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1. INTRODUCTION TO
MANAGEMENT
Unit 1 Part 1 - Understanding Management Concepts
• What is Management?
• Mintzberg’s Managerial roles

2. WHAT IS MANAGEMENT ?
• Management is how businesses
organize and direct workflow,
operations, and employees to
meet company goals.
The primary goal of
management is to create an
environment that lets employees
work efficiently and
productively.

3. WHAT IS MANAGEMENT?
Management is the process of
getting the work or the task done
that is required for achieving the
goals of an organisation in an
efficient and effective manner.

4. WHAT IS THE DEFINITION OF MANAGEMENT?
• Management can be defined as a
process of getting the work or the
task done that is required for
achieving the goals of an
organisation in an efficient and
effective manner. Process implies the
functions of the management. That is,
planning, organising, staffing,
directing and controlling.

5. HISTORY OF MANAGEMENT

6. HISTORY OF MANAGEMENT
• Traditional Management - (Autocratic,
Commanding and Transactional styles)
have dominated the management
landscape for over a hundred years - and
they are still in use today. They favour the
enterprise over the employee, who is a
means to maintaining the enterprise and
is often regarded as a simple unit of
labour - easily replaceable. Think large
production, corporate, military and
police.

7. HISTORY OF MANAGEMENT
• Contemporary Management -
(Servant, Democratic and Coaching
styles) favour the employee as a
means to grow and sustain the
enterprise and see the employee as an
investment. Traditional styles
morphed into Contemporary styles
largely due to the influence of Human
Resources Management.

8. HISTORY OF MANAGEMENT
• High-Performance Leadership - (High-
Performance and Transformational style)
favours team members, and openness and
is all about creating a safe workplace to
have conversations and freely voice ideas.
It is a process that changes and
transforms individuals. These styles are
prerequisites for building a High-
Performance Team.

9. HISTORY OF MANAGEMENT
• High-Performance Teams - can provide an
undeniable business advantage. The benefits of a
high-performing team have long been
recognised, which is why 90 per cent of potential
investors believe that a management team's
structure and makeup are perhaps the most
important non-financial factor when evaluating an
IPO. Having a cohesive, high-performing team can
set your business apart within your industry and
ensure the success of your organization in the
long run.

10. HENRY MINTZBERG
• Henry Mintzberg was born in Canada, and has spent
virtually all his working life in that country. He studied
mechanical engineering at McGill University, and after
further study at MIT, returned to Canada in 1961 to take
up an appointment with Canadian National Railways. In
1963 he moved into the academic world and by 1968
was back at McGill as a professor at what is now the
Desautels Facility of Management. He currently holds the
post of Cleghorn Professor of Management Studies and
is Faculty Director of the International Masters for Health
Leadership at McGill. Mintzberg has held several
important positions at McGill and in other management
institutions, including that of visiting professorships at
INSEAD, Paris, Carnegie-Mellon University, Pittsburgh
and London Business School. He has been a consultant
to many organisations throughout the world and from
1988 to 1991 he was President of the Strategic
Management Society.

11. KEY THEORIES
• Mintzberg's contribution to management
thinking is not based on one or two clever
theories within some narrow discipline. His
approach is broad, involving the study of
virtually everything managers do and how
they do it. His general appeal is further
enhanced by a fundamental belief that
management is about applying human
skills to systems, not applying systems to
people - a belief that is demonstrated
throughout his writing.

12. WHAT IS MINTZBERG KNOWN FOR?
• Over the course of his career he has
produced 17 books and 170 articles
and he remains one of the world's
most influential writers in the
field of management. Mintzberg's
work covers such a wide perspective
that different readers see him as an
expert in different areas.

13. MINTZBERG’S MANAGERIAL ROLES
• There are ten managerial roles identified by
Henry Mintzberg. They are known as the
figurehead, leader, liaison, monitor, disseminator,
spokesman, negotiator, disturbance handler,
entrepreneur, and resource allocator roles.

14. MINTZBERG’S MANAGEMENT ROLES
• Mintzberg's Management Roles
describes the different roles a
manager or leader has. A leader will
need to do various roles throughout
the day and Mintzberg's Management
Roles helps to understand what they
are.

15. MINTZBERG’S MANAGEMENT ROLES
• Mintzberg’s Management Roles
describes the different roles a
manager or leader has.
• Managers and leaders have to carry out
lots of different tasks. This means they
have lots of roles to carry out.
• You may find yourself dealing with
conflict in the team, having to motivate
team members to be more productive,
negotiating with senior managers,
attending meetings or problem-solving.

16. MINTZBERG’S MANAGEMENT ROLES
• Throughout the course of the day, there are probably multiple different tasks you
need to carry out, and each one of those tasks requires a different approach to
ensure it’s completed quickly and effectively.
• To describe what the different parts of a leader or managers role is, Henry Mintzberg
said in his book “Mintzberg on Management: Inside our Strange World of
Organizations'” that a manager or leader has 10 primary roles or behaviours.
These categorise the different roles or functions that a leader or manager has. These
are called Mintzberg’s Management Roles.

17. MINTZBERG’S MANAGEMENT ROLES
• Mintzberg's Managerial Roles Model was created in the 1970s Mintzberg
discovered six common characteristics of managers' roles and work duties.
These characteristics are:
• Doing a large amount of work at a fast pace
• Doing a variety of fragmented work
• Focusing on current and specific issues
• Connecting the organization with contacts
• Using verbal communication
• Controlling one's own affairs

18. MINTZBERG’S MANAGEMENT ROLES
• As previously mentioned, Mintzberg's research also uncovered three main
categories of managerial position types: interpersonal, informational, and
decisional. Mintzberg suggested that these categories are not mutually exclusive
and that a manager may play multiple roles at the same time. However, he did
note that most managers tend to focus on one or two role categories more than the
others.
• Mintzberg's Managerial Roles Model is widely used and respected by business
professionals and academics alike. The model is helpful in understanding the
different roles that a manager may play in an organization. It is also useful for
determining what type of work a manager is best suited for.

19. MINTZBERG’S
MANAGEMENT
ROLES

20. INTERPERSONAL ROLES
These Roles are those whose purpose is to Interact, Motivate and Improve
Relationships between employees.
1. Figurehead: Managers tend to be Aspirational Figures.
• Somebody people admire, with Authority, Presence and Integrity.
2. Leader: Managers lead People, not just on Work-related matters.
• Managers know How to Lead and make People follow them.
3. Liaison: Managers must know How to Bond and establish Relationships.
• Establishing alliances with third parties and other internal departments.

21. INFORMATIONAL ROLES
Managers know, or must know, How to Understand, Process and Transmit data, in
order to Allocate Resources properly.
4. Monitor: Managers Analyze and draw Accurate Conclusions from available data.
• They know what information is important and what is not.
5. Disseminator: Managers know How to Transmit data effectively.
• Highlighting what is important based on who will receive the Information.
6. Spokesperson: A Manager knows How to speak on behalf of the Company.
• No matter if he (or she) speaks with internal employees or third parties.

22. DECISIONAL ROLES
Managers tend to fill that position because they know how to make the best Decisions.
A right decision can make a company successful … And a bad one can doom it.
7. Entrepreneur: A Manager has to be able to take Innovative and Brave Decisions.
• Adapting to New Trends and Technologies.
8. Disturbance Handler: Managers must solve the Problems that the Company has.
• Internal and external Problems.
9. Resource Allocator: Managers must Properly Allocate Company Resources.
• By assigning the right tasks to the right employees, for example.
10. Negotiator: Managing implies to Negotiate with Employees, Suppliers, etc.
• A Manager is continuously Negotiating to make things move forward.

23. ACTIVITY

24. THE END