Management

and

Managers
 What is a Manager?

1 Definition of Management and Managers

2 Why do we have managers? What should

they do?

3. What type of skills, knowledge and qualities

do today’s managers need?
 Management in Organisations

Inputs from the Goals attained:

Environment: Planning
and
Organising
Decision
Making

Resources:
Human Efficiently
Financial Effectively
Physical Controlling Leading Economically
Information

Griffin, R., H. (1999) Management, Houghton Mifflin Company, USA

 What is management

1 Definition

Management is the process of

planning, leading, directing
organizing and controlling all, or
part, of an organisation’s
functions.
 The Four Es

Economy
The best price for the quality of goods and services
purchased
Efficiency
How much output you get for your inputs

Effectiveness
How well you achieve your objectives

Equality
Ensuring equality of opportunity in the process
 What is a manager?

1 Definition

A manager’s job consists of

planning, organising, directing
and controlling the resources of
an organisation
 What do managers do?

Fayol’s 5 elements of management

Forecasting and planning
Organising
Commanding
Co-coordinating
Controlling
Fayol, H. (1949[1916]) General and
Industrial Management (trans. Storrs),
Pitman, London
What do managers do?????

Plan….?
Organise……?
Co-ordinate ……..?
Control ……..?

Or do they simply justify their

presence in the organization.
 Allocation of Activities by Time
Activity %
Time
Traditional (decision making,planning, 32%
controlling )
communication (exchanging routine 29%
information, processing paper work
human res. mgt.: motivating, disciplining, 20%
managing conflict, training
networking: socializing, politicking, 19%
interacting with outsiders
Source: Based on F. Luthins, R. M. Hodgetts, and S. A.
Rosenkrantz, Real Managers (Cambridge, MA.: Ballinger
Employees leave managers,
not organisations

AOL survey 2000

1999 Gallup survey of over 200,000
people shows that
People value: -

Having a manager who shows care,

interest and concern for each of them.

Knowing what is expected of them

Having a role that fits their abilities

Receiving positive feedback and

recognition for work well done.
 10 frequently sited skills
necessary for managers
 verbal communication
 managing time and stress
 managing individual decisions
 recognizing, defining, and solving problems
 motivating and influencing others
 delegating
 setting goals and articulating a vision
 self-awareness
 team building
 managing conflict
Why should managers understand human
behavior?
 In Search of Excellence: Tom Peters and
Robert Waterman (1982, 238)
Most important of the Eight important attributes
of successful companies
“productivity through people.”
John Naisbitt and Patricia Aburdene indicate in
Re-inventing the Corporation (1985, 11) :
“We will not see profits grow if we do not
learn how to grow people.”

A manager must understand human

behavior.
For organizations to grow
Safeguard human capital,
 FRAMEWORK
FOR
Gather Information INFLUENCING
HUMAN
BEHAVIOR
Gain a Rational
Perspective

Calmly and Truthfully

Interact
with Employees
Some theories we hold will strongly
influence your behavior.

Never trust anyone-

give people an inch and they'll take a mile)
A camel is a horse designed by a committee
people will only do what's in their own self-
interest
Most people want to be challenged and to
prove what they can do