Human resource management

1. JOMO KENYATTA UNIVERSITY OF
AGRICULTURE AND TECHNOLOGY
BACHELOR OF SCIENCE IN
HUMAN RSOURCE MANAGEMENT
HPS 2206 PRINCIPLES OF
MANAGEMENT

2. INTRODUCTION TO MANAGEMENT

3. Course Instructor:
DR MBITHI MUTUA
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4. Learning outcomes
At the end of this chapter, the learner will able
able to:
 Define management terms
 Explain managerial roles and functions
 Explain the features of management
 Discuss the challenges facing management
today

5. Overview of the Lecture
 Definition of terms
 Managerial Roles and Functions.
 Features of Management
 Managerial Skills
 Levels of Management
 Universality of Management
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6. Definitions
Management is:
 The process of achieving organisational
goals by engaging in the four major functions
of planning, organising, leading and
controlling. (Bartol et al,. 2001).
 The capacity to create a work environment in
such a way that each person is uniquely
motivated to achieve the organisational goals
and feels recognised for so doing. (Carlopio
et al, 2004)
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7. Definition…Cont’d
 Management is about coping with
complexity. Dealing with planning and
budgeting, organising and staffing, and
controlling and problem solving. (Kotter,
2003).
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8. Definition…Cont’d
 Organizations: People working together and
coordinating their actions to achieve specific
goals.
 Goal: A desired future condition that the
organization seeks to achieve.
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9. Definition…Cont’d
 Resources are organizational assets and
include:
 People,
 Machinery,
 Raw materials,
 Information, skills,
 Financial capital.
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10. Definition…Cont’d
 Managers are the people responsible for
supervising the use of an organization’s
resources to meet its goals.

11. Organizational Performance
 Measures how efficiently and effectively
managers use resources to satisfy customers
and achieve goals.
 Efficiency: A measure of how well
resources are used to achieve a goal.
 Usually, managers must try to minimize
the input of resources to attain the same
goal.

12. Performance cont’d
Effectiveness: A measure of the appropriateness
of the goals chosen (are these the right
goals?), and the degree to which they are
achieved.
 Organizations are more effective when
managers choose the correct goals and
then achieve them

13.  Henri Fayol was the first to describe the four
managerial functions when he was the CEO of a
large mining company in the later 1800’s.
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Managerial Functions

14. Managerial Functions
cont’d
 Fayol noted managers at all levels, operating in
a for profit or not for profit organization, must
perform each of the functions of:
 Planning,
 organizing,
 leading,
 controlling.
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15. Four Functions of Management
Figure 1.2 Planning
Choose Goals
Organizing
Working together
Leading
Coordinate
Controlling
Monitor & measure
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16. Planning
Planning is the process used by managers to
identify and select appropriate goals and
courses of action for an organization.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?

17. Planning cont’d
 The planning function determines how
effective and efficient the organization is and
determines the strategy of the organization.
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18. Organizing
 In organizing, managers create the structure of
working relationships between organizational
members that best allows them to work
together and achieve goals.
 Managers will group people into departments
according to the tasks performed.
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19. Organizing cont’d
 Managers will also lay out lines of authority
and responsibility for members.
 An organizational structure is the outcome of
organizing. This structure coordinates and
motivates employees so that they work
together to achieve goals.
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20. Leading
 In leading, managers determine direction,
state a clear vision for employees to follow,
and help employees understand the role they
play in attaining goals.
 Leadership involves a manager using power,
influence, vision, persuasion, and
communication skills.
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21. Leading cont’d
 The outcome of the leading function is a high
level of motivation and commitment from
employees to the organization.
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22. Controlling
 In controlling, managers evaluate how well the
organization is achieving its goals and takes
corrective action to improve performance.
 Managers will monitor individuals,
departments, and the organization to
determine if desired performance has been
reached.
 Managers will also take action to increase
performance as required.
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23. Controlling cont’d
 The outcome of the controlling function is the
accurate measurement of performance and
regulation of efficiency and effectiveness.
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24. Management Levels
 Organizations often have 3 levels of managers:
First-line Managers: responsible for day-to-
day operation. They supervise the people
performing the activities required to make
the good or service.
Middle Managers: Supervise first-line
managers. They are also responsible to find
the best way to use departmental resources
to achieve goals.
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25. Management Levels
Top Managers:
 Responsible for the performance of all
departments.
 Have cross-departmental responsibility.
 They establish organizational goals and
monitor middle managers.
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26. Top
Managers
Middle
Managers
First-line Managers
Non-management
Three Levels of Management
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27. Managerial Roles
 Described by Mintzberg.
 A role is a set of specific tasks a person
performs because of the position they hold.
 Roles are directed inside as well as
outside the organization.
 There are 3 broad role categories:
 Interpersonal
 Informational
 Decisional
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28. Interpersonal Roles
 Roles managers assume to coordinate and
interact with employees and provide
direction to the organization.
 Figurehead role: symbolizes the
organization and what it is trying to achieve.
 Leader role: train, counsel, mentor and
encourage high employee performance.
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29. Interpersonal Roles
 Liaison role: link and coordinate people inside
and outside the organization to help achieve
goals.
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30. 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.

31. Decisional Roles
 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.
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32. Informational
 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.
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33. Managerial Skills
There are three skill sets that managers need
to perform effectively.
1. Conceptual skills: the ability to analyze
and diagnose a situation and find the cause
and effect.
2. Human skills: the ability to understand,
alter, lead, and control people’s behavior.
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34. Managerial Skills cont’d
Technical skills: the job-specific knowledge
required to perform a task. Common examples
include marketing, accounting, and
manufacturing.
All three skills are enhanced through formal
training, reading, and practice.
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35. Skill Type Needed by Manager Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual Human Technical
Figure 1.5
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36. Nature of Management
 Management is getting things done: A
manager does not do any operating work
himself but gets it done through others. He
must motivate the subordinates for the
accomplishment of the task assigned to them.
 Management is an activity: Management is a
process of organized activity. It is concerned
with the efficient use of resources like men,
money and materials in the organization.
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37. Nature of Management
 Management is a group activity:
Management cannot exist independent of the
group or organization it manages.
 Management is a universal activity:
Management is a universal phenomenon.
However, management principles are not
universally applicable but are modified to suit
the given situation and the type of
organisation.

38. Nature of Management
 Management is purposeful: Management is
a goal oriented activity. It is concerned with
the accomplishment of goals through its
various functions like planning, organizing,
staffing, directing, and controlling.
 Management is a process: Management is a
process which involves planning, organizing,
directing and controlling the efforts of human
resources in the use of material resources.

39. Nature of Management
 Management is an integrating process:
Management integrates men, machines and
materials for performing various operations
and accomplishing the stated goals

40. Nature of Management
 Management is intangible: Management is
abstract and cannot be seen with the eyes. It
is evidenced by the quality of the organization
and the results. Thus, feeling of management
is result-oriented.
 Management is a profession: Management
is a profession because some of its established
principles are being applied in practice.

41. Nature of Management
 Management is a science and an art:
Management has developed certain
principles and laws which have wide
applications. So it is treated as a science.
It is also an art, because it is concerned
with the application of knowledge for the
solution of organizational problems.
 Management is dynamic: Management
is dynamic because it adapts itself to the
social changes and introduces innovation in
methodology.
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42. Nature of Management
 Management involves decision-making:
Management process involves decision-
making at various levels for getting things
done by others.
 It involves selecting the most appropriate
alternative out of the several.
Management applies economic
principles. Management is the art of
applying the economic principles that
underline the control of men and materials in
the organization.
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43.  Management is concerned with
direction and control:
 Management is concerned with the direction
and control of the various activities.
 It deals particularly with the active direction of
the human effort.
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Nature of Management

44. Evolution Evolution Of
Management
 The development of management
thought has been evolutionary in
nature under the following four
parts:
 Pre-Scientific Management Era
(Before 1880)
 Classical Management Era (1880-
1930)
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45. Evolution...cont’d
 Neo-Classical Management Era
(1930-1950)
 Modern Management Era (1950
onwards)
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46. Management Challenges
 Increasing number of global organizations.
 Building competitive advantage through
superior efficiency, quality, innovation, and
responsiveness.
 Increasing performance while remaining
ethical managers.
 Managing an increasingly diverse work force.
 Using new technologies.
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