The management process:
Overview
1.1 Managers & Management
Management cope with diverse challenges
Challenges arise because of increasing globalisation of economies, technological innovations,
trends towards democratisation & increasing social imbalances
Managers need to keep pace with technological advances, strive to remain competitive & manage
work force diversity
Orgs need skilled managers who can integrate tried & tested management skills with new
approaches = success
1.2 Management & The Management Process
Management = the process of working with & through others to achieve organisational objectives as
efficiently & effectively as possible within a changing environment
6 Components of the definition of management:
1. Management is a process
2. Working with & through others
3. Achieve organisational goal & objectives
4. Balance effectiveness & efficiency
5. Making the most of limited & scarce resources
6. Coping with a changing environment
1.2.1 Management is a process
Process = a structured, interrelated set of activities designed to produce a specific output
- Managers need certain inputs (resources) to deliver certain outputs (performance)
- They need people (human resources), capital (fin resources), physical resources, raw
materials, components, info & entrepreneurial skills to produce products/services, create
jobs, make profit, achieve org goals & contribute to wealth of society
1
,Management functions:
1. Planning
2. Organising
3. Leading
4. Control
The management functions:
Planning = setting an org’s goals & finding the best way to achieve them
Determine mission & goals
Specific, logical, scientific method or plan
o Strategic plans = top managements (1-5 or even 10 years)
o Tactical plans = functional managers (financial, human, research & development,
marketing, operations managers) to support org’s long-term plans
o Operational plans = lower managements (first-line or supervisory management) to plan
for short periods ahead
Organising = developing an organisational structure that indicates how people & other resources
should be deployed (allocated) to achieve organisational goals
Tasks, roles & responsibilities defined & policies & procedures established to achieve goals
Success of org lies in directing different resources towards achievement of goals
Organisational design = management match org’s structure to its strategies
Leading = directing human resources & motivating them in such a way that their actions are
aligned with previously formulated goals & plans
Getting things done through people – collaborate with their superiors, peers, & subordinates
with both individuals & groups to attain org’s goals
Leading the org = making use of influence & power o motivate employees to achieve
organisational goals
Leading = communicating goals through the org & motivating departments, sections &
individuals to perform as well as they possibly can
Control = monitoring the organisation’s progress towards the attainment of its goals
Enables management to identify & rectify any deviations from the plans, & to consider factors
which might oblige them to revise their goals & plans
2
, Resources or Inputs = inputs that are utilised by managers to achieve organisational goals
People, money, raw materials, knowledge, technology, information, components
Managements biggest challenge = to utilise resources as productively as possible
Bring resource together, decide which resources needed for specific situation or circumstances, &
in what quantities to achieve org’s goals
Outputs or Performance = the outputs realised by transforming or utilising resources
Outputs: Goal achievement, products, services, profit, job creation, efficiency & effectiveness
1.2.2 Working with & through others:
Managers direct activities to ensure things get done
Managers give direction by performing basic managerial functions (planning, organising, leading
& control) & get things done by working with & through people & other orgs
1.2.3 Achieving organisational objectives:
Orgs formulate objectives to achieve predetermined goals
At later stage, org goals & objectives serve as measuring stick to measure performance
1.2.4 Balancing effectiveness & efficiency:
Effectiveness = achieved when org formulates & pursues appropriate (or stated) goals
“doing the right things”
Managers effective by getting job done
3
Overview
1.1 Managers & Management
Management cope with diverse challenges
Challenges arise because of increasing globalisation of economies, technological innovations,
trends towards democratisation & increasing social imbalances
Managers need to keep pace with technological advances, strive to remain competitive & manage
work force diversity
Orgs need skilled managers who can integrate tried & tested management skills with new
approaches = success
1.2 Management & The Management Process
Management = the process of working with & through others to achieve organisational objectives as
efficiently & effectively as possible within a changing environment
6 Components of the definition of management:
1. Management is a process
2. Working with & through others
3. Achieve organisational goal & objectives
4. Balance effectiveness & efficiency
5. Making the most of limited & scarce resources
6. Coping with a changing environment
1.2.1 Management is a process
Process = a structured, interrelated set of activities designed to produce a specific output
- Managers need certain inputs (resources) to deliver certain outputs (performance)
- They need people (human resources), capital (fin resources), physical resources, raw
materials, components, info & entrepreneurial skills to produce products/services, create
jobs, make profit, achieve org goals & contribute to wealth of society
1
,Management functions:
1. Planning
2. Organising
3. Leading
4. Control
The management functions:
Planning = setting an org’s goals & finding the best way to achieve them
Determine mission & goals
Specific, logical, scientific method or plan
o Strategic plans = top managements (1-5 or even 10 years)
o Tactical plans = functional managers (financial, human, research & development,
marketing, operations managers) to support org’s long-term plans
o Operational plans = lower managements (first-line or supervisory management) to plan
for short periods ahead
Organising = developing an organisational structure that indicates how people & other resources
should be deployed (allocated) to achieve organisational goals
Tasks, roles & responsibilities defined & policies & procedures established to achieve goals
Success of org lies in directing different resources towards achievement of goals
Organisational design = management match org’s structure to its strategies
Leading = directing human resources & motivating them in such a way that their actions are
aligned with previously formulated goals & plans
Getting things done through people – collaborate with their superiors, peers, & subordinates
with both individuals & groups to attain org’s goals
Leading the org = making use of influence & power o motivate employees to achieve
organisational goals
Leading = communicating goals through the org & motivating departments, sections &
individuals to perform as well as they possibly can
Control = monitoring the organisation’s progress towards the attainment of its goals
Enables management to identify & rectify any deviations from the plans, & to consider factors
which might oblige them to revise their goals & plans
2
, Resources or Inputs = inputs that are utilised by managers to achieve organisational goals
People, money, raw materials, knowledge, technology, information, components
Managements biggest challenge = to utilise resources as productively as possible
Bring resource together, decide which resources needed for specific situation or circumstances, &
in what quantities to achieve org’s goals
Outputs or Performance = the outputs realised by transforming or utilising resources
Outputs: Goal achievement, products, services, profit, job creation, efficiency & effectiveness
1.2.2 Working with & through others:
Managers direct activities to ensure things get done
Managers give direction by performing basic managerial functions (planning, organising, leading
& control) & get things done by working with & through people & other orgs
1.2.3 Achieving organisational objectives:
Orgs formulate objectives to achieve predetermined goals
At later stage, org goals & objectives serve as measuring stick to measure performance
1.2.4 Balancing effectiveness & efficiency:
Effectiveness = achieved when org formulates & pursues appropriate (or stated) goals
“doing the right things”
Managers effective by getting job done
3
