This document provides an introduction to management and organizations. It discusses what managers do, including coordinating work to accomplish goals efficiently and effectively. There are different levels of managers, such as first-line managers who oversee front-line workers, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. The key functions of management are planning, organizing, leading/influencing, and controlling. Managing involves setting goals and strategies, structuring work, motivating employees, and monitoring progress. Organizations aim to achieve specific purposes by coordinating interdependent groups of people. Studying management is important because its principles apply universally in all organizations.

1. MGT 113
PRINCIPLES OF
MANAGEMENT
INTRODUCTION
TO MANAGEMENT
AND
ORGANIZATIONS
Chapter One
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2. Who Are Managers?
Manager
-someone who works with and through
other people by coordinating their work
activities in order to accomplish (meet)
organizational goals.
-changing nature of organizations and
work has blurred the clear lines of
distinction between managers and non-
managerial employees.
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3. Who Are Managers? (cont.)
Managerial Titles
First-line managers - manage the work of non-
managerial individuals who are directly involved
with the production/service or creation of the
organization’s products.
Middle managers - all managers between the first-
line level and the top level of the organization
manage the first-line managers.
Top managers - responsible for making
organization-wide decisions and establishing the
plans and goals that affect the entire organization.
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4. Organizational Levels
Top
Managers
Middle
Managers
First-line
Managers
Non-managerial Employees
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5. What Is Management?
Management
the process of coordinating work activities so that they are
completed efficiently and effectively with and through other
people.
Elements of definition:
Process - represents ongoing functions or primary
activities engaged in by managers.
Coordinating - distinguishes a managerial position from a
non-managerial one.
Efficiency - getting the most output from the least
amount of inputs “doing things right ”, concerned with
means.
Effectiveness - completing activities so that
organizational goals are attained, “doing the right
things” , concerned with ends.
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6. Efficiency and Effectiveness in Management
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7. What Do Managers Do?
Management Functions and Process
-most useful conceptualization of the manager’s job.
i. Planning - defining goals, establishing strategies
for achieving those goals, and developing plans
to integrate and coordinate activities.
ii. Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where
decisions are made.
iii. Leading/Influencing - directing and motivating
all involved parties and dealing with employee
behavior issues. As guiding the activities of
organization members in appropriate directions.
iv. Controlling - monitoring activities to ensure that
they are going as planned. 7

8. What Do Managers Do? (cont.)
Management process
-Set of ongoing decisions and work
activities in which managers engage
as they plan, organize, lead/influence,
and control.
-Managerial activities are usually done
in a continuous manner.
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9. EXHIBIT : SKILLS NEEDED AT DIFFERENT
MANAGEMENT LEVELS
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10. What Do Managers Do? (cont.)
Managing Systems
System - a set of interrelated and
interdependent parts arranged in a manner that
produces a unified whole provides a more
general and broader picture of what managers
do than the other perspectives provide.
Closed system - not influenced by and do not
interact with their environment.
Open system - dramatically interact with their
environment organizations - take in inputs from
their environments transform or process inputs
into outputs and outputs are distributed into the
environment.
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12. What Do Managers Do? (cont.)
Managing Systems (cont.)
-managers must:-
• coordinate various work activities.
• ensure that interdependent parts work
together.
• recognize and understand the impact
of various external factors
-decisions and actions taken in one
organizational area will affect other areas
and vice versa.
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13. What Do Managers Do? (cont.)
Managing in Different and Changing
Situations
- require managers to use different
approaches and techniques.
Contingency perspective - different ways
of managing are required in different
organizations and different circumstances.
• stresses that there are no simplistic or
universal rules
• contingency variable
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14. EXHIBIT : POPULAR CONTINGENCY VARIABLES
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15. What Is An Organization?
• Organization
- a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
– each organization has a distinct purpose.
– each organization is composed of people.
– all organizations develop some deliberate
structure.
– today’s organizations have adopted:
• flexible work arrangements.
• open communications.
• greater responsiveness to changes.
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16. EXHIBIT : THE CHANGING ORGANIZATION
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17. Why Study Management?
• Universality of Management
– management is needed
•in all types and sizes of organizations.
•at all organizational levels.
•in all work areas.
– management functions must be performed in
all organizations
•consequently, have vested interest in
improving management.
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18. EXHIBIT : UNIVERSAL NEED FOR MANAGEMENT
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19. Why Study Management?
The Reality of Work:-
– most people have some managerial
responsibilities.
– most people work for a manager.
Challenge of being manager
Being a manager is hard work:-
- must deal with a variety of personalities.
- must motivate workers in the face of uncertainty.
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20. Why Study Management?
• Rewards of Being a Manager:-
– create an environment that allows others
to do their best work.
– provide opportunities to think creatively
and innovatively.
– help others find meaning and fulfillment.
– meet and work with a variety of people.
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21. Challenge Case/Kajian kes
NEW HARRY POTTER PARK AT UNIVERSAL
1) Please refer case study given. Sila rujuk kepada kajian kes yang
dilampirkan.
2) Individual tasks: (5% marks) tugasan individu (before CNY-waktu
kelas. 18/01/2012
a) Do you think it will be difficult for you to become a successful
manager? Explain.
b) What do you think you would like most about being a manager?
What would you like least?
c) The case indicates that Tom Williams, chairperson at Universal,
will face the challenge of building the New Harry Potter theme
park. Assuming that you are Williams, list and describe five
activities that you think you will have to perform as part of this
job.
d) Email to eizelln79@yahoo.com
e) www.slideshare.net/eizelldino
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22. a) Any feedback, suggestions and
comments, please put your query at face
book to be share among team members.
Thank you.
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23. ACTIVITY 1
In groups of 5, discuss the questions as below using mind map to
answer them. Time given 10mins.Choose a leader to present at
the end of your discussion.
Question:-
1) What is management?
2) Define four principal activities of the management process.
3) Describe different categories of managers (5mins)
Expected Outcome:
1) Each group should have three sheets of mind map one for
each question.
2) The mind map should only contain keywords
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24. ACTIVITY 2
In my facebook page, discuss the given case study and post
questions to each other and answer the questions given.
Facebook discussion
http://www.facebook.com/pages/Meera-Bai-Class-2011-
/190000627752400
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