MULTAZIMAH BINTI MAT DAUD PRINCIPLES OF MANAGEMENT “the art of getting things done through the efforts of other people.”
COURSE OUTLINE
COURSE OUTLINE
TABLE OF CONTENTS Introduction to Management Planning Organizing Leading Controlling Staffing Decision Making 2 4 5 1 3 6 7
INTRODUCTION TO MANAGEMENT CHAPTER ONE
INTRODUCTION TO MANAGEMENT Introduction • Every organization must have goals and objectives • Responsible of all manager in managing in order to achieve goals and achieve
INTRODUCTION TO MANAGEMENT Introduction • Every organization must have goals and objectives • Responsible of all manager in managing in order to achieve goals and achieve
INTRODUCTION TO MANAGEMENT Definition of Manager • Individuals in an organizations who direct the activities of others OR • Individual who are owners, founders or employees in an organization • Have a power to make decisions and utilize organizational resources in the best way • Employed to influence, lead and train employees in the organization
INTRODUCTION TO MANAGEMENT Definition of Management • Several work activities and function that must be followed and completed by managers in orders to achieve organizational goals. • Involves persons who lead, guide and manage the organizations. • In other words, management is a process that plans, organizes, leads and controls the efforts of employees and other organizational recourses to achieve various organizational goals. • Management is defined as a process to accomplish organizational goals by working with humans and other organizational resources (Certo, 1997) • Process that is conducted by one or more individuals to coordinate the work activities of employees, capital, raw materials and technology, to achieve results of high quality. (Ivancevich et al, 1997)
INTRODUCTION TO MANAGEMENT Levels of Management
INTRODUCTION TO MANAGEMENT Levels of Management • Top level management - Highest level in the management - Responsible for the overall management and administration in an organization • Middle line management - Responsible for the performance of their subordinates who are first line managers. • First line managers - Lowest level - Operational managers
INTRODUCTION TO MANAGEMENT Management Functions 1. Planning •Defining goals, establishing strategy, and developing sub plans to coordinate activities. 2. Organizing •Determining what needs to be done, how it will be done, and who is to do it. 3. Leading •Directing and coordinating the work activities of an organization’s people 4. Controlling •- Monitoring activities to ensure they are accomplished as planned
INTRODUCTION TO MANAGEMENT Mintzberg’s Managerial Roles Three main types: • Creating interpersonal relationships •Disseminating information •Decision making
INTRODUCTION TO MANAGEMENT Management Skills a) Technical skills - Ability and knowledge to use the tools and techniques to solve the problems - Lower level manager have to have this skills b) Human skills - Ability to motivate, facilitate, coordinate, lead and communicate and solve conflicts - All managers must have this skills c) Conceptual skills - Managers thinking, info processing and planning abilities - Top level managers must have this skills
THE EVOLUTION OF MANAGEMENT The Quantitative Approach (1940’s 1950’s) The quantitative approach to management involves the use of quantitative techniques, such as statistics, information models, and computer simulations, to improve decision making. This approach produces three theories:- 1. Management Science Theory • Emerged to treat the problems associated with global warfare. • Today, this view encourages managers to use mathematics, statistics, and other quantitative techniques to make management decisions. • Managers can use computer models to figure out the best way to do something — saving both money and time. Managers use several science applications. • Mathematical forecasting helps make projections that are useful in the planning process. •Inventory modeling helps control inventories by mathematically establishing how and when to order a product. •Queuing theory helps allocate service personnel or workstations to minimize customer waiting and service cost.
THE EVOLUTION OF MANAGEMENT The Quantitative Approach (1940’s 1950’s) 2. Operations Management Theory. •Narrow branch of the quantitative approach to management. It focuses on managing the process of transforming materials, labor, and capital into useful goods and/or services. • The product outputs can be either goods or services; effective operations management is a concern for both manufacturing and service organizations. The resource inputs, or factors of production, include the wide variety of raw materials, technologies, capital information, and people needed to create finished products.
THE EVOLUTION OF MANAGEMENT The Quantitative Approach (1940’s 1950’s) 2. Operations Management Theory. • The transformation process, in turn, is the actual set of operations or activities through which various resources are utilized to produce finished goods or services of value to customers or clients. •Operations management today pays close attention to the demands of quality, customer service, and competition. • The process begins with attention to the needs of customers: What do they want? Where do they want it? When do they want it? Based on the answers to these questions, managers line up resources and take any action necessary to meet customer expectations.
THE EVOLUTION OF MANAGEMENT The Contemporary Approach (1960’s to present) 1.Present Approach a)System Theory • An organizations have various division related to one another but have only one common goal. • System approach is based on the generalization that everything is inter-related and inter-dependent. A system is composed of related and dependent element which, when in interaction, forms a unitary whole. • A system is simply an assemblage or combination of things or parts forming a complex whole. • The system approach has four components:- a) The Inputs b) Transformation process c) Output d) Feedback
THE EVOLUTION OF MANAGEMENT The Contemporary Approach (1960’s to present) 1.Present Approach b) Contingency / current theory • Every action taken by managers must suitable with the situation. •One best way of doing may be useful for repetitive things but not for managerial problems. • The contingency theory aims at integrating theory with practice in systems framework. The behavior of an organization is said to be contingent on forces of environment. • Thus behavior within an organization is contingent on environment, and if a manager wants to change the behavior of any part of the organization, he must try to change the situation influencing it.
“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.” – Theodore Roosevelt “ “ “If you pick the right people and give them the opportunity to spread their wings—and put compensation as a carrier behind it—you almost don’t have to manage them.” – Jack Welch –
TUTORIAL Recognizes a well known figures in the Malaysian corporate scene and summarize about their successful business. SUBMISSION HERE