This document is a chapter on introduction to management. It discusses key concepts such as the difference between managers and operative employees, definitions of management, efficiency and effectiveness. It also outlines learning outcomes, types of managers, management functions, skills required for managers, and the historical roots of management practices.

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INTRODUCTION TO
MANAGEMENT
CLIENT WILLIAM M. MALINAO

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1. Describe the difference between managers and
operative employees.
2. Explain what is meant by the term management.
3. Differentiate between efficiency and effectiveness.
4. Describe the four primary processes of
management.
5. Classify the three levels of managers and identify
the primary responsibility of each group.
L E A R N I N G O U T C O M E S
After reading this chapter, I will be able to:

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6. Summarize the essential roles performed by
managers.
7. Describe the four general skills necessary for
becoming a successful manager.
8. Realize the value of studying management.
L E A R N I N G O U T C O M E S (cont’d)
After reading this chapter, I will be able to:

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MANAGEMENT
– The process of getting things done, effectively and
efficiently, through and with other people
– Efficiency
– Effectiveness

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Effectiveness
Efficiency
Getting work
done through
others

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MANAGEMENT IS????
SCIENCE ART
MANAGEMENT IS BOTH SCIENCE AND ART
OR

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• Definition of Objectives
Formulation of Plans
Implementation of Plans
Development for the future
ORGANIZATION
ADMINISTRATION
• Direction of daily Activities
• Coordination of Resources
• Supervision for efficiency and
attainment of objectives

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PEOPLE DIFFERENCES
• Operatives
– People who work directly on a job or task and
have no responsibility for overseeing the work of
others
• Managers
– Individuals in an organization who direct the
activities of others

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TYPES OF
MANAGERS

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Top Level Management
Middle Level Management
First-Line
Management
CEO
COO
CIO
General Mgr
Plant Mgr
Regional Mgr
Office Manager
Shift Supervisor
Department Manager
Team Leader

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IDENTIFYING MANAGERS
• First-line managers
– Supervisors responsible for directing the day-to-day
activities of operative employees
• Middle managers
– Individuals at levels of management between the first-line
manager and top management
• Top managers
– Individuals who are responsible for making decisions about
the direction of the organization and establishing policies
that affect all organizational members

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FUNCTIONS/PROCESS

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MANPOWER
MONEY
MACHINE
MATERIALS
METHODS
MANAGEMENT
MESSAGES
MARKETS
MOTIVATION
PLANNING ORGANIZING
LEADING CONTROLLING
RESOURCES MANAGEMENT FUNCTIONS
END RESULTS
OBJECTIVES/GOALS

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Distribution of Time per Activity by Organizational
Level

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Mintzberg’s Managerial Roles
• Interpersonal
– Figurehead
– Leader
– Liaison
• Informational
– Monitor
– Disseminator
– Spokesperson
• Decisional
– Entrepreneur
– Disturbance hander
– Resource allocator
– Negotiator

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• Conceptual skills
– A manager’s mental ability to coordinate all of the organization’s
interests and activities
• Interpersonal/Human skills
– A manager’s ability to work with, understand, mentor, and motivate
others, both individually and in groups
• Technical skills
– A manager’s ability to use the tools, procedures, and techniques of a
specialized field
• Political skills
– A manager’s ability to build a power base and establish the right
connections
SKILLS FOR MANAGERS

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Core skills and their use in the different levels
Conceptual skills
Human skills
Technical skills
Managerial levels
Lower Middle Top

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WHY STUDY
MANAGEMENT?????
• UNIVERSALITY OF MANAGEMENT
• THE REALITY OF WORK
• ENTREPRENEURSHIP

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HISTORICAL ROOTS OF
MANAGEMENT PRACTICES

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CONTINGENCY APPROACH
The situational approach to management that
replaces more simplistic systems and integrates
much of management theory.
“There is no one best way”

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Theories X and Y
 Theory X: classical theory
 Most people dislike work and responsibility,
they are motivated only by money and do not
care about the job.
 Close supervision is required and people must
be carefully controlled and coerced into
working
 Average person prefers direction

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 Theory Y: Modern Management Theory
 People often enjoy their work and will
exercise self-control at work.
 People are motivated by wanting to do a good
job and will do well if the opportunity is
presented
 People have capacity for imagination,
ingenuity, and creativity
 People enjoy expending physical and mental
effort in work as much as play and rest

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Frederick W. Taylor
– The Principles of Scientific Management (1911)
– Believed that increased efficiency could be
achieved by selecting the right people for the job
and training them to do it precisely in the one best
way.
– To motivate workers, he favored incentive wage
plans.
– Separated managerial work from operative work.

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TAYLOR FOUR PRINCIPLES OF
MANAGEMENT
• Develop a science for each element of an individual’s work, which
replaces the old rule-of-thumb method.
• Scientifically select and then train, teach, and develop the worker.
Heartily cooperate with the workers so as to ensure that all work is
done
• Divide work and responsibility almost equally between
management and workers.

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• Henry Gantt
– Incentive compensation systems
– Gantt chart for scheduling work operations

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– Henri Fayol (France)
• Fourteen Principles of Management: Fundamental or
universal principles of management practice
– Max Weber (Germany)
• Bureaucracy: Ideal type of organization characterized
by division of labor, a clearly defined hierarchy, detailed
rules and regulations, and impersonal relationships

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WEBERS IDEAL BUREAUCRACY
• Division of Labor
• Authority Hierarchy
• Formal Selection
• Formal Rules and Regulations
• Career Orientation

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