Management involves efficiently using resources and people to achieve objectives. It is a systematic process that includes planning objectives, taking action through people, and assessing the effects of actions. The key aspects of management are planning, organizing, leading, and controlling. An organization transforms inputs into outputs through various activities and processes. Management has many branches that can be applied in different contexts such as technology management, human resource management, and logistics management.

2. Management
What is Management?
 Management is getting things done.
 Management is getting thing done through
people.
 Management is efficient use of resources.
 Management is getting people to work
harmoniously together and to make efficient
use of resources to achieve objectives.
 Management is to make decision

3. Management
• A systematic process of using resources with
judgement, to achieve objectives
• The art of getting things done by and through people
1. Planning what should be done (objectives)
2. Taking action through people (activities)
3. Providing for its consequences (effects) to be assessed
(evaluation) and using the results of step 3 as
information for feedback to steps 1 & 2
4. Correcting subsequent action

4. Management
• Planning, organizing, leading and controlling: the art
of getting things done by and through people
Planningdefining
organizational GOAL
ControllingConsciously monitoring
performance & take
corrective actions
OrganizingProcess
creating a structure
of
Leading-Getting others to
perform
the
tasks
necessary to achieve the
organizational goal

5. The Organization and its environment
• An organization exists to perform work.
• This is achieved by activities which transform
(process) inputs into outputs:
• Environment-Internal/External
ORGANIZATION
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6. Te
chn
Ma
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gy
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em
ma
ent
Ma
nB
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eha
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ent viora
l
Kn
M ow
an le
ag dg
em e
en
t
Branches of Management
ility ment
Fac age
an
M
Lo
gis
n
a
He Man tics
Hum urce nt
age
Inf alth
eso geme
me
R
l ent
orm
nt
ia
ana
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ati
nc em
an
a g
on
ag
in n a
F a
em
en
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t

7. D
Ap
ic
pl
n
io
at
r ry
ca
ve
o
r
s
unit
sy
p ro
,
Le
tsps
,
S/D s….
at cle
i
ve h
Ma
ter
ial
s/M
DT
&
Da
e
mor
d
n
Nee cal
ratio
ti
g
ver
/inte
f?
staf BHS
with
ta
fo
rP
R
Sa
Do lary,
Fu nors in/o
nd
ut
,
Log
istic
s
Mg
t
tion
rma Mgt
Fin
a
Ma ncia
l
na
ge
me
nt
Info
R
an
m
Hu
t
Mg
ce
our
es
W
n
Mg
t
PO
t io
za
lity
Faci
nt
eme
ag
Man
D/
ili
ob
lm
Hu
ma
n
Be
ha
vio
ral
PO
c ia
So
y
log
no ent
ch
m
Te age
an
M
Kn
ow
M
le
an
dg
ag
em e
en
t
Branches of Management applied to daily life

8. am
Te
ion
n,
era
t
Co
or
di n
aff pment
St lo
ev e
d
ict on
nfl uti
Co sol
Re
es
atio
Sty
l
Co
op
shi
p
i ng
i ld
Bu
Le
ade
r
In
Re terp
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io o n
ns al
hi
p
uman Behavior Management
Ma
nag
M
ot
iv
ati
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n
eri
al S
ty l
es

9. Knowledge Management
• Is about creating an exciting environment within the
organization that will promote the creation and
transfer of knowledge
(Kermally 2002)
It involves changing the organizational culture
to one of sharing
Requires…
visionary leadership
motivated staff
process and practices that
will facilitate this sharing

10. Knowledge Management
Knowledge could be better optimised if we could
capture information not normally captured.
Some knowledge related to experience, wisdom
and empathy of one’s own .... usually are not
documented.
Knowledge management is therefore about
how to capture that information related to how
individuals reason and make their expertise
available
...video conferencing, e-mails, networks

11. Four stages of knowledge conversion
• Socialization – by sharing experience & on-the-job
learning: at meetings to discuss work related projects and
problems (tacit knowledge)
• Externalization – describing this knowledge in the
forms of metaphors/analogies
• Combination – taking theoretical or explicit
knowledge & integrating with
metaphors or
analogies
•Internalization– information is taken & followed to
gain further knowledge and understanding. This
information is modified as people learn by doingrefined

12. Continue Learning of PEOPLE
Sk
ills
o)
ge
ed hy t
wl ,w
Competent (how
n o t to
t o)
K a
wh
(
Desire
(want to)
Individual learning
Team Learning
Organization Learning

13. Managerial Competencies
1. Self Management
2. Strategic Action
3. Global Awareness
4. Team Work
5. Planning and Administration
6. Communication Competency

14. Self Management
• Self awareness
• Self identification of strengths/weaknessdevelopmental needs ….in leadership
….in motivation
….in ethics
….in many other areas
• Continued self assessment
• Integrity and ethical conduct
• Personal drive and resilience
• Balancing work and life demands
•

15. Self Management
We are measured
• not by what we are, but by the perception of
what we seem to be,
• not by what we say, but how we are heard;
and
• not by what we do, but how we
appear to do it.

16. Strategic Action Competency
• Developing broad strategies that can be translated
into clear goals and practical action plans
• Proactive vs Reactive
• Formulation of contingency plans to minimize risks
• Understanding the organization
• Taking strategic actions

17. Global Awareness Competency
• Staying abreast of important global trends that have
significant impact on the organization
• Recognition of global trends on the organization's
plans and growth
• Being sensitive to key cultural differences and
understanding the consequences of cultural
differences for the organization

18. Teamwork Competency
• Creating a supportive environment
• Trust/ Productive management conflicts
• Collaboration and constant information sharing
• Problem solving/ decision making
• (Forming, Storming, Norming, Performing, Adjourning)
• Managing team dynamics
• Ability to cultivate an active network of relationships and

19. Planning & Administration Competency
• Information gathering, analysis & problem solving
• Setting clear and challenging goals
• SWOT analysis
• Adequate control & clear guidance
& Swift decision making
• Planning and organizing projects
• Time management
• Budgeting and financial management

20. Communication Competency
• Informal communication
• Formal communication
• Negotiation
• Free flow of information upward, downward and
laterally
• Listening and informing others
• Fostering open channels and negotiating with others

21. Feedbacks
• Not an end it itself
• Increases communication links
• Gives information on site overall strengths
and weaknesses
• Gives insight on what we can do differently to increase
effectiveness
• Focus on skills and behavior, not on personality or style
• Improve performance

22. Leader
Adviser
Follower
Peacemaker
Entertainer

23. Independent
Self directed
Productive Trust
Low control
Dependent
Controlled
Directed Low Trust
Close Supervision

24. LEADER
Vision
nd
U
ta n
e rs
ng
di
Purpose
Character
Action

25. er
od hip
Go ers
it
w e
ad
no e se
Le
ek w
it.
W
en nd ce
wh a n
ie
p
ex

26. What is Leadership?
• Leadership is the key factor differentiating
the “average” from the “excellent”.
• Effective leadership involves choosing and
then translating, the right strategy into
action and sustaining the momentum.

27. Leadership Style
• Commanding
Competency
Influence
Achievement
Initiative
Self awareness
Self-control
Empathy
• Visionary
Inspiration
Self confidence
Self awareness
Empathy
Transparency
• Affiliative
Teamwork and collaboration
Empathy
Conflict management

28. Leadership Style
Competency
• Democratic
Teamwork and collaboration
Conflict management
Influence
Empathy
• Pace setting
Initiative
Empathy
Self awareness
Teamwork and collaboration
Self control
• Coaching
Developing others
Self awareness
Empathy

29. Managers v Leaders
•
•
•
•
•
•
•
•
•
Follow vision
Use rules
Look at the job
Process oriented
Focus on system & structure
Is a copy
Asks how and when
Maintains
Do things right
•
•
•
•
•
•
•
•
•
Shape and share vision
Use broad concepts
Look at the big picture
Concentrate on context
Focus on people
Is an original
Asks what and why
Develops
Do the right thing

30. Shared
vision
ke
ta
to
ed
low
Al
Honesty
Respect
Openness
ks
ris
Connected
Care about
each other
Collaboration
io n
n it
og
ec
R
t
us
Tr