Introduction To Management: Sayeed Hasan

INTRODUCTION TO
MANAGEMENT
Sayeed Hasan
MBA, University of Texas-Rio Grande Valley
Lecturer, CIU Business School
Productivity=Output/Input
Definitions of Management
• Coordinating and overseeing the work activities of others so their activities are completed
efficiently and effectively.
- Robbins and Coulter
• “Management is the process of reaching organizational goals by working with and through
people and other organizational resources”.
- Certo and Certo
• "Management is the process of planning, organizing, leading, and controlling an

organization's human, financial, physical, and information resources to achieve organizational
goals in an efficient and effective manner”.
- Weihrich and Koontz
• “Management can be defined as a set of activities (including planning and decision making,
organizing, leading, and controlling) directed at an organization's resources (human, financial,
physical, and information), with the aim of achieving organizational goals in an efficient and
effective manner”.
- Griffin
Efficiency and Effectiveness in Management
• Efficiency refers to getting the most output from the least amount of inputs. It’ is
often referred to as “doing things right”— that is, not wasting resources.
• Effectiveness means making the right decisions and successfully implementing
them. It is often described as “doing the right things”— that is, doing those work
activities that will help the organization reach its goals.
• Whereas efficiency is concerned with the means of getting things done,
effectiveness is concerned with the ends, or attainment of organizational goals.
• The concepts of managerial effectiveness and efficiency are obviously related; and both are
essential to maximize organizational success.
• However, a manager can be effective without being efficient, and vice versa.
Management in Organizations
• Basic managerial activities include planning and decision making, organizing,

leading, and controlling.
• Managers engage in these activities to combine human, financial, physical, and
information resources efficiently and effectively and to work toward achieving the
goals of the organization.
Management Functions
• Management involves four basic activities/functions- planning and decision making,
organizing, leading, and controlling.
• These four functions make up the ‘management process’.
• It is important to note, however, that the functions of management do not usually
occur in a tidy, step-by-step fashion. Most managers engage in more than one
activity at a time and often move back and forth between the activities in
unpredictable ways.
• Planning and Decision Making (Determining Courses of Action)
• Planning: Setting an organization's goals and deciding how best to achieve them.
• Decision making: Part of the planning process that involves selecting a course of action from a set of
alternatives.
• Planning reflects the vision of an organization. It means formulating the management’s future course of
action with a view to achieving the organization's objectives and goals.
• Organizing (Coordinating Activities and Resources)

• Organizing: Determining how activities and resources are to be grouped.
• Organizing includes arranging and distributing work, authority and resources among the members of the
organization in order to accomplish the goals best.
• Leading (Motivating and Managing People)

• Leading: The set of processes used to get members of the organization to work together to further the
interests of the organization.
• Leading draws all the members working in the organization into an intimate relationship. The manager also
persuades others to join in the common pursuit of the enterprise’s future goals.
• Controlling (Monitoring and Evaluating Activities)

• Controlling: Monitoring organizational progress toward goal attainment.
• Controlling involves measuring performance against goals and plans and helping correct deviations from
standards.
Mintzberg’s Managerial Roles
• Henry Mintzberg, after observing day-
to-day activities of actual
managers/CEOs, concluded that
managers play ten different roles.
• These ten roles fall into three
categories: interpersonal, informational,
and decisional roles.
Examples of Activities in Different Managerial Roles:

• Interpersonal Roles are primarily social in nature.
• Figurehead: Performs symbolic duties; Takes visitors to dinner; Attends ribbon-cutting
ceremonies, employee retirement ceremonies, etc.
• Leader: Works to hire, train, and motivate employees to increase productivity .
• Liaison/Coordinator: Relates to others outside the group or organization; Coordinates
activities of two committees, etc.
• Informational Roles involve collecting, receiving, and disseminating information.
• Monitor: Scans industry reports for information about competition
• Disseminator: Transmits information to others; Sends out memos outlining new
policies, etc.
• Spokesperson: Speaks on behalf of the organization about plans, policies, actions, and
results; Holds press conference to announce new plant, etc.
• Decision-Making Roles revolve around making choices.

• Entrepreneur: Develops idea for new product or new business opportunities; Initiates
change, such as innovations or new strategies within the organization.
• Disturbance Handler: Takes corrective actions during crises; Helps settle disputes
between various parties, such as other managers and their subordinates.
• Resource Allocator: Allocates budget requests; Provides funding and other resources
to units or people, etc.
• Negotiator: Represents the organization in negotiating agreements with parties from
both outside and inside the organization.
Management Levels
• CEO, COO
• Chief information/ technology officer
• Other chiefs in strategy (or corporate development) and
marketing (or branding)
• Executive Director
• President, Vice President, Vice President etc.
• Divisional Manager
• Regional Manager
• Branch Manager
• Plant/Factory Manager
• Supervisor
• Team Leader
• Department Head
Management Skills
• In general, most successful managers have a strong combination of technical,
interpersonal, conceptual, and diagnostic skills.
• Technical skill: The ability to perform a specialized task involving a particular

method or process.
• Interpersonal Skills: The ability to lead, motivate, and communicate effectively
with others.
• Conceptual Skills: The ability to think in the abstract and to see the “big picture.”
• Diagnostic Skills: The ability to identify and resolve problems for the benefit of the
organization.
Managerial Skills at Different Organizational Levels
*Note:
• The optimal skills mix tends to vary with the manager’s level in the organization.
• The mix of needed skills can vary depending on economic circumstances.
References:
• Robbins, S. P. and Coulter, M. (2016) Management. 13th ed. Harlow: Pearson
Education Limited.
• Griffin, R. W. (2016) Fundamentals of Management. 8th ed. Boston: Cengage
Learning.
• Certo, S. C. and Certo, S. T. (2016) Modern Management: Concepts and Skills.
14th ed. Harlow: Pearson Education.
• Gomez-Mejia, L. R. and Balkin, D. B. (2012) Management. New Jersey: Prentice
Hall)

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INTRODUCTION TO

• "Management is the process of planning, organizing, leading, and controlling an

• Basic managerial activities include planning and decision making, organizing,

• Organizing (Coordinating Activities and Resources)

• Leading (Motivating and Managing People)

• Controlling (Monitoring and Evaluating Activities)

Examples of Activities in Different Managerial Roles:

• Decision-Making Roles revolve around making choices.

• Technical skill: The ability to perform a specialized task involving a particular

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