1. BBA121 Principles of Management S.Chan Department of Business Administration http://home.chuhai.hk/~charmaine charmaine@chuhai.edu.hk BBA121 Principles of Management S.Chan Department of Business Administration http://home.chuhai.hk/~charmaine charmaine@chuhai.edu.hk

2. What Is Management ? Manager –The individual responsible for achieving organizational objectives through efficient and effective utilization of resources. The Manager’s Resources –Human, financial, physical, and informational Performance –Means of evaluating how effectively and efficiently managers use resource to achieve objectives.

3. What It Takes to be a Successful Manager Management Qualities –Integrity, industriousness, and the ability to get along with people, –Initiative, self-assurance, decisiveness, intelligence, need for achievement, and supervisory ability Management Skills –Technical –Human and communication –Conceptual and decision-making

5. What Do Managers Do? Management Functions –Planning Setting objectives and determining in advance exactly how the objectives will be met. –Organizing Delegating and coordinating tasks and resources to achieve objectives. –Leading Influencing employees to work toward achieving objectives. –Controlling Establishing and implementing mechanisms to ensure that objectives are achieved.

7. Management Roles Management Role Categories (Mintzberg) –Interpersonal figurehead role:figurehead role: when managers represent the organization in ceremonial and symbolic activities. leader roleleader role when managers motivate, train, communicate with and influence others. liaison roleliaison role when managers interact with people outside the company –Informational monitor rolemonitor role when managers read and talk to others to receive information disseminator roledisseminator role when managers send information to others spokesperson rolespokesperson role when managers provide information to people outside the organization. –Decisional Entrepreneur roleEntrepreneur role when managers innovate and initiate improvements Disturbance handlerDisturbance handler role when managers take corrective action in crisis Resource-allocator roleResource-allocator role when managers schedule, request authorization and perform budgeting activities Negotiator roleNegotiator role when managers represent their department during nonroutine transactions

8. Differences Among Managers The Three Levels of Management –Top managers Chair of the board, CEO, president, vice president –Middle managers Sales manager, branch manager, department head –First-line managers Crew leader, supervisor, head nurse, and office manager –Non-management operative employees Workers in the organization who are supervised by first- line managers.

9. Management Levels and Functional Areas Exhibit 1–6

10. Types of Managers General Managers –Supervise the activities of several departments. Functional Managers –Supervise the activities of related tasks. –Common functional areas: Marketing Operations/production Finance/accounting Human resources management

11. Management Skills and Functions Differences among management levels in skill needed and the functions performed: Exhibit 1–7

12. Large versus Small Business Managers Exhibit 1–8a

13. Large versus Small Business Managers (cont’d)