Identifying Management Terminology and Process

1. Professional Certificate in
Human Resources Management
Introduction to Management
Mahesh Weeratunge
Certified Professional Marketer
MBA (UK), CPM(APMF), MAPMF, PG. Dip(M) SL, Dip M(SL), MSLIM
Snr. Lecturer, Examiner, Corporate Trainer and Practitioner

2. The nature of management is to motivate and
coordinate others to cope with divers and far
reaching challenges…
New Era of Management – Richard L Daft
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Nature of Management

3. Management consists in guiding human and
physical resources in to dynamic, hard-hitting
organization unit that attains its objectives to
the satisfaction of those served and with a
high degree of morale and sense of
attainment on the part of those rendering the
service.
—Lawrence A. Appley
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Definitions of Management

4. Management is the coordination of all
resources through the process of planning,
organizing, directing and controlling in order
to attain stated objectives.
—Henry L. Sisk.
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Definitions of Management

5. Management is principally the task of
planning, coordinating, motivating and
controlling the efforts of others towards a
specific objective.
—James L. Lundy
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Definitions of Management

6. Management is the art and science of organising and
directing human efforts applied to control the forces
and utilize the materials of nature for the benefit of
man.
—American Society of Mechanical Engineers
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Definitions of Management

7. Management is guiding human and physical
resources into dynamic organizational units which
attain their objectives to the satisfaction of those
served and with a high degree of morals and sense
of attainment on the part of those rendering service
- American Management Association
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Definitions of Management

8. Management is a multipurpose organ that manage a
business and manages managers and manage
workers and work
- Peter Drucker
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Definitions of Management

9.  The Four Management Functions
◦ Planning – defines as where organization wants to be in future and
how to get there
◦ Organizing – Assigning and grouping task, delegating authority,
allocating resources
◦ Leading – creating shared culture and values, communicating goals
for people to perform
◦ Controlling – monitoring employee activities, determining the right
tract to achieve objectives.
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What do managers DO?

10. Performance
by achieving
Objectives
Integrating
the
Management
Functions
Resources
and
Capabilities
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Process of Management
I P O

11.  Organization is a social entity that is goal directed
and deliberately structured.
◦ Social entity means being made up of two or more people.
◦ Goal Directed means design to achieve some outcome.
◦ Deliberately structured means that tasks are divided and
responsibility for their performance is assigned to
organization members
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An Organization

12.  What Does Matter for Organization’s
Performance.
◦ Effectiveness of the approach
◦ Efficiency of work
 How does it measure
◦ KPI set in the organization
 What is KPI?
◦ Key Performance Indicators
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An Organization

13. Manager
need
Management Skills
in achieving
KPIs
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What does manager need to
achieve KPI

14.  Conceptual Skills
◦ Think Strategically to take the broad, long term view
and to identify, evaluate and solve complex problems.
 Human Skills
◦ Working with people, motivating people, leading people
etc.
 Technical Skills
◦ Proficiency in performing a specific task.
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Management Skills

15.  Ineffective communication skills and practice
 Poor work relationships/interpersonal skills
 Person – job mismatch
 Failure to clarify direction or performance expectation
 Failure to adapt and break old habits
 Breakdown of delegation and empowerment
 Lack of personnel integrity and trustworthiness
 Inability to develop corporation and teamwork
 Inability to lead and motivate others
 Poor planning practices/reactionary behavior
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Why Managers Fail?

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Management Levels

17. From Individual Identity To Manager Identity
Specialist, Performs specific task Generalist, coordinates divers tasks
Gets things done through own effort Get things done through others
An individual actor A network builder
Works relatively independently Works in highly independent
manner
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Individual Performer to
Manager

18.  The roles are divided in to three
conceptual categories.
◦ Informational – managing by information
◦ Interpersonal – managing through people
◦ Decisional – managing through action
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Manager Roles

19. How the manager’s job is
changing?
 Changing technology (digitization).
 Increased security threats.
 Increased emphasis on ethics.
 Increased competitiveness.