll Up
Task- People-
Enthusiasm Confidence related related

Management
Personal Skills -
Qualities Contemporary
Technical View
Skills
Earnestness Worthiness
of purpose faith Change-
related
Management
Skills -
Classic View
Management
Management Career
Universality Evolvement
Conceptual Human
Skills Skills
Fundamentals of Management Introduction

Overview

Introduction Theories of Business

Management Ethics
(Ch. 1)
(Ch. 2) (Ch. 3)