1. INTRODUCTION TO MANAGEMENT
UNIT ONE
UNDERSTANDING MANAGEMENT

2. UNDERSTANDING MANAGEMENT
The organization and coordination of the activities of a business in order to achieve defined objectives. Management is the process of ensuring that an organization or company is able to operate in both the immediate and near future.

3. Management is often included as a factor of production.
Others are:
machines
materials
money

4. FACTORS OF PRODUCTION
THESE ARE:
land
labor
capital
entrepreneurship

5. FUNCTIONS OF MANAGEMENT
Planning--The planning function of management controls all the planning that allows the organization to run smoothly. 
Organizing--The organizing function of leadership controls the overall structure of the company.

6. Staffing--The staffing function of management
Staffing--The staffing function of management includes all recruitment and personnel needs of the organization
Coordinating--The coordinating function of leadership controls all the organizing, planning and staffing activities of the company and ensures all activities function together for the good of the organization. 

7. COORDINATING—
The coordinating function of
leadership controls all the organizing, planning and staffing activities of the company and ensures all activities function together for the good of the organization.

8. CONTROLLING
The controlling function of
management is useful for ensuring all
other functions of the organization are
in place and are operating successfully

9. ROLES OF MANAGEMENT Category Roles Interpersonal Figurehead Leader
The 10 roles are then divided up into three categories, as follows:
ROLES OF MANAGEMENT
Category
Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

10. Figurehead – As a manager, you have social,
ceremonial and legal responsibilities.
Leader – This is where you provide leadership for your team, your department or perhaps your entire organization.
Liaison – Managers must communicate with internal and external contacts.

11. Monitor – In this role, you regularly seek out
Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment.
Disseminator – This is where you communicate potentially useful information to your colleagues and your team.
Spokesperson – Managers represent and speak for their organization.

12. Entrepreneur – As a manager, you create. and control change within
Entrepreneur – As a manager, you create and control change within the organization.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge.

13. Resource Allocator – You'll also need to. determine where
Resource Allocator – You'll also need to determine where organizational resources are best applied.
Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

14. MANAGEMENT SKILLS
Some managers inspire, some motivate, and others fail miserably to engage their employees. An “effective” manager takes responsibility for ensuring that each individual within his department succeeds and that the team or business unit achieves results.

15. EMOTIONAL INTELLIGENCE CRITICAL THINKING COMMUNICATION MOTIVATION
EXAMPLES OF MANAGEMENT SKILLS:
STRATEGIC THINKING
COLLABORATION
EMOTIONAL INTELLIGENCE
CRITICAL THINKING
COMMUNICATION
MOTIVATION

16. STRATEGIC THINKING
Strategic thinkers immerse themselves in the day’s tasks. They set priorities aligned with major goals. Such individuals often encouraged innovation by backing good people who take smart risks.

17. COLLABORATION Involves the process of effective
networking. This can be achieved via a
four step process:
Stay on the radar with people you don’t
see regularly
Change assumptions about the
importance/subservience of certain roles in
your organization

18. Educate yourself and your staff about the work of others
Check your demands and systems to
make certain they aren’t
undercutting collaboration

19. EMOTIONAL INTELLIGENCE
IQ alone can’t fuel the group’s success.
Emotional Intelligence is enhanced via:
self-awareness
self-management
social awareness
relationship management

20. Recognize that as a leader, you are contagious
Recognize that as a leader, you are contagious. Be a source of energy, empathy and earned trust, proving optimism and realism can co-exist. Understand that resilience is key to leadership, especially in stressful times.

21. CRITICAL THINKING
Critical thinkers question conventional wisdom. They are vigilant about identifying and challenging assumptions that underlie actions or inactions.

22. COMMUNICATION Simple, yet very important. It comes
up continually as a deficit in organizations.
Bosses who don’t communicate effectively
get in the way of their team’s effectiveness.
If you don’t communicate, others will — and the
others may be your internal critics or your external
competitors.

23. MOTIVATION
Pay your workers fairly, but don’t stop there. Understand the key intrinsic motivators: competence, autonomy, purpose and growth. As a manager determine the prescription for each of your employees.

24. COACHING Are you among the legions of managers who
habitually fix the work of others? Are you the non
stop answer machine for people who are overly
reliant on you for decisions? And at the end of the
day, do you wonder why you’re frustrated and
exhausted and employees aren’t getting better on
your watch? You need to learn to coach their
growth.