Introduction to Management


Nov 20, 2013 (4 years and 5 months ago)


Introduction to Management

Section 1.1

The Importance of



What management is

The three levels of management

The management process

Three types of management skills

The principles of management

The role of women and minorities in

What is Management?

Management is the process of deciding how
best to use a business’s resources to produce
goods or provide services.

Resources include employees, equipment, and

Managers are responsible for a variety of jobs:
schedule work shifts, oversee departments,
plan for the future, etc.

Levels of Management

Senior Management

is the highest level of

Establish the goals and objectives, of the business

Decides what actions are necessary to meet those goals

Senior management usually includes:

Chairperson of the board of directors

Chief Executive officer CEO

Chief Operating Officer COO

Chief Financial Officer CFO

Levels of Management continued

Senior management is not involved in the company’s
day to day problems

They concentrate on setting the direction the company will

Middle management

is responsible for meeting the
goals that senior management sets

Department heads and district sales managers

Sets goals for specific areas of the business and decides what
the employees in each area must do to meet those goals

Levels of Management continued

Supervisory Management

is the lowest level of

They are responsible for the day to day operations of the
business run smoothly

In charge of the people who physically produce the company’s
products or provide its services

Forepersons, crew leaders, and store managers

The three levels of management form a

or a
group ranked in order of importance

The Management Process

There are several ways to examine how
management works

Divide the tasks managers performance into

Look at the roles different managers play in a


is a set of behaviors associated with a particular job

Look at the skills managers need to do their jobs

Management Tasks

All managers perform activities that can be divided into five

a manager decides on company goals and the actions
the company must take to meet them

groups related activities together and assign
employees to perform them

decides how many and what kind of people a business
needs to meet its goals and then recruits, selects, and trains the
right people

provides the guidance employees need to perform their
tasks. Ensure company’s goals are met

analyze account records and make changes if
financial standards are not met

Management Roles

Most management roles fall into three categories:

Interpersonal roles
relationship with people. Provides
leadership within company and interacts with others
outside of the organization

related roles
require a manager to
provide knowledge news or advice to employees

Decision making roles
are those a manager plays
when changes in policies, resolving, conflict, or
deciding how best to use resources

Management Skills

Conceptual Skills
helps manager understand how
different parts of a business relate to one another and
to the business as a whole

Decision making, planning, and organizing

Human Relations Skills
managers need to understand
and work will with people

Interviewing job applicants, forming partnerships with other
businesses, and resolving conflicts

Technical Skills
specific abilities that people use to
perform their jobs

Operating a word processing program, designing a brochure,
and training people to use a new budget system

Principles of Management

Managers often use certain rules when deciding how to
run their businesses


is a basic truth or law

Developing principles of management is more
complicated than scientific principles

Management principles are developed through
observations or deduction


is the process of drawing a general conclusion
from specific examples

Principles of Management continued

Management principles are more likely to
change than physical

Interpreted differently by different people

Management principles are viewed as guides
to action rather than rigid laws

Important part of being a manager is being
able to recognize when a principle should be
followed and when it should not.

Women and Minorities in Management

For many years managers of large and
medium sized US businesses were almost
exclusively white males

In the 50s and 60s women in the workforce
were mostly secretaries, teachers, salesclerk,
and waitresses

Minorities were confined to menial jobs such as
custodial work and manual labor

Women and Minorities in Management

Avon, eBay and Lucent all have women or minorities

Packard was the 1

of the 30 largest U.S.
companies to appoint a women CEO
Carleton Fiorina

In 2000 women held 44% of managerial position in
public administration

In 2002 women made up 25.1 percent of Senior
Executive Service (federal government’s highest

Women and Minorities in Management

Despite many changes most senior managers in the
country are still white men

In 2002 only 16% of executives (Fortune 500) were
women and 71 of the companies had no women
officers at all

In America’s top 50 companies minorities only account
for 24 % of the managerial staff

Why? Because of the glass ceiling
an invisible barrier
that prevents women and minorities from moving up in
the world of business