business management

1. CHAPTER 1: ELEMENT OF MANAGEMENT
PREPARED BY: PN. NOR LINDA BINTI MOKHTAR

2. OF MANAGEMENT
sdefined asaprocess to accomplish
ng with humansand other

3. MANAGEMENT
PLANNING
CONTROLLING
ORGANIZING
LEADING

4.  Planning- process of forming organizational goals
and objectives based on a logical plan
 Organizing- the effort to coordinate activities
conducted by two or more individual in the
organizational.
 Leading or leadership- Process of training
employees on how to perform their duties in the
organization.
 Controlling or managerial control is management’s
effort to ensure that the organization is moving
towards achieving its goals based on developed
plans.

5. THE EVOLUTION OF
MANAGEMENT
THREE STAGES
A) EARLY STAGE ( BEFORE 1930)
B) MIDDLE STAGE ( 1930- 1945)
FINAL STAGE ( 1945 TO THE PRESENT)

6. PRE CLASSIC
APPROACH
ROBERT OWEN (1771-1858)
CHARLES BABBAGE ( 1792- 1871)
HENDRY R. TOWNE ( 1844- 1924)

7. CLASSIC APPROACH
FREDERICK W.TAYLOR (1985-1915)
FRANK GILBERTH (1868- 1924) AND LILLIAN GILBERT ( 1878- 1972)
HENRI FAYOL ( 1841 – 1925)
MAX WEBER ( 1864- 1920)

8. MIDDLE STAGE ( 1930-
1945)
Administrative and Behavioural approach
◦ Can be divided into two theories
◦ A) Human Relations Movement
◦ B) Behavioural Science Theory

9. MANAGEMENT
LEVELS
The term “Levels of Management’ refers to a line of
demarcation between various managerial positions in an
organization. The number of levels in management
increases when the size of the business and work force
increases and vice versa. The level of management
determines a chain of command, the amount of authority &
status enjoyed by any managerial position.

10. The levels of management can be classified in three broad
categories: -
Top level / Administrative level
Middle level / Executory
Low level / Supervisory / Operative / First-line managers

11. Managers at all these levels perform different functions. The
role of managers at all the three levels is discussed below:
LEVELS OF MANAGEMENT

12. Top Level of Management
 Highest level
 Known as strategic managers
 It consists of board of directors, chief executive officer (CEO) or
managing director and President
 The top management is the ultimate source of authority and it manages
goals and policies for an organization.
 Responsible for the overall management and administration of the
organization.
 They develop organizational policies and monitor the relationship
between the organization and its environment
 Responsible for establishing organizational goals, objectives, and
operational policies.
 preparation of department budgets, procedures, schedules etc.
 Directly responsible for middle – line managers and first line managers.

13. Middle Line Managers
Positioned between top –line managers and First –line managers.
Known as tactical managers.
Middle –line managers are directly responsible for the performance of their subordinates
who are first – line managers.
Main responsible of middle- line managers to guide employees to implement activities
related to organizational policies.
They make plans for the sub-units of the organization.
They interpret and explain policies from top level management to lower level.

14. Lower /First -line Level
 Lower level
 knows as operational level of management.
 Chemical lab supervisors in a chemistry research department,
production supervisors in a car manufacturing factory, and
clerical supervisors in a large office.
 Assigning of jobs and tasks to various workers.
 They guide and instruct workers for day to day activities.
 They supervise & guide the sub-ordinates.
 They are responsible for providing training to the workers.
 They arrange necessary materials, machines, tools etc for getting
the things done.
 They motivate workers.

15. MANAGERIAL SKILLS
According to Robert L, Katz, managers are required to have three types
of skills to perform their duties effectively.
1) Technical Skills
-Technical skill is the understanding of and proficiency in performing
specific tasks.
- Techniques equipment involved in specific functions such as
engineering, manufacturing.

16. ii) Human skills
- The way a manager relates to workers, including the ability to
motivate, facilitate , coordinate, lead, communicate and resolve
conflict
iii) Conceptual skills
-Skills involves the Manager’s thinking, information processing and
planning abilities.

17. ROLES OF MANAGERS
Divided into three conceptual categories:
i)informational ( managing by information)
ii)interpersonal ( managing through people)
iii) decisional ( managing through action)

18. CATEGORIES ROLE ACTIVITIES
Interpersonal Figurehead
Leader
Public relations officers
Performs official duties such as
greeting clients, signing document
Direct and motivate subordinates
Maintain information link both inside
and outside the organization
Disseminating information Observer Seeks and receive information
Disseminator of information Sends information to other
organization members
Spokespersons Information outsiders through media
speeches, report and memos
Decision making Entrepreneur initiates improvement project.
Disturbance handler Takes correction action
Resources allocator
Negotiator
Allocates resources
Represent department during
negotiation.

19. WELL KNOWN FIGURES IN THE
MALAYSIA CORPOTATE
SYED MOKHTAR AL- BUKRARY
DATO’ TONY FERNANDES
DATO’JIMMY CHOO
ROBERT KUOK