This document provides an introduction to management. It defines management as the process of consolidating resources to achieve organizational goals. It then outlines the evolution of management theories including classical, behavioral, quantitative, systems, and contingency perspectives. It discusses the importance of management in achieving goals, utilizing resources efficiently, addressing challenges, and establishing equilibrium. The core functions of management are identified as planning, organizing, leading, and controlling. Key skills for managers are conceptual skills, communication skills, effectiveness skills, and interpersonal 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. 1. 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. 2. 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. 3. 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. 4. 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. 5. 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
● Organizing
● Leading
● Controlling

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.