it's a lesson prepared for undergraduates.

1. Exams/Tests/AssignmentsExams/Tests/Assignments
Final examinationFinal examination 6060
02 Group presentation02 Group presentation 1010
08 Spot tests08 Spot tests 1616
Explanation of previous lectureExplanation of previous lecture 0606
Note bookNote book 0808
TotalTotal 100100

2. Management is everywhere eg.

3. PyramidsPyramids
100000 people100000 people
20 years20 years
2.3 stone blocks2.3 stone blocks
One stone block 2.5 MTOne stone block 2.5 MT

4. Evidences from historyEvidences from history

GREAT WALL IN CHINAGREAT WALL IN CHINA

5. GREAT RESERVOIRES IN SRI LANKAGREAT RESERVOIRES IN SRI LANKA
PLENTY OF LARGE DAGOBAPLENTY OF LARGE DAGOBA
 YODA ELAYODA ELA

6. Importance of MANAGEMENTImportance of MANAGEMENT
Improves living standards throughImproves living standards through
competitioncompetition

7. --Works people with a common purposeWorks people with a common purpose

8. --Resources are limitedResources are limited

9. Environment is unpredictableEnvironment is unpredictable

10. -Personal development-Personal development

11. -Broaden thinking-Broaden thinking

12. DEFINITIONDEFINITION
Management is the process of working
with and through others to achieve
organizational objectives in a changing
environment. Central to this process is
the effective and efficient use of limited
resources.

13. Organizational objectives
the purpose that an organization strives tothe purpose that an organization strives to
achieveachieve

14. Scarce resources – limited, scarce in nature andScarce resources – limited, scarce in nature and
not expandablenot expandable
MonetaryMonetaryPhysicalPhysical HumanHuman
Usable dataUsable data
What requires to achieve goals?

15. Efficiency- - the ability to minimize the useEfficiency- - the ability to minimize the use
of resources in achieving organizationalof resources in achieving organizational
objectives (doing things right)objectives (doing things right)

16. Effectiveness- The ability to determineEffectiveness- The ability to determine
appropriate objectives (doing right thing)appropriate objectives (doing right thing)
Eg. Not to produce large comfortable carsEg. Not to produce large comfortable cars
when the demand is for fuel efficient smallwhen the demand is for fuel efficient small
cars ( success of Maruti cars)cars ( success of Maruti cars)

17. changing environment: eg. Changes inchanging environment: eg. Changes in
social standards, information processing,social standards, information processing,
changes in technologychanges in technology

18. Four ORGANIZATIONALFour ORGANIZATIONAL
RESOURCESRESOURCES
HUMAN RESOURCES: ManagerialHUMAN RESOURCES: Managerial
talents, skills, experiences of humanstalents, skills, experiences of humans

19. MONETARY RESOURCES: FinancialMONETARY RESOURCES: Financial
capital or investment etc.capital or investment etc.

20. PHYSICAL RESOURCES: Raw material,PHYSICAL RESOURCES: Raw material,
buildings, machinery etc.buildings, machinery etc.

21. INFORMATION RESOURCES: UsableINFORMATION RESOURCES: Usable
data eg. information regarding an attackdata eg. information regarding an attack

22. Exercise
1. You have been invited for an interview on
9.00 am tomorrow from a reputed
company in Colombo. What do you do?

23. MANAGERIAL FUNCTIONSMANAGERIAL FUNCTIONS
Planning: The process of establishingPlanning: The process of establishing
goals and a suitable course of action forgoals and a suitable course of action for
achieving those goalsachieving those goals

24. Organizing :Organizing :
is the function of developing a frame workis the function of developing a frame work
for dividing the activities into manageablefor dividing the activities into manageable
partsparts

25. Leading :The process of directing,Leading :The process of directing,
influencing and motivating employees toinfluencing and motivating employees to
perform essential tasksperform essential tasks

26. Controlling : the process of monitoringControlling : the process of monitoring
activities to ensure that they are beingactivities to ensure that they are being
accomplished as planed and of correctingaccomplished as planed and of correcting
any significant deviations.any significant deviations.

27. MANAGERMANAGER
A person who is going to achieve theA person who is going to achieve the
organizational objectives through aorganizational objectives through a
management process utilizing resourcesmanagement process utilizing resources
efficiently and effectively.efficiently and effectively.
..

28. MANAGERIAL LEVELSMANAGERIAL LEVELS

29. Top managers:Top managers:
- top of the hierarchy- top of the hierarchy --
responsible for the entire organizationresponsible for the entire organization --
designing policies/ making decisionsdesigning policies/ making decisions

30. Middle managers:Middle managers:
-- middle of the hierarchymiddle of the hierarchy
-- responsible for converting overallresponsible for converting overall
strategies and policies as a detailed planstrategies and policies as a detailed plan
- in-charge of departments.- in-charge of departments.

31. First line managers:First line managers: They are at the lowThey are at the low
level of hierarchy and their task is to directlevel of hierarchy and their task is to direct
employees to achieve targets.employees to achieve targets.

32. Manager needs number of skills.Manager needs number of skills.

33. Managerial SkillsManagerial Skills
Technical Skills: Knowledge, method,Technical Skills: Knowledge, method,
technique & ability to use equipments intechnique & ability to use equipments in
performing a job effectively.performing a job effectively.

34. Human skills: Ability to work with otherHuman skills: Ability to work with other
peoplepeople

35. Conceptual skills: Ability to think variousConceptual skills: Ability to think various
cause & effects before making thecause & effects before making the
decision considering organization as adecision considering organization as a
whole & system with many otherwhole & system with many other
subsystemssubsystems

36. Analytical skills- the ability to logically,
objectively and scientifically analyze the
problems and situations.

39. A managerial role is an organized set of behaviors of aA managerial role is an organized set of behaviors of a
manager.manager.
There are 03 main groups
1. Interpersonal roles
2. Informational roles
3. Decisional roles

40. Interpersonal rolesInterpersonal roles
- managers assume to coordinate and- managers assume to coordinate and
interact with employees and provideinteract with employees and provide
direction to the organizationdirection to the organization

41. Figurehead roleFigurehead role
the manager represents the organizationthe manager represents the organization
in all matters of formality.in all matters of formality.
Eg. The top level manager -represents theEg. The top level manager -represents the
company legally and sociallycompany legally and socially

42. Leader role: train, council, mentor andLeader role: train, council, mentor and
encourage for higher employeeencourage for higher employee
performanceperformance

43. Liaison role: the manger interacts withLiaison role: the manger interacts with
people outside the organizationpeople outside the organization
Eg.Eg. The top level manager - uses the liaisonThe top level manager - uses the liaison
role to gain favors and informationrole to gain favors and information

44. Informational rolesInformational roles
-Associated with the tasks needed to obtain-Associated with the tasks needed to obtain
and transmit information for managementand transmit information for management
of the organizationof the organization

45. Monitor role:Monitor role: the manager receives andthe manager receives and
collects informationcollects information

46. Disseminator role: the manager transmitsDisseminator role: the manager transmits
special information into the organizationspecial information into the organization

47. Spokesperson role: the managerSpokesperson role: the manager
disseminates the organization'sdisseminates the organization's
information into its environmentinformation into its environment

48. Decisional rolesDecisional roles
-Associated with the methods managers use-Associated with the methods managers use
to plan strategy and utilize resources toto plan strategy and utilize resources to
achieve goalsachieve goals

49. Entrepreneur role: deciding upon newEntrepreneur role: deciding upon new
projects and programs to initiate andprojects and programs to initiate and
investinvest

50. Disturbance handler role: assumeDisturbance handler role: assume
responsibility for handling an unexpectedresponsibility for handling an unexpected
event or crisisevent or crisis

51. Resource allocator role: assign resourcesResource allocator role: assign resources
between functions and divisions, setbetween functions and divisions, set
budgets of lower managersbudgets of lower managers

52. Negotiators role: seeks to negotiateNegotiators role: seeks to negotiate
solutions between other managers,solutions between other managers,
unions, customers, or share holdersunions, customers, or share holders