management skills

1. INTRODUCTION TO
MANAGEMENT
UNIT 1a

3. DEFINE MANAGEMENT
❖ Management can be defined as the process of
consolidating and managing resources effectively and
efficiently in an effort to achieve the goals of the
organization.

4. EVOLUTION OF MANAGEMENT
THEORIES
●Classical perspectives
●Behavioural
Perspectives
●Quantitative
Perspectives
●Systems Perspectives
●Contingency
Perspectives

5. Classical Perspectives
❖ Classical perspectives of management theories consist
of the following:
1. Scientific Management
2. Administrative Management
3. Bureaucratic Management

6. ● Scientific Management
- Scientific management views assumed that people are
primarily motivated by economic gains.
- Frederick Winslow Taylor (1856 – 1915), who was also
known as the ‘father’ of Scientific Management.
- Taylor focused on three areas:
- 1. Task Performance
- 2. Supervision
- 3. Motivation

7. ● Administrative Management
- Henri Fayol (1841-1945) was first an engineer before later
becoming a successful administrator in a large French
mining organization.
- Fayol believed that managers needed to understand the
basic management functions in order to be successful
managers.

8. ● Bureaucratic Management
- A concept developed by Max Weber (1864 – 1920) that
focused on ways to eradicate managerial inconsistencies
resulting from abuse of power which contributed to
ineffectiveness.

9. Behavioural Management
Perspectives
❖ Behavioural theorist mainly focused on the importance
of human behaviour in shaping management styles.
❖ These behavioural theorist believed that employees do
not respond rationally to rules, chain of authority and
economic, but must be guided by social needs, drives
and attitudes.

10. Quantitative Management
Perspectives
❖ An approach to management which involved the use
of quantitative techniques to improve decision making.
❖ Comprised several branches:
1. Management Science
2. Operations Management
3. Management Information System

11. ● Management Science
- A view that encouraged managers to use mathematical
tools, statistics and other quantitative techniques.
- To make management decisions and required them to use
computer models to find the best way of doing things,
saving money and time.

12. ● Operations Management
- A narrow branch of the quantitative approach to
management which focused on managing the processes of
transforming materials, labour and capital into useful
goods and services.

13. ● Management Information System
- A system which organizes past, present and projected data
from both internal and external sources.
- Processes it into usable information then makes it available
to managers at all organizational levels.

14. Systems Approach
❖ An approach which views an organization as “the big
picture” and considers external environment influences as
important.
❖ Two types of environment interactions are:
1. Open system
- Organizations must interact with external environment to
survive.
2. Closed – system
- Organizations do not interact with the environment.

15. ❖ It also looks at how different parts correlate to create
one whole, and explains how every separate unit is
harmoniously connected to form an efficient system
and create integration.

16. Contingency Approach
❖ An approach which believes that there is no one best
way to manage because situations will determine the
appropriate management actions and approaches to
take.
❖ Their aim is to find an approach that best fits the
situation.

17. IMPORTANCE OF MANAGEMENT
● Management Achieves Organizational
Goals
● Management Efficiently Utilizes
Resources
● Management Is Essential For Prosperity
Of Society
● Management Address The Challenges
of Management
● Management Establishes Equilibrium

18. 1. Management Achieves
Organizational Goals
❖ Management achieves this via assembling and
arranging these factors of production in an effective
manner to achieve the goals.
❖ Thus, these resources are coordinated, directed and
controlled in such a manner that works to attain the
goals.

19. 2. Management Efficiently Utilizes
Resources
❖ Management provides maximum utilization of scarce
resources by selecting its best possible usage in industry
through experts and professionals.
❖ Proper management also simplifies tasks, especially
difficult ones.

20. 3. Management is Essential for
Prosperity of Society
❖ By increasing the profits of a business, this also leads to
a better economy which in turn will be beneficial to
society.
❖ Apart from more employment opportunities and
income, society will benefit from improved standard of
living and welfare.

21. 4. Management Address the
Challenges of Management
❖ Management create a synergy of an organizations’
knowledge, experience, relationships, processes,
discoveries, innovation, and community influence.
❖ This helps to address the growing importance of
intellectual capital.

22. 5. Management Establishes
Equilibrium
❖ It enables the organization to keep in touch with
current developments, and adjust or adapt to changes
in its environment by changing internally.
❖ Management is responsible for the continual growth
and survival of any organization.

23. FUNCTIONS OF MANAGEMENT
● Planning
● Organiz
ing
● Leading
● Controll
ing

24. 1. Planning
❖ Planning is the process of defining goals, establishing
strategies and developing action plan to coordinate
activities towards accomplishing organizational goals.
❖ A lack of planning before engaging in any activity
implies recklessness, lack of judgement in the
performance of any work.

25. ❖ A manager first needs to define relevant objectives or
goals, and then develop policies and procedures to
guide those who will be doing the work.

26. 2. Organizing
❖ Organizing is the process of determining what needs to
be done, how it will be done and who is to do it.
❖ The organization allocates tasks to individuals
belonging to different departments.

27. ❖ Although these departments are under the charge of
different managers, they are interrelated by authority
relationships and come together to execute integrated
action.

28. 3. Leading
❖ Is define as the process of directing and influencing all
organizational members involved, motivating them and
resolving conflicts towards achieving organizational
goals.

29. ❖ Leading is largely a function of human relations and
motivation.
❖ It involves the process of influencing and using power
to get groups moving.

30. 4. Controlling
❖ Controlling can be defined as the process of
monitoring activities to ensure that they are
accomplished as planned.
❖ Controlling ensures qualitative and quantitative work
performance in completing plans and achieving
objectives in an organization.

31. ❖ Controlling as a process involve measurement,
evaluation and correction of performance in the light
of standards which are developed through planning.

32. SKILLS OF A MANAGER
●Conceptual Skills
●Communication
Skills
●Effectiveness Skills
●Interpersonal Skills

33. Conceptual Skills
✓ Ability to use information to solve business problems.
✓ Identification of opportunities for innovation.
✓ Recognizing problem areas and implementing
solutions.
✓ Selecting critical information from masses of data.
✓ Understanding of business uses of technology.

34. Communication Skills
✓ Ability to transform ideas into words and actions.
✓ Credibility among colleagues, peers, and subordinates.
✓ Listening and asking questions
✓ Presentation skills

35. Effectiveness Skills
✓ Contributing to corporate mission
✓ Negotiation skills
✓ Project management
✓ Setting priorities for attention and activity
✓ Time management

36. Interpersonal Skills
❖ Coaching and mentoring skills
❖ Diversity skills
❖ Networking within the organization
❖ Networking outside the organization
❖ Working in teams

37. CONCLUSION
❖ The reality that management is needed in all types and
sizes of organizations, at all organizational levels, in all
organizational areas, and in organizations in all
countries around the globe.