1. PANHA CHIET UNIVERSITY Course: Principle of Management Introduced By: YORN SOMETH, MBA Summary my Background rbs Graduated: BBA from National University of Management, Phnom Penh, Cambodia Graduated: MBA from Siam University, Bangkok, Thailand Used to teach at other universities in Cambodia around 8 years and work experience: NGO 2 years, work for private organization 4 years position: Director 1

2. CHAPTER I INTRODUCTION TO MANAGEMENT When you finish this chapter, you should be able to: -What is the management? -Function of Management related to planning -Function of Management related to organizing -Function of Management related to leading -Function of Management related to controlling -Level of Management related to top management, middle management, first-line management, Operation staff -Managerial Roles -Managerial Skills -Managerial Network -Whether management is Arts or Science? 2

3. 1.What is management?  Management is the process of planning, organizing, leading, and controlling through utilize the human resources and other resources in the purpose to achieve the goal of organization.  Manager is the person responsible for planning, organizing and leading the work of a group of individuals, controlling their work, and taking corrective action when necessary. 3

4. 2. Function of Management Planning Organizing Leading Controlling Function of Management 4

5.  Planning is the process used by managers to identify and select goals, evaluate the future and courses of action for the organization.  Vision & Mission Statement  Plan is the map for showing the road  For example, a manager of a new local restaurant will need to have a marketing plan, a hiring plan and a sales plan. 5 2. Function of Management

6.  Organizing is the process used by manager related to selection and preparation human resources and other resources in order to implement plan and achieve goal of organization. -People and Resources -Structure 6 2. Function of Management

7.  Leading is the process of action of motivation makes the employees to implement their tasks set out in clearly in order to achieve company’s goal.  Controlling is the process of measurement and analysis the certain implementation and do comparison to the standard that created in planning. 7 2. Function of Management

8. 3. Levels of Management Hierarchy of Management Top Manager Middle Manager First-Line Manager 8 Policy Strategy Procedure Tactics Execution Operation

9.  Top Management -Manage policy and general strategy -Responsibility the make decision  Middle Management -Implement Policy -And create policy for introduction operation of organization.  First-Line Management -Monitor work directly with staff  Operating Employees -Directly be responsible the certain work 9 3. Levels of Management

10. 10  The highest ranking executives (with titles such as chairman/chairwoman, chief executive officer, managing director, president, executive directors, executive etc.) responsible for the entire enterprise.  Top management translates the policy (formulated by the board-of-directors) into goals, objectives, and strategies, and projects a shared-vision of the future. Top Management

11. 11 Middle management is a layer of management in an organization whose primary job responsibility is to monitor activities of subordinates while reporting to upper management. Middle Management

12. 12 First line managers need training that will give them a mental framework that will allow them to operate with more confidence and skill. First Line Management Specifically they need training to do the following: 1. To set clear targets for the team 2. To communicate with more accuracy and clarity 3. To properly manage the person who negatively affects the atmosphere 4. To manage the stress of change 5. To delegate work properly

13. 13 First Line Management Introducing Working

14. 4.The Roles of Management  Role is a set of specific tasks a person performs because of the position they hold.  Managerial Roles, There are 3 types: 1- Interpersonal roles:  Roles managers assume to coordinate and interact with employees and provide direction to the organization. 14

15. 15 Roles of Management Interpersonal roles

16. 16  Figure head role: symbolizes the organization and what it is trying to achieve.  Leader role: train, counsel, mentor and encourage high employee performance.  Liaison role: link and coordinate people inside and outside the organization to help achieve goals. 1- Interpersonal roles:

17. 17 2- Information roles: Associated with the tasks needed to obtain and transmit information for management of the organization.  Monitor role: analyzes information from both the internal and external environment.  Disseminator role: manager transmits information to influence attitudes and behavior of employees.  Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it.

18. 18 Information roles

19. 19 3- Decisional roles:  Associated with the methods managers use to plan strategy and utilize resources to achieve goals.  Entrepreneur role: deciding upon new projects or programs to initiate and invest.  Disturbance handler role: Assume responsibility for handling an unexpected event or crisis.  Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.  Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders.

20. 20 3- Decisional roles:

21. 5. Managerial Skills The three essential skills or competencies are :  Technical Skills: involve process or technique knowledge and proficiency in a certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing with employees doing the organization’s work. First line manager (TS 50%, PS 40%, CS 10%) 21

22. 22  People Skills: involve the ability to interact effectively with people. Managers interact and cooperate with employees. Because managers deal directly with people, this skill is crucial. Middle manager (PS 50%, CS 40%, TS 10%) 5. Managerial Skills

23. 23  Conceptual Skills: Ability to use information to solve business problems, identification of opportunities for innovation, recognizing problem areas and implementing solutions, selecting critical information from masses of data, understanding the business uses of technology, understanding the organization's business model. Top manager (CS 50%, PS 40%, TS 10%) 5. Managerial Skills

24. 6. Managerial Network  Managerial Network: set of relationships critical to your ability to get things done, get ahead and develop personally and professionally (“Networking” refers to the activities associated with developing and managing such relationships) 24

25. Managerial Network Organization -Board Director -Controllers Manager -Staff -Low Staff Manager the same position Outside Organization -Businessmen -Enterprises -Government -Associations 25

26. 26 Managerial Network

27. 7. Is management an Art or a Science? Management: is both art and science.  Science may be described as a collection of systematic knowledge based on proper findings and exact principles and is capable of verification. -Principles -Regulation 27

28. 28 7. Is management an Art or a Science?  Art uses the known rules and principles and uses the skill, expertise, wisdom, experience to achieve the desired result. 1. The process of management involves the use of knowledge and skills 2. Management seeks to achieve concrete practical results 3. Management is creative