1. Defination
1.1. Management
1.1.1. Henri Fayol
1.1.1.1. P = Plan O = Organise C = Command C = Co - ordinate C = Control
1.1.1.1.1. Planning
1.1.1.1.2. Organisation
1.1.1.1.3. Command
1.1.1.1.4. Coordinate
1.1.1.1.5. Control
1.1.1.2. accredited to have formulated a formal definition of Management
1.1.2. Massie
1.1.2.1. Job of a manager
1.1.2.1.1. is to direct the efforts and activities of other people towards common objectives
1.1.3. Mary Parker Follett
1.1.3.1. "Art of getting things done through people."
1.1.4. Nageb (yours truely)
1.1.4.1. Resources in the organisation will lie idle unless the manager uses management functions of....P D M C ... to produce goods & services
1.1.4.1.1. Planning
1.1.4.1.2. Directing
1.1.4.1.3. Motivating
1.1.4.1.4. Controlling
1.1.5. Drucker
1.1.5.1. "Manager is a life-giving element."
2. Manager
2.1. Effectiveness of a Manager
2.1.1. Manager effectiveness depends on the acquired competencies
2.1.1.1. Boyatsis
2.1.1.1.1. Goal and action maintenance
2.1.1.1.2. Direct subordinates
2.1.1.1.3. Managing people
2.1.1.1.4. HRM / Leadership
2.1.1.1.5. Focus on others
2.1.1.2. Burgoyne (inst. of manpwr studies)
2.1.1.2.1. Managing people
2.1.1.2.2. Manage resources
2.1.1.2.3. Personally effective
2.1.1.3. Burgoyne & Boydell
2.1.1.3.1. Meta-Qualities
2.1.1.4. Centre of Creative Leadership (Greensboro N.Carolina)
2.1.1.4.1. Interpersonal Skills
2.2. Work of a Manager
2.2.1. Size of Organisation
2.2.1.1. Small - Perform all functions of POCCC
2.2.1.2. Large - Specialises in certain managerial functions
2.2.2. Culture
2.2.2.1. Asian
2.2.2.1.1. Centralised Decision making
2.2.2.1.2. Withhold Authority
2.2.2.2. Western
2.2.2.2.1. Decentralised Decision making
2.2.2.2.2. Delegate Authority / Empowerment
2.2.3. Levels of Management
2.2.3.1. Stewarts
2.2.3.2. Robert L.Kat
2.2.4. Functions in the organisation
2.2.4.1. Marketing
2.2.4.2. HR
2.2.5. Individual's Personality / Behavior
2.2.5.1. values
2.2.5.2. percepetion
2.2.5.3. personality
2.2.5.4. attitude
2.2.5.5. emotions
2.2.5.6. EQ
2.2.5.6.1. change in personality at different levels of management
2.2.6. Stewart's explanation on the work of a manager
2.2.6.1. Reality of Manager's Job
2.2.6.1.1. Job Fragmented
2.2.6.1.2. Little time for thought
2.2.6.1.3. Informal communication
2.2.6.1.4. depends on incomplete information
2.2.6.1.5. Networking - Building alliance
2.2.6.1.6. focus on superiors rather than subordinates
3. What is a manager?
3.1. Peterson's classification depending on the Nationalities
3.2. Malaysia
3.2.1. all administrative & managerial personnel in private & public sector that have evolved from the civil servant class
3.3. Britian/UK
3.3.1. above the first line level and are involved in the control of the organisation
3.4. USA
3.4.1. all those not involved in policy making are Managers
3.4.1.1. eg. - VPs - President - Chairman
4. Levels of Management
4.1. Top Management
4.1.1. Strategic objectives > 1 year
4.1.2. Set direction in the form of mission & goals
4.1.3. Ethics & social responsibility
4.1.4. Right culture
4.1.5. Financially Solvent
4.1.6. Appoint & Monitor middle management
4.2. Middle Management
4.2.1. Tactical objectives
4.2.1.1. Strategies, Objectives < 1 year
4.2.2. Department Structures
4.2.2.1. Allocate duties & responsiblities
4.2.3. Department budget
4.2.4. Integrate with other functions
4.2.5. Appoints and monitor lower management
4.3. Lower Management (1st line mgt) / Supervisor
4.3.1. Daily Operations
4.3.2. Instruction and info
4.3.3. coach workers towards target
4.3.4. Keep morale high
4.3.4.1. increased productivity
4.3.4.2. increased efficiency
4.3.5. Patterns of Managerial work
4.3.5.1. requires competencies: skill & knowledge
4.3.5.2. recruitment selection training & development
4.4. NB -> Rosemary Stewart "Reality of Organisation"
4.4.1. The reality is that managers of different levels tend to perform different patterns of managerial work & hence they need different skill sets