Lecture 1, Unit 1, Week 1 Management: Introductory Background By: Dr. Obi Berko School of Management, Legon

1. Lecture 1, Unit 1, Week 1 Management: Introductory Background By: Dr. Obi Berko School of Management, Legon

2. The Origin of Management 1) Traced from the history of commercial organization 2) In the 16 & 17 century communities were purely agrarian 3) Initial production was based on agriculture - food clothing and shelter. 4) Among the three, clothing developed & increased became the first industry

3. Nature of the Textile Industry 1) Home based worker and manufacturing Home producers sold to middlemen/merchants as well as directly to the markets and/or shops 2)Production methods were based on manpower via hand weaving; 3) Sometimes the merchants hire the home based producers and provide them with raw materials in order to produce directly for them.

4. Activity 1 What do think were some of the benefits of the home based production system? Class discussion!

5. Hints : Activity 1 1)Low cost of product (low operating cost) 2) Flexible working hours for workers;

6. Problems with home based production system Small scale production Embezzlements of raw materials by the home based workers; Lack of dependable supply/delivery Problem of turnaround/or lead time Control of workforce Quality control

7. Remedies to the home-based production system A move to a centralised form of production location known as the factory system/plant Do we still have factories today?

8. Benefits of the factory system The factory system gained substance and permeated all aspects of commerce and industrial life; Large scale production; Introduction of machines; And more hands in the factory

9. Challenges with the Factory System The challenges of the factory system included: a) controlling of labour; b) the poor way of treating human beings like machines and ; c) The problem of how to organise work d) Unqualified workers e) Poor relationship between merchants and workers

10. Implication of the Challenges from the Factory System The challenges concerning the factory system created the need for personnel management function that aimed to improve employers and employees relations in terms of: role specification, careful selection, labour control and welfare of the employees

11. Activity 2 Consider the development of the factory system, what explains its development and what was the main factors? Class discussion!

12. Resolving the Challenges from Factory System The call for factory consultants, experts, researchers, etc. So researchers consultants such as: Adam Smith; Henry Fayol; Frederick Talyor and Elton Mayol recommended one theme – MANAGEMENT offered several framework – the evaluation of management thinking. See next lecture

13. What is Management? 1)Management is a generic term and subject to many interpretations. 2) A number of different ideas are attributed to the meaning of management and to the work of a manager.

14. What is Management? (Cont.’) 3) In certain respects everyone could be regarded as a manager to some extent, we all manage our own time and everyone has some choice whether or not to do something and some control, however slight, over the planning and organization of their work. 4) We are concerned with management as involving people looking beyond themselves and exercising formal authority over the activities and performance of other people.

15. What is Management? ( Cont.’) From the above: management will denote: A function The people who discharge it A social position An authority A discipline A field of study

16. Common features of Management Managerial process, activities and elements Planning Leading Controlling Organising

17. Activity 3 Who is a Manager? Class discussion

18. Application of Management in Organizations Activity 4 Could the following people be regarded as managers and why? Accountants Midwife group accountant, CEO

19. Activity 4 Cont.’ Chief inspector, Captain in the military head-teacher, production controller, distinct nursing officer,

20. Basic operations in the work of managers Setting objectives Organising Motivating & communicating (leading) Measuring (controlling) Developing people (planning)

21. Management and Administration: Relationship Activity 5 Are there differences and/or similarities between management and administration? Class discussion!

22. Management as universal process It is a process by all managers everywhere in the world because all managers engage in certain interrelated activities in order to achieve their desired goals. These processes are the planning, leading, controlling and organising

23. Importance of management (managers) in organizations • Organizations can be described as the social arrangement for the controlled performance of collective goals. This definition suggests the need for management for every organization. This is because: • 1) Objectives have to be set for the organization • 2) Somebody has to monitor progress and results to ensure the objectives are met • 3) Somebody has to communicate and sustain corporate values, ethics and operating principles

24. Importance Cont.’ 4) Somebody has to look after the interests of the organization’s owners and other stakeholders

25. Level of Managers 1) First-Line Managers: They are those who are responsible for supervising the work of the operating employees. They do not supervise other managers. Supervisors and foremen are examples of this rank. 2) Middle level managers: They are those responsible for other managers and sometimes the operating employees as well. They execute the strategies and the policies of top level managers and also co-ordinate the work of first-line managersand the determine the goods or services to be produced

26. Level of Managers Cont.’ 3) Top level managers: They are those who determine the overall direction of the organization 4) Strategic managers: They are concerned with determination of the long term goals of the organization and how the organization interact with external environment

27. Level of Managers Cont.’ • Others based on Functions • Marketing managers • Finance managers • Human resource managers • Other Managers • General Managers: They the ones responsible for activities such as production, marketing, accounting and so on

28. Managerial Roles Interpersonal roles Informational roles Decisional roles Figurehead Leader Liaison Monitor Disseminator Spokesperson

29. Managerial Roles 10) Entrepreneurial11) Disturbance handler12) Resource allocator13 Negotiator

30. Managerial Skills • Technical competence • Social & human skills • Conceptual ability

31. Activity 6 Mention some of the factors that affect the work of a manager. Class discussion!

32. Activity 6: Hint- Factors affecting the work of managers • The nature of the organisation, its philosophy, objectives and size • The type of structure • Activities and tasks involved • Technology and methods of performing work • The nature of people employed • The level in the organisation at which the manager is working

33. Ten key strategies for managers of the future • Developing leadership • Driving radical change • Reshaping culture • Achieving constant renewal • Making team working work 9. Achieving total management quality 10. Keeping the competitive edge

34. Managerial performance : Some indicators • Efficiency • Effectiveness • Economy of activities

35. End of Lecture Cheers!