CHINHOYI UNIVERSITY OF TECHNOLOGY

GRADUATE BUSINESS SCHOOL

STRATEGIC MARKETING MANAGEMENT MSCSM603

Lecturer: Dr L. Chikazhe [PhD Marketing]

[email protected]
Learning Objectives
• To define management and understand its scope
• To rank managers in an organisation based on levels of
management/types of managers
• To explain managerial skills at different levels, what managers
do, managerial approaches, roles and skills
• To explain the managerial functions or departments within
organisations
• To compare and contrast management and administration
KEY CONCEPTS IN MANAGEMENT
Management
• The process of planning, organizing, leading and controlling the
work of organization members and of using all available
organizational resources to achieve the stated organizational goals
(Stoner & Freeman, 1989).
• Management is the art of getting things done through other
people (Mary Parker Follet, 1868-1933).

• It is a social and technical process that utilizes resources,

determines human actions and incorporates changes in order to
accomplish goals.
MANAGEMENT PROCESS

Management Process
Think beyond imagination….
Key Attributes of Management
• Managerial activities affect the behaviours of organizations and their
members.
• Management can take place at a variety of organisational levels e.g.
Operational level (lower level), Functional level (middle) and Strategic
level (top)
• The aim of all managers is the same i.e. to achieve prescribed results
through and with other people
• Managing is concerned with increasing or improving productivity
• Management applies to any kind of organisation-universality see next
slide
Universality of Management
Managerial approaches
Traditional approach
• A manager is someone who gets work done through others.
• Traditional managers may be reluctant to adapt to change and
blind to problems in the workplace and with employees.(Halim et
al. 2020).
• Control, boundaries, rules, regulations, and any new business and
working methods are all a part of traditional management.
The Contemporary (Modern) approach
• A manager is someone who works with and through others, by
coordinating their work activities, in order to achieve
organizational goals (Robbins, 2004).
• Managers represent only a small fraction of employees in
organizations. Most employees in organizations are non-
managers.
• Modern methods of managing a company include planning, making
decisions, and monitoring. This is known as contemporary
management. This method makes an effort to set objectives that are
in line with the desires of all relevant parties, including customers,
employees, and traditional investors.
Levels of Management

•Top managers make up the relatively small group of executives who

manage the overall organization.
First-line/low level managers
• This is probably the largest group of managers in most organizations.
• First-line managers supervise and coordinate the activities of operating
employees. In general, they are directly responsible for the production of
goods and services.
• Employees who report to them do the organization’s basic production work
(shop-floor workers) (Slocum, 1996)
• Many first-line managers, today, are team leaders in self-managed work
groups.
• Common title in this group include supervisor, coordinator, duty manager,
foreman, superintendent, etc.
• These managers report to middle level managers
Middle Level Managers
• This is a relatively larger group of managers (after top level managers)
within the organization.
• Titles found in this group include; Plant manager, Operations
manager, Dean, Division manager, Personnel manager, Financial
manager, Marketing manager, etc.
• Middle level managers normally are responsible for implementing
policies and plans developed by top managers. i.e. they report to top
level managers.
• They also supervise and coordinate the activities of lower level
managers.
Top Level Managers
• They are responsible for making organization-wide decisions, and
establishing the plans and goals that affect the entire organization.
• Top managers often represent their organizations in community affairs,
business deals and , or government negotiations.
• They spend most of their time talking with other top managers in the
company and other people outside the organization. e.g. President of IBM
spends more than half of his time traveling to meetings, dealing with the
media and the like.
• Titles found in this group include President, Vice- President, CEO,
Chancellor, Vice Chancellor, General Manager, Director, Chairman, Group
CEO, etc.
What managers do
• Managers are people who over-see the activities of others and
who are responsible for attaining goals in organizations.
• They get results and things done with and through other people.
• They come up with strategic plans for the organisation
• They make decisions, allocate resources and direct the activities
of others to achieve goals.
• They do their work in an organizational setting.
• They have power and authority to reward and chastise/punish
subordinates for non-compliance
…What Managers Do

Scholars have failed to agree on what managers actually do.

To try and describe what managers do, researchers have
developed three approaches to describe what managers do:
• 1. Roles Approach – interpersonal, function & decisional
• 2. Functions Approach - planning, leading, organising &
controlling
• 3. Skills Approach – technical, human & conceptual
1.Interpersonal roles:
• figurehead,
Roles Approach
• leadership,
• Liaison activities.

2. Informational roles: 3. Decisional roles:

• Entrepreneurial role
• spokesperson activities
• Disturbance handler
• Disseminating information
• Monitoring inflow and • Resource allocator
outflow of information • Negotiator
Functions Approach
• In the early part of the twentieth century, Henri Fayol wrote
that all managers perform five management functions:
Planning, Organizing, Commanding, Coordinating, and
Controlling.

• Today, these have been condensed to four: Planning, Leading,

Organizing and Controlling (PLOC).
Functions Approach
MANAGEMENT PROCESS
FUNCTIONS OF MANAGEMENT
Planning
• The process of determining the organization’s desired future
position and the best means to get there.
• Provide the direction to be taken by the organisation
• According to KOONTZ, “Planning is deciding in advance - what
to do, when to do & how to do.
• It includes defining goals/objectives, establishing strategy, and
mapping out activities to accomplish and coordinate these
activities.
Planning ……Contin

• It is the basic function of management.

• It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
• It bridges the gap from where we are & where we want to be”.
Three Types of Goals/Objectives in Planning
1. Strategic goals
• The long-term outcomes that the organization as a whole expects
to achieve in the pursuit of its mission.
2. Functional /divisional/departmental objectives
• The outcomes that units within the firm are expected to achieve.
3. Operational objectives:
• Specific, measurable results that members of an organizational unit
are expected to accomplish
Leading/Directing
• Designing jobs, grouping jobs into units, and establishing
patterns of authority and reporting relationships between jobs
and units.
• It includes allocating people and resources within the
organization or structure.
• The process of getting the organization members to become
inspired to work together toward the organizational goals.
• It includes motivating subordinators, directing others, selecting
the most effective communication channels and resolving
conflicts.
Controlling
• The process of monitoring and correcting the actions of the
organization and its members to keep them directed toward their
goals.
• Managers compare organization’s actual results with the desired
results described in the organization goals and objectives.
• They then take corrective action where deviations from plan are
observed.
Organizing
• An organization is a collection of people and materials
brought together to accomplish purposes beyond the means
of individuals working alone.
• Organisations have the benefit of a synergistic effect i.e.
1+1+1=5 instead of 3.
• Synergy may also be described as achieving results through
team effort which are in excess of the arithmetic sum of the
individual efforts of the members.
Common Characteristics of Organizations
All organizations share the following characteristics
• One or more goals or purposes they exist to achieve
• A programme or plan to achieve their goals
• Some formal hierarchical structure and reporting relationships
• Some degree of specialisation of roles that requires coordination
• The need to operate in an environment with other organisations
and people, on which they depend for the resources they need
• Managers who are responsible for leading and assisting in the
achievement of the organisation’s goals
• Employees
Major Functions/Departments of an Organisation

These functions form the core of the study of business

management and administration:
• Human Resource Management
• Production and Operations Management
• Accounting and Finance Management
• Purchasing/Procurement Management
The Changing Organization
Resources that Managers Use in Organizations
Resources are the basic kinds of inputs that a manager obtains from
the environment, and these include:
• Human resources (managerial talent and labour)
• Financial resources (cash, capital, etc.)
• Physical resources (buildings, raw materials, etc.)
• Informational resources (all relevant important information)
Therefore, managers use factors of production to achieve
organizational objectives.
• NB: Latest developments in operations management now consider
employees as assets, not resources.
Relative Amount of Time That Managers Spend on the Four
Managerial Functions
Skills Approach

These skills reflect a

broad cross-section of
the important
managerial activities that
are elements of the four
management functions.
1. Technical skills
• These are job-specific knowledge and techniques
needed to proficiently perform specific tasks.
2. Human skills
• Are the ability to work well with other people
individually and in a group.
3. Conceptual skills
• The ability to think and to conceptualize about abstract
and complex situations.
Management Skills Necessary at different hierarchical
Levels

 Leaders need
all three skills –
but, skill ability/
importance
changes based
on level of
management
Managerial Skills at Different Levels
Top Managers
• More conceptual and diagnostic
• Less technical and more interpersonal
• Administrations involves the overall determination of policies, setting of major
objectives, the identification of general purposes and laying down of broad
programmes and projects.
• It is concerned with guidance, leadership and control of the efforts of the group in
order to achieved a common goal
Middle Managers
• Relatively more interpersonal and some amount of technical, conceptual and
diagnostic.
First-line Managers
• More technical and interpersonal
• Less conceptual and diagnostic skills
Management versus Administration
• Administration oversees the affairs of the organisation and
manages the whole organisation.

• Administration deals with higher level activities such as

setting broad objectives and policies of the organisation.

• Management put into practice the policies and plans decided

upon by administration.
Management Vs Administration
• In reality, there is no difference between management and
administration.
• Every manager should be concerned with both management
and administrative functions.
• Top level managers spend more time on administrative function
while lower level managers spend more time managing.
• A consciously coordinated social unit, composed of two or more
people, that function on a relatively continuous basis to achieve
a common goal or set of goals.
Business Administration
• Administrations involves the overall determination of policies,
setting of major objectives, the identification of general purposes
and laying down of broad programmes and projects.

• It is concerned with guidance, leadership and control of the

efforts of the group in order to achieved a common goal.

• Administration oversees the affairs of the organisation.

• Manages the whole organisation.

Management Vs Administration
Basis Management Administration
Meaning Formulation of broad objectives,
Getting things done through and with plans and policies
other people and resources to
achieve predetermined objectives
Nature Executing function Decision making function
Process Decides who should do what and Decides what is to be done and
how when
Function Doing function since managers get Thinking function because plans and
work done under their supervision policies are determined under it
Skills Technical and human Conceptual and human

Level Middle and lower level function Top level function

Usage
Basis Management Administration
Applicability Applicable to profit-making
Applicable to not-for-profit-making
organisations
organisations e.g. schools, government
hospitals, clubs, political parties, etc.
Influence Decisions are influenced by values, Decisions are influenced by public
opinions, beliefs and decisions of opinion, government policies, etc.
managers
Status Constitutes employees of an Represents owners of the enterprise
organisation who are paid or overseers
remuneration such as salaries and
wages
References
• Halim, A., Loneragan, N. R., Wiryawan, B., Fujita, R., Adhuri, D. S.,
Hordyk, A. R., & Sondita, M. F. A. (2020). Transforming traditional
management into contemporary territorial-based fisheries
management rights for small-scale fisheries in Indonesia. Marine
Policy, 116, 103923.