Topic 1: Introduction

Topic 1: IntroductionLearning Outcomes:1.Differentiate between managers and operative employees;2.Explain the meaning of organisation management and the four management processes;3.Classify the levels of management and explain the responsibilities of each level;4.Describe the different categories of managerial roles;5.Identify skills that a manager should possess; and6.State the relationship between management and other disciplines.Introduction 1.1 Organisations 1.1.1 Purpose 1.1.2 People 1.1.3 Systematic Structure1.2 Differences between Managers and Operative Employees 1.3 Levels of Management1.3.1 First-line Managers 1.3.2 Middle Managers1.3.3 Top Managers1.4 What is Management? 1.5 The Management Process1.5.1 Planning1.5.2 Organising1.5.3 Leading1.5.4 Controlling1.6 Managerial Roles1.7 Level of Managerial Skills and Competencies 1.7.1 Conceptual Skills 1.7.2 Interpersonal Skills 1.7.3 Technical Skills 1.7.4 What Does Katz Say? 1.8 Relationship between Management and Other Disciplines 1.1 OrganisationsPurpose or goal vary between organisationsPeople are those that achieve the goalsSystematic structure control the behaviour of peopleManager1.2 Differences BETWEEN MANAGERS AND OPERATIVES EMPLOYEESOperatives employees Workers who are responsible to carry out tasks without supersiving the tasks of othersA person who directs the activities of other employees in an organisation1.3 LEVELS OF MANAGEMENTResponsible for the performance of an organisation as a wholeResponsibility : to interpret in detail the goals set by top managers to first-line managers so that the goals can be properly accomplishedGive instructions and supervise their operative employeesDo not supervise other managers1.4 WHAT IS MANAGEMENT?Definition : A process to achieve a goal in an efficient and effective mannerKEYWORD1.5 THE MANAGEMENT PROCESSA planned way of carrying out a taskFunction of the management process

Managerial rolesRoleExplanationActivity1. Interpersonal Managerial RoleFigureheadAs a symbolic head, carrying out routine consultancy and social work.Ceremonial, responsible for receiving visitors, attending wedding of a subordinate, taking clients for lunch.LeaderResponsible for encouraging subordinates. Carries out duties of establishment and training.Responsible for encouraging subordinates. Carries out duties of establishment and training.LiaisonResponsible for networking with external parties.Carries out all duties related to external parties.2. Informational RoleMonitorSeeks and receives the latest information for detailed understanding of the organisation and the environment; serves as the referral centre for parties within and outside the organisation.Reads reports and printed materials and maintains personal liaison.DisseminatorDisseminates information from the workers to other workers within the organisation.Holds meetings, sends written or electronic memos.SpokespersonDisseminates information about plans, policies and organisational action to external parties.Holds annual general meetings, provides information to the media.3. Decisional RoleEntrepreneurSeeks opportunities for the organisation within the environment. Launches projects which initiate changes.Organises strategic and opportunistic sessions in handling crises.Disturbance HandlerResponsible for handling events beyond normal control (like strikes and bankruptcy of clients).Organises strategic sessions to design new programmes.Resource AllocatorResponsible for allocating resources within the organisation. Implements organisational decisions.Carries out all activities related to budgeting and programmes workers tasks.NegotiatorResponsible for large-scale negotiations.Represents the organisation in workers union negotiations and with suppliers.4 essential management skillsWHAT DOES KATZ SAY?Althought all three skills are essential for effective management, their relative importance depends on the level of management in the organisation.First-Line ManagementTop Management: Relationship between Skills and Managerial Levels

Relative skills that are needed for effective performance at difference levels of management.First Line ManagementMiddle ManagementTop ManagementConceptualConceptualConceptualInterpersonalInterpersonalInterpersonalTechnicalTechnicalRELATIONSHIP BETWEEN MANAGEMENT AND OTHER DISCIPLINES

DisciplineRelationshipAnthropologyThe study of society.It is about mankind and their activities. To understand the differences of culture, attitudes and behaviour among people of various nations and organisations.EconomicsEmphasises the provision and allocation of resources. It is about economic changes and organisational roles in facing globalisation.PhilosophyThe study of values and ethics. Ethics control human behaviour and ensure the right behaviour is adhered to. Political ScienceThe study of individual and group behaviour within the ambit of the political environment. The study includes conflicts, empowerment, power manipulation and individual interests.Psychology Aims to measure, explain and sometimes change the behaviour of mankind. SociologyThe study of humans and their relationship with each other.It includes social changes as a result of globalisation, and culturalisation.The end~