fundamental of management

1. CHAPTER 1
INTRODUCTION TO MANAGEMENT

2. Define management
The importance of management
The levels of management
The management functions
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2
1
CHAPTER OUTLINES

3. 1.1 MANAGEMENT IN
ORGANIZATION

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Management
Institute of
Malaysia (MIM)
Ivancevich et al.
(1997)
Certo
(1997)
A process involves
several work activities
and functions that must
be followed and
completed by managers
in order to achieve
organizational goals.
A process to accomplish
organizational goals by
working with humans
and other organizational
resources.
Management is defined
as the process of
completing tasks
through and with other
people.
A process that is
conducted by one or
more individuals to
coordinate the work
activities of employees,
capital, raw material and
technology to achieve
results of high quality that
might not be achieved by
individuals working alone.
1.1.1 Definitions of Management

5. Manager
• Managers are defined as
individuals who are owners,
founders or employees in an
organization.

6. 3. Encourages teamwork & builds
team spirit
• Successful coordination of
various departmental activities
develop unity
6.Integrates various Interests
• Stakeholders have conflicting
interests and needs, thus
effecient management can
integrate these differences in
the organizational duties &
responsibilities
4. Improves work life quality
•Efficient design of job structure & effective
reward systems allow creativity, innovation &
career growth
•Employees will be satisfied and motivated
5. Meets the challenges of change
• Allows organization to come up
with solutions that can help
overcome threats or create
opportunities
1.Directs the Organization
• Setting up the mission, vision & goals
• Ensure right activities are carry
out correctly
2. Increases efficiency & effectiveness
• Various techniques to optimize the
use of resources, reduce wastage
and costs.
1.1.2 The Importance of Management
7.Contributes to
society’s prosperity
•Allows the creation of cheaper
& better products while
ensuring the scarce resources
are efficiently utilized
•Leads to better economy,
employment opportunities &
income  benefits the society

7. 7
First line Manager
(operational managers)
Top line Manager
(corporate managers)
Middle line manager
(Tactical Manager)
1.1.3 Level of Management

8. First-line managers
 Report to middle managers
 Supervise employees
 Coordinate activities
 Involve in day-to-day operations
Middle line managers
 Report to top managers
 Oversee first-line managers
 Develop and implement activities
 Allocate resources
Top line managers
 Set objectives
 Scan environments
 Plan and make decisions
Levels of Management

9. Level of Management

10. The process of forming organizational
goals and objectives based on a logical
plan.
PLANNING
CONTROLLI
NG
Management’s effort to ensure that the
organization is moving towards achieving its
goals based on developed plans.
Involves the effort to coordinate
activities conducted by two or more
individuals in an organization
ORGANIZING
-The process of training employees
on how to perform their duties in the
organization.
LEADING/DIRECTI
NG
1.1.4 Management Functions
ELEMENT OF
MANAGEMENT

11. 1.1.5 Mintzberg’s Managerial Roles

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Technical skill
Conceptual skill
Interpersonal
skill
1.1.6 Management Skills
Technical skill :
Understanding and the
proficiency in performing
specific tasks.
• Mastery of methods,
techniques and
equipment
• Specialized knowledge,
analytical ability,
competent use of tools in
specific discipline
Interpersonal skill :
Demonstrated in the way
manager relates to workers,
including the ability to
motivate, facilitate,
coordinate, lead,
communicate and resolve
conflict.
Conceptual skill :
Manager’s thinking,
information processing a,
planning abilities and
analytical abilities

13. 3000 B.C -1800s
1771-1925
1863-1970
The early management
The classical Approaches
The Behavioral Approaches
The Quantitative approaches
The contemporary approaches
1.2 The Evolution in Management

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Computers
1.2.1 The Quantitative Approaches
Quantitative model
Measurable criteria
• Characterized by its use of mathematics, statistics and other quantitative
techniques for management decision making and problem solving.
• 4 characteristics:
Decision-making focus

15. 1 Or contingency perspective
3
Managers are responsible for
determining the most effective
managerial approach in a given
situation
2
There is no “one best” approach
to management for all situations
1.2.2 The ContemporaryApproaches

16. END OF TOPIC 1
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