MANAGER AND THE MANAGEMENT ENVIRONMENT
Introduction to Management
Management principles are universal in nature. They are applicable in government
organizations, business enterprises, military organizations, educational
institutions or any other organization involved in production of goods and services.
Henry Fayol pointed out these for the first time in the 1880’s and came out with
certain principles of management, which are generally applied in every
organization and in every situation.
Even though management principles are universal in nature they are flexible and
provide the working guidelines, which can be adopted according to the agreed
situation facing the organization.
The process of management integrates human and other resources so as to
accomplish organization goals.
Definition of Management
The term management has been defined in many ways. In general management is
the process of getting things done with and through people in formally organized
groups by guiding and motivating their efforts towards common objectives.
It is the act of creating an environment in which people can perform as individuals
and yet co-operate towards attainment of group goals.
1
,MANAGERIAL FUNCTIONS (Henry Fayol’s)- Q3 DEC 2003
A function is a type of work activity that can be individually identified individually
and described in the organization. The management process is generally thought to
consist of the following functions;
1) Planning: is the process of selecting missions, goals and objectives and the
strategies (actions) to achieve them. It involves determining in advance what
should be accomplished and how it should be realized. Managers develop short,
medium and long-term plans. These are developed at different levels of
management. Managers should evaluate the results of previous plans and
adjust future plans accordingly.
2) Organizing: This is the process of arranging and distributing work among
members of the work group in order to accomplish goals. The manager defines
various job duties and groups these duties into distinct areas, sections, units or
teams. The manager must specify the duties, assign them and at the same time,
give subordinates the authority they need to carry out the task.
3) Staffing: This is the managerial task of recruiting, selecting and training
employees. This function includes appraising the performance of employees,
promoting employees as appropriate, and giving employees opportunities to
develop. It also includes devising equitable compensation system and rates of
pay. In many companies some activities involved in staffing are handled by the
HR department e.g. compensation.
4) Directing: is the process of guiding the activities of employees towards
accomplishing objectives. Directing plays a major role in employee morale, job
satisfaction, productivity and communication. It involves motivation, leadership
and communication and all other aspects of organizational behaviour.
5) Controlling: This is the process ensuring that actual performance is in line with
intended performance and taking any necessary corrective action. Controls are
2
, necessary to ensure that performance of activity compares favorably with plans
set for them. This may mean revising plans as circumstances require. E.g.
budgets, inspection records, records of labour hours lost etc
MANAGEMENT HIERARCHY/LEVELS:
The extent to which managers perform the functions of management - planning,
organizing, directing, and controlling - varies by level in the management
hierarchy. In many large organizations managers can be divided and ranked from
bottom to top as follows:
a. Lower/line management level (supervisory)
These are the managers situated at the lowest level of managerial hierarchy. They
supervise directly the activities of subordinates. The managers in this level have to
maintain standards of quality of the product/service and assign duties to the
workers as per plan and schedules given by the top and middle level management.
They are also responsible for maintaining respect, discipline among themselves
and increase the spirit of work among the workers. They may be titled as
supervisor/foreman or office manager within a department or work unit in the
organization.
b. Middle level management level/functional managers
They are responsible for various functional units in an organization e.g. marketing
or finance. They have supervisory responsibility for line managers and non-
managerial staff in the organization. More importantly, they are responsible for
implementing the plans and policies of the organization by focusing on the
coordination of tasks at the functional levels in order to achieve the organizational
goals they consist of divisional heads or departmental heads.e.g. Division directors,
area managers, plant managers, department managers.
c. Top/upper level management (executive):
3
, They are responsible for the overall performance of the organization. They engage
extensively in the formulation of policies and strategies. They must provide
leadership, evaluate and shape the method of organizing and controlling the
direction of the organization in moving an effort to accomplish goals. They have
titles such as chief executive officer (C.E.O), Managing Director (MD) or General
Manager (GM).
MANAGERIAL SKILLS:
Managers upon joining the managerial ranks of the organization must possess
certain skills that will enable them to perform their tasks successfully. They must
possess special ability or expertise in dealing with organizational problems i.e. they
must be skillful in dealing with a wide range of organization issues.
Robert L. Katz identified the following types of skills necessary for managers at
different managerial levels.
a) Technical skills:
It refers to the technical knowledge and proficiency in activities involving methods,
processes and procedures. Enable managers to carry out specific tasks effectively.
It relates to individual expertise to perform a related task. It is acquired through
education; training and experience. It is more important and supervisory /line
management level.
b) Human skills (interpersonal skills, Human relation skills):
It is the managers’ ability to build a cooperative effort within the team he leads. It
involves the ability to work with, motivate and direct individuals or groups in an
organization whether they are subordinates, superiors or peers.
Human relation skills necessary for managers are:
4
Introduction to Management
Management principles are universal in nature. They are applicable in government
organizations, business enterprises, military organizations, educational
institutions or any other organization involved in production of goods and services.
Henry Fayol pointed out these for the first time in the 1880’s and came out with
certain principles of management, which are generally applied in every
organization and in every situation.
Even though management principles are universal in nature they are flexible and
provide the working guidelines, which can be adopted according to the agreed
situation facing the organization.
The process of management integrates human and other resources so as to
accomplish organization goals.
Definition of Management
The term management has been defined in many ways. In general management is
the process of getting things done with and through people in formally organized
groups by guiding and motivating their efforts towards common objectives.
It is the act of creating an environment in which people can perform as individuals
and yet co-operate towards attainment of group goals.
1
,MANAGERIAL FUNCTIONS (Henry Fayol’s)- Q3 DEC 2003
A function is a type of work activity that can be individually identified individually
and described in the organization. The management process is generally thought to
consist of the following functions;
1) Planning: is the process of selecting missions, goals and objectives and the
strategies (actions) to achieve them. It involves determining in advance what
should be accomplished and how it should be realized. Managers develop short,
medium and long-term plans. These are developed at different levels of
management. Managers should evaluate the results of previous plans and
adjust future plans accordingly.
2) Organizing: This is the process of arranging and distributing work among
members of the work group in order to accomplish goals. The manager defines
various job duties and groups these duties into distinct areas, sections, units or
teams. The manager must specify the duties, assign them and at the same time,
give subordinates the authority they need to carry out the task.
3) Staffing: This is the managerial task of recruiting, selecting and training
employees. This function includes appraising the performance of employees,
promoting employees as appropriate, and giving employees opportunities to
develop. It also includes devising equitable compensation system and rates of
pay. In many companies some activities involved in staffing are handled by the
HR department e.g. compensation.
4) Directing: is the process of guiding the activities of employees towards
accomplishing objectives. Directing plays a major role in employee morale, job
satisfaction, productivity and communication. It involves motivation, leadership
and communication and all other aspects of organizational behaviour.
5) Controlling: This is the process ensuring that actual performance is in line with
intended performance and taking any necessary corrective action. Controls are
2
, necessary to ensure that performance of activity compares favorably with plans
set for them. This may mean revising plans as circumstances require. E.g.
budgets, inspection records, records of labour hours lost etc
MANAGEMENT HIERARCHY/LEVELS:
The extent to which managers perform the functions of management - planning,
organizing, directing, and controlling - varies by level in the management
hierarchy. In many large organizations managers can be divided and ranked from
bottom to top as follows:
a. Lower/line management level (supervisory)
These are the managers situated at the lowest level of managerial hierarchy. They
supervise directly the activities of subordinates. The managers in this level have to
maintain standards of quality of the product/service and assign duties to the
workers as per plan and schedules given by the top and middle level management.
They are also responsible for maintaining respect, discipline among themselves
and increase the spirit of work among the workers. They may be titled as
supervisor/foreman or office manager within a department or work unit in the
organization.
b. Middle level management level/functional managers
They are responsible for various functional units in an organization e.g. marketing
or finance. They have supervisory responsibility for line managers and non-
managerial staff in the organization. More importantly, they are responsible for
implementing the plans and policies of the organization by focusing on the
coordination of tasks at the functional levels in order to achieve the organizational
goals they consist of divisional heads or departmental heads.e.g. Division directors,
area managers, plant managers, department managers.
c. Top/upper level management (executive):
3
, They are responsible for the overall performance of the organization. They engage
extensively in the formulation of policies and strategies. They must provide
leadership, evaluate and shape the method of organizing and controlling the
direction of the organization in moving an effort to accomplish goals. They have
titles such as chief executive officer (C.E.O), Managing Director (MD) or General
Manager (GM).
MANAGERIAL SKILLS:
Managers upon joining the managerial ranks of the organization must possess
certain skills that will enable them to perform their tasks successfully. They must
possess special ability or expertise in dealing with organizational problems i.e. they
must be skillful in dealing with a wide range of organization issues.
Robert L. Katz identified the following types of skills necessary for managers at
different managerial levels.
a) Technical skills:
It refers to the technical knowledge and proficiency in activities involving methods,
processes and procedures. Enable managers to carry out specific tasks effectively.
It relates to individual expertise to perform a related task. It is acquired through
education; training and experience. It is more important and supervisory /line
management level.
b) Human skills (interpersonal skills, Human relation skills):
It is the managers’ ability to build a cooperative effort within the team he leads. It
involves the ability to work with, motivate and direct individuals or groups in an
organization whether they are subordinates, superiors or peers.
Human relation skills necessary for managers are:
4
