CENTRE FOR FOUNDATION STUDIES

FOUNDATION IN BUSINESS PROGRAMME

FBM 1101 FUNDAMENTAL OF BUSINESS

CHAPTER 1
MANAGERS & MANAGEMENT
LECTURER : MR. KIRANPAL SINGH

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MANAGEMENT
A Brief History of Management
Ancient Management
Egypt (pyramids) and China (Great Wall)
Venetians (floating warship assembly lines)
Adam Smith
Published The Wealth of Nations in 1776
Advocated the division of labor (job specialization) to increase
the productivity of workers
Industrial Revolution
Substituted machine power for human labor
Created large organizations in need of management

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MANAGEMENT
A Brief History of Management
Classical Approaches to Management
a) Scientific management
b) Administrative principles
c) Bureaucratic organization

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A Brief History of Management
a) Scientific management (Frederick Taylor)

Develop rules of motion, standardized work implements, and

proper working conditions for every job.

Carefully select workers with the right abilities for the job.

Carefully train workers to do the job and provide proper

incentives.

Support workers by carefully planning their work and

removing obstacles.

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A Brief History of Management
b) Administrative Theory
Henri Fayol

Believed that the practice of management was distinct from other

organizational functions.
Developed principles of management that applied to all organizational
situations.

Max Weber

Developed a theory of authority based on an ideal type of organization

(bureaucracy)
Emphasized
rationality,
predictability,
impersonality,
technical
competence, and authoritarianism

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A Brief History of Management
c) Bureaucratic Organization (Webers Bureaucracy)

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What is Management?
Management
The process of planning, organizing, leading, and
controlling an organizations financial, physical, human,
and information resources to achieve its goals.
Managers
The people responsible for supervising the use of an
organizations resources to meet its goals.
Resources are organizational assets such as :
People, Skills, Knowledge, Information, Raw materials,
Machinery and Financial capital.

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Why study Management?

Proper
management
directly
impacts
improvements in the well-being of a society.

Studying management helps people to understand

what management is and prepares them
accomplish managerial activities in their
organizations.

Studying management opens a path to a wellpaying job and a satisfying career.

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The Functions of Managers

Planning
Planning
Setting
SettingGoals
Goals

Controlling
Controlling

Organizing
Organizing

Monitoring
MonitoringPerformance
Performance

Structuring
Structuring

Leading
Leading

Guiding
Guidingand
andMotivating
Motivating

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The Functions of Managers
Planning
The Planning Process
Determining firms goals
Developing strategy for achieving goals
Designing tactical and operational plans for
implementing the strategy
a)

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MANAGEMENT
The Functions of Managers
b) Organizing
The Organizing Process
Arranging resources and activities in a
coherent structure.
Prepare organizational charts to help everyone
understand roles and reporting relationships.

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The Functions of Managers
c) Leading
The leading process
Guiding and motivating employees to meet the
organizations objectives.
Uniting employees in a clear and targeted
manner and motivating them to work in the
best interests of the employer.

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The Functions of Managers
d) Controlling
The Controlling Process
Monitoring a firms performance to make sure
that it is meeting its goals.
Begins when management establishes standards,
often for financial performance.
Can serve as a basis for providing rewards or
reducing costs.

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The Control Process Diagram

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Levels of Management
Top managers:
Responsible for the overall performance of the firm.

President, vice president, treasurer, CEO, CFO.

Middle managers:
Implement strategies and work toward goals set by top managers.

Plant manager, operations manager, division manager.

First-line managers:
Work with and supervise employees.

Supervisor, office manager, project manager, group leader.

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Management Roles and Skills
Managers basically perform 3 (THREE) main
roles :
a)
b)
c)

Interpersonal Roles
Informational Roles
Decisional Roles

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MANAGEMENT
a)

Interpersonal Roles

Manager is expected to perform 3 roles :

Figurehead role taking visitors to dinner, attending ribbon

cutting ceremonies (involving in more symbolic role)

Leader role hiring, training and motivating employees.

Able to show subordinates how to do things and how to
perform under pressure is leading.

Liaison role serving as a coordinator or link among

people, groups, or organizations.

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b) Informational Roles.
Manager is expected to perform 3 roles :

Monitors role one who actively seeks information that

maybe of value and attempts to be as well informed as
possible.

Disseminators
role

disseminates
information,
transmitting relevant information back to others in the
workplace.

Spokespersons role formally relays information to people

outside the unit or outside the organization.

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c) Decisional Roles
Manager is expected to perform 4 roles :

Entrepreneurs' role the voluntary initiator of change.

Disturbance handler handling problems such as strikes,

copyright infringements or problems in public relations or
corporate image.

Resource allocator decides how resources are distributed and

with whom he or she will work most closely.

Negotiator enters into negotiations with other groups or

organizations as a representative of the company.

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Basic Management Skills
Technical
Skills
Conceptual
Skills
Timemanagement
skills

Human
Relations
Skills

DecisionMaking
Skills

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Basic Management Skills
Technical Skills
The skills needed to perform specialized
tasks are called technical skills.
People develop technical skills through a
combination of education and experience.
Technical skills are especially important for
first-line managers.

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Basic Management Skills
Human Relation Skills

Skills that enable them to understand and get along with

other people. A manager with poor human relations skills
may have trouble getting along with subordinates, cause
valuable employees to quit or transfer, and contribute to
poor morale.
Managers should possess good communication skills. Many
managers have found that being able both to under-stand
others and to get others to understand them can go a long
way toward maintaining good relations in an organization.

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Basic Management Skills
Conceptual Skills
Conceptual skills refer to a persons ability to
think in the abstract, to diagnose and analyze
different situations, and to see beyond the
present situation. Conceptual skills help
managers recognize new market opportunities
and threats. They can also help managers analyze
the probable outcomes of their decisions.

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Basic Management Skills
Decision Making Skills
Decision-making skills include the ability to define
problems and to select the best course of action. These
skills involve gathering facts, identifying solutions,
evaluating alternatives, and implementing the chosen
alternative.
Periodically following up and evaluating the
effectiveness of the choice are also part of the
decision-making process.

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Basic Management Skills
Time Management Skills
Time management skills refer to the productive
use that managers make of their time. Suppose,
for example, that a CEO is paid $2 million in base
salary and assume that she works 50 hours a week
and takes two weeks vacation, our CEO earns
$800 an hour. Any amount of time that she wastes
clearly represents a large cost to the firm and its
stockholders.

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Time Management Skills (extension)
To manage time effectively, managers must address four
leading causes of wasted time:
Paperwork.
Some managers spend too much time deciding what to do with
letters and reports. Most documents of this sort are routine and can
be handled quickly. Managers must learn to recognize those
documents that require more attention.
Telephone calls.
Experts estimate that managers get interrupted by the telephone
every five minutes. To manage this time more effectively, they
suggest having an assistant screen all calls and setting aside a
certain block of time each day to return the important ones.

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Time Management Skills (extension)
Meetings.
Many managers spend as much as four hours a day in meetings.
To help keep this time productive, the person handling the
meeting should specify a clear agenda, start on time, keep
everyone focused on the agenda, and end on time.
E-mail.
Increasingly, managers are relying heavily on e-mail and other
forms of electronic communication. Time is wasted when
managers have to sort through spam and a variety of
electronic folders, in-boxes, and archives.

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Management Skills for the 21st Century

Global Management Skills

Understand foreign markets, cultural differences,
and the motives and practices of foreign rivals.
Understand how to collaborate with others around
the world on a real-time basis.
Management and Technology Skills
Needed to process increasing amounts of
information.

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END OF CHAPTER 1
MANAGERS & MANAGEMENT