CHAPTER ONE
MULTAZIMAH BINTI MAT DAUD CHAPTER ONE
PRINCIPLES OF MANAGEMENT Publisher Politeknik Sultan Abdul Halim Mu'adzam Shah Bandar Darulaman 06000 Jitra, Kedah Tel. : 049146100 Faks : 049174232 e ISBN 978-967-0830-80-3 Copyright Declaration All right reserved. No part of this eBook will reproduce, stored a retrieval system or transmitted in any form or by any means electronic, electrostatic, magnetic, tape, mechanical, photocopying, recording or otherwise without permission from the author.
PRINCIPLES OF MANAGEMENT Preface Principles of Management eBook Chapter One is written based on textbook Principles Of Management Polytechnic series latest edition publish by Oxford Fajar. This eBook was written to increase student access to high-quality learning materials, maintaining the highest standards of academic rigor at little to no cost. Appreciation & Reflection I offer heartfelt thanks to everyone who have helped me in preparing this eBook. Firstly, I would like to thank my colleague to give me guidelines on how to prepare the eBook. Secondly, to my parents and my daughter for the patience, belief and supporting me towards the end. Lastly, to my dear friend, thanks for sharing your knowledge and experience.
PRINCIPLES OF MANAGEMENT Abstract Effective teaching needs to be implemented so that learning will be more systematic and able to attract students to learn. The production of eBook Principles of Management Chapter One as a teaching aid (ABM) for simple applications is intended to diversify the delivery methods of teaching and learning (T&L) process for the course DPB10023 Principles of Management. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
TABLE OF CONTENTS Introduction to Management 1.1 Discuss management in organization 1.1.1 Define management 1.1.2 Identify the importance of management 1.1.3 Describe the levels of management 1.1.4 Describe the management functions 1.1.5 Recognize Mintzberg’s managerial roles 1.1.6 Describe management skills 1.2 Describe Evolution of Management 1.2.1 The Quantitative Approach (1940’s-1950’s) 1.2.2 The Contemporary Approaches (1960’s – present) Past Semester Question Case Study Reference 1 2 3 4
INTRODUCTION TO MANAGEMENT CHAPTER ONE
Learning Outcomes After reading this chapter, you should be able to answer these questions: 1.1 Discuss management in organization 1.1.1 Define management 1.1.2 Identify the importance of management 1.1.3 Describe the level of management 1.1.4 Describe the management function 1.1.5 Recognize Mintzberg’s managerial roles 1.1.6 Describe management skills
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. 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. 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 Definition of Management
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 Planning Defining goals, establishing strategy, and developing sub plans to coordinate activities. Organizing Determining what needs to be done, how it will be done, and who is to do it. Leading Directing and coordinating the work activities of an organization’s people 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 Category Roles Interpersonal Figurehead Leader Liaison informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator
INTRODUCTION TO MANAGEMENT Management Skills Technical skills • Ability and knowledge to use the tools and techniques to solve the problems • Lower-level manager must have this skills Human skills • Ability to motivate, facilitate, coordinate, lead and communicate and solve conflicts • All managers must have this skills Conceptual skills • Managers thinking, info processing and planning abilities • Top level managers must have this skills
THE EVOLUTION OF MANAGEMENT
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 2. Operations Management Theory 3. Present Approach
THE EVOLUTION OF MANAGEMENT The Quantitative Approach (1940’s 1950’s) 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) 3. Present Approach a)System Theory • An organizations have various division related to one another but have only one common goal. • A system is simply an assemblage or combination of things or parts forming a complex whole. • The system approach has four components:- Output Feedback Transform ation process The Inputs
THE EVOLUTION OF MANAGEMENT The Contemporary Approach (1960’s to present) 3. Present Approach b) Contingency / current theory • Every action taken by managers must be 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 – MANAGEMENT QUOTE
TUTORIAL
CHAPTER 1 Recognizes a well-known figures in the Malaysian corporate scene and summarize about their successful business.
PAST SEMESTER QUESTION
Inspirational Quotes "Nothing is impossible. The word itself says, 'I'm possible.'" —Audrey Hepburn "Striving for success without hard work is like trying to harvest where you haven’t planted." —David Bly "Success is the sum of small efforts, repeated day in and day out." —Robert Collier "It’s not that I’m so smart, it’s just that I stay with problems longer." —Albert Einstein "The best way to finish an unpleasant task is to get started." —Anonymous
CHAPTER 1 June 2019 • According to Henri Fayol, every organization must be managed according to FIVE (5) main management functions. List all of them. (5m) December 2018 • According to Henri Fayol, management consists of specific functions that must be followed by each manager. List FIVE (5) of the management functions. (5m)
CHAPTER 1 June 2018 Q1 (a) (i) List any FIVE (5) of managerial roles. (5m) December 2017 (i) Describe TWO (2) important of management. (5m) (ii) List FIVE (5) principles of an effective control system. (5m)
CHAPTER 1 June 2017 (i) Define management (3m) (ii) Describe THREE (3) levels of management with suitable examples. (12m) December 2016 (a) Explain FIVE (5) management functions according to Henri Fayol. (15m) June 2016 Q1 (c) There are many levels in management that involve in planning process. Draw the diagram of level in management and describe about it. (11m)
CASE STUDY QUESTION
CHAPTER 1 CASE STUDY CHAPTER 1 : MANAGER RESPONSIBILITY Assume you are a research engineer with Diploma in Business Administration as your first qualification and an engineering degree from an overseas university. You are attached to a petrochemical company in Malaysia, collaborating with a marketing manager on a major product modification. You notice that every memo you receive from her has been copied to senior management at the main office in Kuala Lumpur. At every company function, she spends time talking to the big shots, instead of discussing the major project modification with you. You are also aware that sometimes when you are slaving away over the project, she is playing golf with senior managers at a well-known golf resort. What is your evaluation of her behavior?
REFERENCES Ang Huat Bin (2018). Principles of Management. Oxford Fajar Bartino, J. (1992). At these shouting matches, no one says a word. Business Week, 11 Bartol, K., Tein, M., Matthews, G. & Martin, D. (2004). Management: a Pacific Rim Focus (Enhani Ed.). Australia: McGraw-Hill. Bass, B.M. (Winter, 1985). Leadership: Good, Better, Best. Organizational Dynamics, 13. 26-40. Davis, K. (1972). Human Behaviour at Work. New York: McGraw-Hill Duncan, R. (1979). What is the right organization structure? Decision tree analysis provides the answer. Organizational Dynamics, Winter, 59-80. Etzioni, A. (1984). Modern Organizations. Englewood Cliffs: Prentice-Hall McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill. pp. 16-18 Mintzberg, H. (1971). Managerial Work: Analysis from Observation. Management Science, 18B, 97-110. Mintzberg, H. (1973). The Nature of Managerial Work. New York: Harper & Row.
REFERENCES Mintzberg, H. (1994). Rounding Out the Manager's Job. Sloan Management Review, 11-26 Nyce, E. H. and Groppa, R. (1983). Electronic mail at MHT. Management Technology, May, 65-72. Pace, R. W. (1983). Organizational Communication: Foundations for Human Resource Development, Englewood Cliffs: Prentice-Hall. https://www.slideshare.net/Sanzux/principles-of-management-sem1-slides https://www.mindtools.com/pages/article/henri-fayol.htm https://opentextbc.ca/principlesofmanagementopenstax/chapter/intro duction-3/
ABOUT THE AUTHOR MULTAZIMAH BINTI MAT DAUD POLITEKNIK SULTAN ABDUL HALIM MU’ADZAM SHAH (POLIMAS) POLITEKNIK UNGKU OMAR FORMER LECTURER EXPERIENCE IN TEACHING PINCIPLES OF MANAGEMENT SINCE 2010 multazimah@polimas.edu.my
multazimah@polimas.edu.my