── .✦ ‧₊˚.
MANAGEMENT AND
LEADERSHiP iN BUSiNESS
MANAGiNG TODAY
Learning Objectives
• Understand what management is and what managers do
• Identify different types and levels of management
• Describe key characteristics of organizations
• Recognize why management skills matter
• Explain how the modern workplace shapes the manager’s role.
1. Who Are Managers and Where Do They Work?
Definition of a Manager
Coordinates and oversees the work of others so organizational goals can be achieved
efficiently and effectively
Key Points:
• They don’t do all the work themselves — they guide, support and evaluate others
• They are responsible for getting results through people
Where They Work:
Managers operate in organizations — deliberate structures where people work
together for a common purpose.
→ E.g.: Companies, NGOs, hospitals, schools, start-ups, government agencies.
, ── .✦ ‧₊˚.
2. The Characteristics of an Organization
Definition
Deliberate collection of people brought together to accomplish some specific purpose
Common Characteristics
1. Distinct purpose, typically expressed as a goal or set of goals.
2. People work to achieve those goals by making decisions and
contributing unique skills.
3. Deliberately structured with rules, regulations, policies, supervision,
work teams and job descriptions to define the behavior of its
members. Can be flexible (startups) or highly formal (governments).
3. How Are Managers Different from Nonmanagerial Employees?
Managers Nonmanagerial Employees
Coordinate and oversee others’ work Work directly on tasks
Focus on group/organizational results Focus on individual contributions
Have formal authority and accountability No authority over others
4. Managerial Levels and Titles
1. Top Managers 3. First-Line Managers
• Set overall direction and strategy • Oversee day-to-day operations
• Represent the organization externally • Directly manage nonmanagerial
→ E.g.: CEO, CFO, President, Managing Director employees
→ E.g.: Shift Leader, Team Supervisor, Office
2. Middle Managers Coordinator
• Translate top-level strategy into
specific plans for departments 4. Team Leaders
• Supervise first-line managers • Coordinate work of small groups
→ E.g.: Division Head, Regional Manager • Often without full formal authority but
key for communication and motivation
, ── .✦ ‧₊˚.
5. What is Management
Definition
The process of coordinating work activities so they are completed efficiently and
effectively with and through other people.
Efficiency:
• “Doing things right”
• Aim: Maximize output from the least number of inputs.
• Optimal use of scarce resources (e.g.: people, money,
and equipment).
→ Using resources wisely
Effectiveness:
• “Doing the right things”
• Aim: Complete important work activities that contribute to organizational success.
• Concerns the attainment of organizational goals.
→ Achieving desired outcomes
! Example: A hospital manager improves patient care (effective) while
reducing waste in supplies (efficient).
6. The Four Functions of Management
Planning
• Setting goals and deciding how to achieve them
Organizing
• Arranging and structuring work to accomplish goals
Leading
• Motivating, guiding, and inspiring the team
Controlling
• Monitoring performance and correcting deviations
, ── .✦ ‧₊˚.
! Example:
In a restaurant:
• Planning → Design the new menu
• Organizing → Assign chefs & servers
• Leading → Motivate staff before launch
• Controlling → Check customer satisfaction & adjust
7. Skills and Competencies Managers Need
To be effective, managers must develop three key skill sets:
1. Technical Skills
• Job-specific knowledge and techniques
→ E.g.: A marketing manager knowing data analytics tools
2. Human Skills
• The ability to work well with others, communicate, and lead teams.
• Emotional intelligence = key factor
3. Conceptual Skills
• The ability to think abstractly, see the organization as a whole, and connect
different functions
→ E.g.: Anticipating how a change in production affects sales or HR
8. Why Study Management?
• Career flexibility: Management skills are valuable in every field — business,
healthcare, education, or government
• Improved productivity: Understanding how to organize and motivate others
increases efficiency
• Employability: Employers seek graduates who can lead projects, make decisions,
and solve problems.
• Personal development: Management theory also helps with time management,
goal setting, and communication.
MANAGEMENT AND
LEADERSHiP iN BUSiNESS
MANAGiNG TODAY
Learning Objectives
• Understand what management is and what managers do
• Identify different types and levels of management
• Describe key characteristics of organizations
• Recognize why management skills matter
• Explain how the modern workplace shapes the manager’s role.
1. Who Are Managers and Where Do They Work?
Definition of a Manager
Coordinates and oversees the work of others so organizational goals can be achieved
efficiently and effectively
Key Points:
• They don’t do all the work themselves — they guide, support and evaluate others
• They are responsible for getting results through people
Where They Work:
Managers operate in organizations — deliberate structures where people work
together for a common purpose.
→ E.g.: Companies, NGOs, hospitals, schools, start-ups, government agencies.
, ── .✦ ‧₊˚.
2. The Characteristics of an Organization
Definition
Deliberate collection of people brought together to accomplish some specific purpose
Common Characteristics
1. Distinct purpose, typically expressed as a goal or set of goals.
2. People work to achieve those goals by making decisions and
contributing unique skills.
3. Deliberately structured with rules, regulations, policies, supervision,
work teams and job descriptions to define the behavior of its
members. Can be flexible (startups) or highly formal (governments).
3. How Are Managers Different from Nonmanagerial Employees?
Managers Nonmanagerial Employees
Coordinate and oversee others’ work Work directly on tasks
Focus on group/organizational results Focus on individual contributions
Have formal authority and accountability No authority over others
4. Managerial Levels and Titles
1. Top Managers 3. First-Line Managers
• Set overall direction and strategy • Oversee day-to-day operations
• Represent the organization externally • Directly manage nonmanagerial
→ E.g.: CEO, CFO, President, Managing Director employees
→ E.g.: Shift Leader, Team Supervisor, Office
2. Middle Managers Coordinator
• Translate top-level strategy into
specific plans for departments 4. Team Leaders
• Supervise first-line managers • Coordinate work of small groups
→ E.g.: Division Head, Regional Manager • Often without full formal authority but
key for communication and motivation
, ── .✦ ‧₊˚.
5. What is Management
Definition
The process of coordinating work activities so they are completed efficiently and
effectively with and through other people.
Efficiency:
• “Doing things right”
• Aim: Maximize output from the least number of inputs.
• Optimal use of scarce resources (e.g.: people, money,
and equipment).
→ Using resources wisely
Effectiveness:
• “Doing the right things”
• Aim: Complete important work activities that contribute to organizational success.
• Concerns the attainment of organizational goals.
→ Achieving desired outcomes
! Example: A hospital manager improves patient care (effective) while
reducing waste in supplies (efficient).
6. The Four Functions of Management
Planning
• Setting goals and deciding how to achieve them
Organizing
• Arranging and structuring work to accomplish goals
Leading
• Motivating, guiding, and inspiring the team
Controlling
• Monitoring performance and correcting deviations
, ── .✦ ‧₊˚.
! Example:
In a restaurant:
• Planning → Design the new menu
• Organizing → Assign chefs & servers
• Leading → Motivate staff before launch
• Controlling → Check customer satisfaction & adjust
7. Skills and Competencies Managers Need
To be effective, managers must develop three key skill sets:
1. Technical Skills
• Job-specific knowledge and techniques
→ E.g.: A marketing manager knowing data analytics tools
2. Human Skills
• The ability to work well with others, communicate, and lead teams.
• Emotional intelligence = key factor
3. Conceptual Skills
• The ability to think abstractly, see the organization as a whole, and connect
different functions
→ E.g.: Anticipating how a change in production affects sales or HR
8. Why Study Management?
• Career flexibility: Management skills are valuable in every field — business,
healthcare, education, or government
• Improved productivity: Understanding how to organize and motivate others
increases efficiency
• Employability: Employers seek graduates who can lead projects, make decisions,
and solve problems.
• Personal development: Management theory also helps with time management,
goal setting, and communication.
