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Certificate in Human Resource Management

Introduction to Management

ByPrabhashiniWijewantha

(B.Sc. HRM (Special) 1st Class- Batch Top-Gold Medal(USJP), MBA Two gold medals(UOC))Lecturer

Department of Human Resource ManagementFaculty of Commerce and Management Studies

University of Kelaniya 1

To understand the concept of Management.

To illustrate the key functions of management .

To describe the levels of management and fundamental managementskills.

To discuss key management roles.

To explore organizational structures.

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Learning Objectives

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What is Management?Planning, organizing, leading, and controlling of human andother resources to achieve organizational goals effectively andefficiently.

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Four Functions of Management

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Organizational Resources People Money Time Work Procedures Energy Materials Equipment

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Efficiency & Effectiveness Efficiency :Getting the most output from the least amount of inputs;referred as doing things right.

Effectiveness :Completing activities so that organizational goals areattained; referred to as doing the right things.

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Effectiveness and Efficiency in Management

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Ice Breaker ActivityHow do you handle following events ?

1. Organizing a guest lecture at HRMI2. Organizing a surprise birthday party for your best friend3. Organizing an office trip4. Organizing a charity event

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Why Study Management?The value of studying management:

The universality of management

The reality of work

Rewards and challenges of being a manager

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Who are Managers ? Manager : Someone who works with and through other people bycoordinating their work activities in order to accomplishorganizational goals.

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Types of Managers/ Levels of Management First-line managersMiddle managers Top managers

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Levels of Management

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Time that Managers Spend on the FourManagerial Functions

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Managers Roles

Decisional Roles Roles associated with methods managers use in planning strategy andutilizing resources:

Entrepreneur - Deciding which new projects or programs to initiate andto invest resources in.

Disturbance handler Managing unexpected events or crisis.

Resource allocator - Assigning resources between functions anddivisions, setting the budgets of lower managers.

Negotiator - Reaching agreements between other managers, unions,customers, or shareholders. 14

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Informational Roles Roles associated with the tasks related to obtain and transmitinformation in the process of managing the organization:

Monitor - Analyzing information from both the internal and externalenvironment.

Disseminator - Transmitting information to influence the attitudesand behavior of employees.

Spokesperson - Using information to positively influence the waypeople in and out of the organization respond to it.

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Interpersonal Roles Roles that managers assume to provide direction and supervision toboth employees and the organization as a whole:

Figurehead - Symbolizing the organizations mission and what it isseeking to achieve.

Leader - Training, counseling, and mentoring employees for highperformance.

Liaison - Linking and coordinating the activities of people and groupsboth inside and outside the organization/department.

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Managerial Skills Conceptual SkillsThe ability to analyze and diagnose a situation and distinguishbetween cause and effect.

Human SkillsThe ability to understand, alter, lead, and control the behavior ofindividuals and groups.

Technical SkillsThe specific knowledge and techniques required to perform anorganizational role.

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Types of Skills Required at Each Managerial Level

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Challenges for Management in the GlobalEnvironment

Increasing number of global organizations.

Building a sustainable competitive advantage.

Maintaining ethical business standards.

Managing a diverse workforce.

Utilizing the advancements in ICT.

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Building Competitive Advantage Increasing efficiencyReducing the quantity of resources used to produce goods and services.

Increasing qualityIntroducing Total Quality Management (TQM) to improve quality.

Increasing speed, flexibility, and innovationAdapting to bring new products to the market faster.

Increasing responsiveness to customersEmpowering employees to deal with customers.

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What is an Organization?A deliberate arrangement of people to accomplish some

specific purpose (that individuals independently could notaccomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)

Composed of people

Have a deliberate structure22

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Organisational StructuresThe organizational structure shows how the business is organizedinternally with levels of responsibility.

Tall and Flat Structures

Flat Structure: Has few levels of hierarchy.

Tall Structure: Has many levels of hierarchy.

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Types of Organisational Structures1. Functional Structure

2. Geographic Structure

3. Divisional Structure

4. Matrix Structures

5. Product Team Structure

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Functional Structures The functional organizational structure groups employees according tobroad business activities, resulting in departments such as finance,marketing, and production etc.

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Geographic Structures Grouping activities on the basis of location.

Common in organizations that operate over a wide geographic area.

Often, some departments e.g. accounts will be centralized.

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Divisional Structure

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A divisional structure occurs when an organization is structured inaccordance with product lines or divisions or departments.

They are headed by general managers who enjoy responsibility for theirown resources.

Matrix Structures -Two Boss Employees

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A matrix structure aims to combine the benefits of decentralization(e.g., speedy decision making) with those of co-ordination (achievingeconomies and synergies across all business units, territories, andproducts).

It usually requires employees from various departments to form a groupto achieve a specific target.

They require dual reporting to managers and the diagram shows a mixof product and functional structures.

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Matrix Structures -Two Boss Employees contd.

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