CHAPTER 1

INTRODUCTION TO MANAGEMENT
1.0. INTRODUCTION
Organizations, especially business organizations, have been part of human society for
many centuries. Today more than ever before, society depends on business organisations
to match the changing needs of all its members. Government organization arise business
organizations to satisfy the complex needs of society by for example hospitals providing
health care, the police providing protection against crime, ZED !ith electricity etc.
"on#profit organization such as sports clubs, churches universities and political parties
also help satisfy society$s many needs.
%ll these organizations have one thing in common to reach their goals as efficiently as
possible. &usiness organsiations strive to record their investors and o!ners !ith a profit
by maximizing their outputs and minimizing their inputs. Government officials and
sports administrations li'e all business people are responsible for efficient performance
and minimal !aste of resources. (n the operation or administration of their organisations,
they for see' good management.
%ll organisations, but especially business organizations bring together society resources,
namely)
*eople +human resources,
-oney +capital or financial resources,
.a! materials +physical resources,
/no!ledge +information resources,
These are utilized by people to produce products and services to meet the needs of
society. The people !ho bring the resources together, !ho decide !hich resources are
necessary and in !hat 0uantities, to achieve the organizational goals, and !ho plan and
execute !hat must be done to reach its goals, are called managers.
-anagers are responsible for the success of their organisations and eventual for the level
of need satisfaction in society.
(n 1223, the 45%, 6estern Europe and 7apan together earned 829 or the !orld$s income,
even through only 3:9 of the !orld$s population lives there. 5outh %frica has a critical
shortage !ith the manager !or'er rates of 3):2 against the ideal 3);2
6ithout managers, most organizations !ould not be able to achieve their goals.
-anagers are the people !ho ma'e decisions about 0ualities and 0uantities of products
that must be made, produced, create <ob opportunities and provide income, promote
technology, contribute to education and 'no!ledge, provide training and health services
and ultimately bear the responsibility for a society$s or a country$s standard of living.
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3.3. ORGANIZATIONS AND MANAGERS
% century ago, consumers !ere still part of an agricultural society, depending on
themselves and a fe! individuals such as the local shop'eeper, tailor, butcher and
blac'smith for products and services. This is unli'e the modern consumer !ho lives in
the age of organization, !here virtually all the products and services re0uired to satisfy
the consumers$ needs are produced and provided by specialized organization such as
hypermar'ets, universities, ban's, guest houses, airlines etc.
&usiness organizations serve society in many !ays for example bringing together the
resources in organizations to produce the products and service it needs.
Organizations do not achieve their goals by themselves. 5omeone has to deploy the basic
resources that an organization has at its disposal to help it achieve its goals =
management. -anagers must activate and guide the organizations, get thing going and
'eep them together until the goals have been achieved. 6ithout management, an
organization is lifeless.
3.1. THE NATURE OF MANAGEMENT
(t is clear from our previous discussion that by coordinating the efforts of different
individuals, organization enables us to reach goals that !ould be impossible or very
difficult for one individual to achieve alone and thus necessitates management.
-anagement tas's are to combine, allocate, coordinate and deploy resources in such a
!ay that the organizations goals are achieved as productively as possible. -anagement
achieves this by engaging four fundamental management functions namely, planning,
organizing, leading and controlling.
These four functions of a manager lin' up in a specific se0uence to form a process, as
illustrated belo!. (t is meaningless to execute them in any order, since management
cannot decide to do something unless they 'no! !hat has to be done, cannot order a <ob
to be done before they have decided ho! it should be done. Even less can they control
the results before the order has been given>
-anagement functions do not occur in a step by step manner that is manager do not serial
extents these functions i.e. 5ay plan on -onday, organize on Tuesday lead and control on
Thursday, and ta'e corrective action on ?riday. -anagement !ill perform several
management functions simultaneously.
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FIG 1.1- The four fundaen!a" ana#een! fun$!%on& $on&!%!u!%n# !he ana#een! 'ro$e&&

3.@. DEFINTION OF MANAGEMENT
?ollo!ing our discussions, management can be defined as the process of planning,
organizing, leading and controlling the resources of an organization to achieve stated
organizational goals as productive as possible.
P"ann%n# is the management function that determines the organizations mission and
goals. (t involves identifying !ays of reaching the goals and finding the resources needed
for the tas', determining the future position of the organization, and the strategies needed
to reach that position.
5trategic plans are made by top management and vary from one to five or even ten years.
Tactical plans are made by functional managers +such as ?inancial, A., mar'eting,
operations, to support the organization long#term plans. Operational plans are made
lo!er managementBfirst#line managementB supervisors to plan for short periods
Or#an%(%n# is the second step in management. Once the goals and plans have been
made, management has to allocate the organizations human and other resources to
relevant departments or individuals. Organizing involves developing a frame!or' or
organizational structure to indicate ho! people and other organizational resources should
be deployed to achieve the goals.
The better the resources are organized and coordinated, the more successful the
organisation !ill be.
.E5O4.E5
Auman
?inancial
*hysical
(nformation
*lanning
Organising
ontrolling
Ceading
*E.?O-%"E
# %chieve
Goals
# *roducts
# 5ervices
# *roductivity
# *rofit
@
Organisations have different goals and it stands to reason that each one should have an
organizational structure to accommodate its particular needs.
-anagement must match the organizational structure !ith its strategies +organizational
design,
)ead%n# refers to directing the human resources of the organisation and motivating them
in such a !ay that the actions are in line !ith the previously formulated goals of the
organisation. -anagers get things done through other people = they collaborate !ith
their superiors, peers and subordinates !ith individuals and group to attain the goals of an
organisation.
Ceading the organisation means ma'ing use of influence and po!er to motivate
employees to achieve set goals. Ceading means communicating set goals through the
organisation and motivation departments, sections and individuals to perform as !ell as
they possibly can.
Con!ro""%n# means that managers should constantly chec' that the organisation is on the
right course to attain its goals by maintaining performance and action, ensuring that they
conform to plans to attain predetermined goals. ontrol enables management to identify
and rectify any deviations from the plans, and to ta'e into account factors that might
oblige them to revise their plans and goals.
The management process and the four functions of the process are encountered at all
levels and in all departments of the organization.
3.D. )E*E)S OF MANAGEMENT
%gainst the bac'ground of our definition of management, !e use the term manager to
include anyone !ho carries the four functions of management, namely planning,
organizing, leading and controlling. The four functions of management must be
performed in all organizations, but managers are responsible for different departments at
different levels and have to meet different re0uirements.
-anagers are classified in t!o categories) according to their level in the organizations
+top, middle, and first#line managers, and by the functional or specialist area of
management for !hich they are responsible +the functional managers,.
3.D.3. TO* -%"%GE-E"T +5T.%TEG( -%"%GE-E"T,
# .epresents the relatively small group of manager !ho control the organisation
and !ith !hom the final authority and responsibility for securing management
process rest.
# omprises for example the board of directors, EO as !ell as management a
committee.
# .esponsible for the organisation as a !hole, determining its mission, goals
and overall strategies.
D
# oncerned !ith long#term planning, designing the organizations board
organizational structure, leading the organization and controlling it.
# (nfluence the corporate culture.
3.D.1. MIDD)E MANAGEMNET +FUNCTIONA) HEADS,
# .esponsible for specific departments of an organizational.
# *rimarily concerned !ith implementing policies, plans and strategies
formulated by top management.
# oncerned !ith near future that is medium#term and short term planning,
organizing functional areas, leading by means of the departmental heads and
controlling the management activities, the middle management o!n
department.
# "ecessary to lin' the upper and lo!er levels of the organization and to
implement strategies developed at the top.
3.D.@. )O-ER.FIRST-)INE MANAGEMENT +SUPER*ISORS.FOREMEN,
# .esponsible for smaller segments of the organization, for example, the
different subsections. ?or example in mar'eting, lo!er management !ould
include product managers, promotions managers, and sales managers.
# -anagerial functions are centered on the daily activities of their departments
of sections, on short#term planning and implementing the plans of middle
level management.
# They apply policies, procedures and rules to achieve a high level of
productivity, to provide technical assistance, to motivate subordinates and
accomplish day#to#day goals.
# 5pend a large portion of their time supervising the !or' of subordinates.
+because of this, the managers are in vital force in the organisation, hold the
po!er to decrease or increase productivity, maintain the crucial interface
bet!een management and the ma<or body of employees in the organisation,
6e examined three common levels of management. Ao!ever, the size of an
organization determined the number of levels for example, a one person business has
one level of management and the o!ner embodies top, middle and lo!er
management,.
F%#ure 1./ Per$en!a#e of !%e &'en! on fun$!%ona" a$!%0%!%e&.
*C%""("G O.G%"(5("G CE%D("G O"T.OCC("G
Top -anagement 1E9 @;9 119 3D9
-iddle -anagement 3E9 @@9 @;9 3@9
Co!er -anager 3:9 1D9 :39 329
:
# *lanning and organizing are primarily the responsibilities of top management,
!hile the time devoted to these activities decrease for middle and lo!er
managers.
# Ceading !hich include motivation, the highest priority for first#line managers
!ith time devoted to this activity decreasing at higher levels.
# Time devoted to controlling is similar at all levels although middle and top
management marginally spend more time than their first#level colleagues.
1.1 AREAS OF MANAGEMENT
# The general management function includes examination of the management process
as a !hole) the planning that management has to do, the organization that managers
have to establish to carry out their plans, leadership that has to assume to get things
done, and the control that has to be exercised over the !hole process. General
management embraces the overall function through !hich top management develops
strategies and formulates policies for the !hole organization, and also cuts across all
the other functions, because functions of planning and controlling are performed not
only at top level, but also in each functional area.
# The mar'eting functions include mar'eting of products and services
formulation mar'eting strategies, segmenting the mar'ets, target mar'eting
and prioritizing.
# ?inancial function#ac0uisitions, utilization and control of money.
# *roduction or operations = activities concerned !ith physical production
products e.g. layout production units, conversion or ra! material and semi#
finished products into finished products for mar'et, problems associated to the
supply of services.
# *urchasing) ac0uisition of all products and materials re0uired +ra! materials,
components, tools inventory,.
# . and D) developing ne! products and improving old products particularly
for organizations those operate in fast#changing industries. E.g. (T,
communications etc.
# A . ) appointments, development and maintenance of A. +'eeping the right
people !ith the right tracing,
# *.) create a favorable, ob<ective image of the organization.
3.;. MANAGERIA) S2I))S AND COMPETENCIES
%lthough management is found at all levels, and in all functions of the organizations,
each level and each role re0uired different 'no!ledge, s'ills and competencies for the
performance of the management test.
The three main s'ills identified as prere0uisites for sound management are)
3.;.3 Con$e'!ua" S3%""& = the mental ability to vie! the operation of an organization and
its parts holistically. onceptually s'ills involve the managers thin'ing and planning
;
abilities and the managers$ ability to thin' strategically. onceptual s'ills refer to your
ability to see the big picture. (n other !ords, you !ill need to understand ho! each
action, each tas', each deliverable, feeds into the ultimate outputs of your organization.
3.;.1 In!er'er&ona" S3%""& = refers to the ability to !or' !ith people. (t stands to
reason that if managers spend ;29 of their time !or'ing !ith people, a manager
should be able to communicate, understand people$s behaviors, reduce conflicts and
motivate groups as !ell as individuals. Human relations skills are the glue that holds
everything else together. Fou must be able to get along !ell !ith others, communicate
effectively, be a good coach, deliver constructive feedbac', guide performance, and
sometimes even ma'e difficult choices about !hether a particular individual should
continue on the team.
3.;.@. Te$hn%$a" S3%""& = the ability to use 'no!ledge or techni0ue of a specific
disciple to attain goals e.g. 'no!ledge of accountancy, textiles, (T. Co!er levels
managers re0uire sound 'no!ledge of the technical s'ills for activities he or she must
supervise. The time spent on technical activities decreases !ith progress up the
managerial ladder. Technical s'ills are probably the ones that, as a ne! manager, you
are most familiar !ith. %s an entry#level manager, you are li'ely to have a closer
!or'ing 'no!ledge of the technology and s'ills re0uired by those !ho report to you.
Fou may be called upon to assist them in either ac0uiring these s'ills or utilizing
them to achieve the desired outcomes. %s you move up the organizational chain, a
direct, hands#on 'no!ledge of technical s'ills becomes less necessary
?igure 3.D -anagerial 5'ills "eeded %t Garious Cevels
TT
# The ma<or difference bet!een non#managers and managers is the shift in
focus from technical s'ills to interpersonal and conceptual s'ills.
# *romotion from the non#manager level to the lo!er and even middle
management level is often the result of high achievement based on technical
ability.
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Top -iddle Co!er "on#managers
-anagement -anagement -anagement +!or'ers,
onceptual onceptual
onceptual onceptual
(nterpersonal (nterpersonal
(nterpersonal
(nterpersonal Technical Technical
Technical Technical
# &ecause of this, ne! managers often mista'enly continue to rely on technical
s'ills rather than on interpersonal s'ills, !hich involve motivating employees
and building teams.
# % competency refers to the relevant 'no!ledge, s'ills and value orientation
that is re0uired to do the <ob of a manager. % manager is considered
HcompetentI if he or she can apply these in a !or' situation.
# % recent approach defining a manager$s <ob and the competencies to do the
<ob focuses on !hat managers have to be able to do in the !or'place, rather
than !hat they need to 'no! or simply the s'ills that are re0uired to do the
<ob.
3.8. AC4UIRING MANAGEMENT S2I))S
5uccessful managers ac0uire s'ills through education +formal, continuous, and non#
formal education,, experience +<ob experience, and variety of assignments,, resulting in
successful ac0uisition and utilization of basic management s'ills.
3.8.3 Mana#een! Tra%n%n# and De0e"o'en!
One place to ac0uire management s'ills is in education setting involving management
and entrepreneurship training and development in schools, business colleges, technical
colleges and universities as !ell as through organizations that provide in#house
management training and development.
"on#formal management training and development, often#called continuous learning
refers to non#degree programmes offered by universities and in house training offered by
business organizations themselves.
3.8.1 Pra$!%$a" E5'er%en$e
*ractical experience is the second source of managerial competence. Through
experience, and by facing and meeting a variety of managerial challenges, the individual
develops insights that cannot be learnt from training alone.
Efficient -angers learn their s'ills from a combination of training, development and
experience.
-anagement re0uires practice, and many s'ills especially interpersonal and some
conceptual s'ills = are learnt through experience.
1.6 THE SCOPE OF MANAGEMENT
The study of management traditionally focused on business management and therefore
the management of business. -anagement is ho!ever not limited to large business
organizations only. Effective and efficient management is e0ually important to smaller
E
organizations as !ell as non#profit organizations +government departments$
municipalities, universities, school and even political parties,.
3.E.3 )ar#e 7u&%ne&& Or#an%(a!%on& = any successful nation needs large business
organisation !ith the necessary resources to compete globally and smaller local
business to act as subcontractors.
3.E.1 Sa"" 7u&%ne&& Or#an%&a!%on = -anagement training and development for
small and medium sized business organisation +5-E5, is essential for the follo!ing
reasons. 5-Es provide as much as E:9 of the <ob opportunities and therefore an
important institution.
3.E.@ Non'rof%! - See3%n# Or#an%(a!%on& = although nonprofit#see'ing organizations
such as universities, schools health# care facilities and government organizations may
not have to be profitable to attract investors, they must still employ sound
management principles if they are to survive and achieve their goals.
1.8 MANAGEMENT CHA))ENGES
-anagement has developed a body of 'no!ledge on management principles over a long
period of time, and !hat !e 'no! about management today comes from tried and tested
management principlesBpractices. The !ay in !hich management is practiced, or the
!ays in !hich management principles are applied in organizations, are continuously
being challenged by developments in the !orld and in the immediate environment in
!hich organizations operate.
Over the last fe! years$ business literature has proclaimed that the organization is going
through revolutionary change in its structures and in its approach to organizational
management. The old organization, !hich features most of the characteristics of a
bureaucracy operating in a stable environment, is going through a transformation process
that !ill produce the ne! organization.
/ey features of the ne! organizations) organisation must be lean, flat, and team#based
densely net!or'ed !ith customers and suppliers, 0uality focused, and global in
orientation and operations.
%n overvie! of the contemporary challenges that are responsible for the transformation
of management principles are)
3.J.3 Chan#e) change is one challenge that is certain. %n organisation that fails to align
itself to its environment and adapt to change is doomed. hange comes rapidly and
unexpectedly, and management must be a!are of this.
3J.1 G"o9a"%&a!%on) globalisation is a result of a shrin'ing !orld !here (T ma'es it
possible for people around the !orld to share, debate, and respond to information in
J
seconds. This together !ith reduced trade barriers and faster transportation +DAC, E-5,
ma'es it possible for more organizations to enter international business.
Globalization blurs national boarder, countries are no longer seen as operating on their
o!n, but on a regional basis. 6hat happens to one country affects all other countries in
the same region. rises in Zimbab!e, for example have challenged 5% managers to
correct the impression that 5% is a high#ris' country.
3.J.@ Mana#er%a" and E$ono%$ E'o:eren!) perhaps the greatest challenge in
Zimbab!e is to bring about the managerial and economic empo!erment of previously
disadvantaged people. 4nder the colonial rule, <ob reservations and inade0uate education
and training !ere the main reasons for the poor advancements of blac' people into
managerial roles. -assive management training and development, combined !ith
internship and mentorship programmes, is needed to empo!er Zimbab!e$s previously
disadvantaged people and to redress the ine0ualities of the past.

3.J.D Cu"!ura" D%0er&%!;) sixty percent of the people !ho enter labor mar'et represent
diverse cultures in respect of gender, language and bac'ground
3.J.: Te$hno"o#;) the !orld is being reshaped by technologies such as automated
manufacturing, and communications technologyB e#mail, (nternet. 6hile technology
should improve management efficiency, it can also become a burden. (n the case of
communication technology for example, people may spend so much time responding to
their email and communicating that other areas of their !or' suffer. "evertheless, the
(nternet also increases the capabilities of organizations to expand their business activities
through e#commerce.
3.J.; E!h%$&) in a country riddled !ith crime and corruption, and desperately in need of
foreign currency direct investors to create <obs and alleviate poverty, managers in
Zimbab!e face a ne! challenge of stiffer standards +based on generally accepted norms,
to guide managerial !or'. The anti#corruption ministry roles.
3.32 SUMMAR<
(n this section !e introduced the concept of management and the management process.
These organizations do not function of their o!n accord but need professional
management in order to achieve their goals successfully.
-anagement, the process or set of activities !hich develops and directs an organizations
resources in such a !ay that it reaches its goals effectively and efficiently, is explained as
a process comprising four fundamental functions +planning, organizing, leading and
controlling,
The four functions ta'e place at various levels in the organisation and are practiced by all
managers regardless of level or function.
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-anagement re0uires certain 'no!ledge, s'ills, and a value of orientation, !hich can be
ac0uired through training and development and experience.
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