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Principles of Management Sept 11 2015

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Roy Teeh

on 8 September 2016

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Transcript of Principles of Management Sept 11 2015

design by Dóri Sirály for Prezi
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished

Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times.

For example, if a customer sustain an injury when working out in a gym, what should be done?

Managerial skills and abilities are critical in getting things done.

The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.

Who are managers?
Why are managers important ?
First-line Managers - Individuals who manage the work of non-managerial employees.
Middle Managers - Individuals who manage the work of first-line managers.
Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Classifying Managers
Principles of Management
>Establishing goals and standards.
>Developing rules and procedures.
>Developing plan and forecasting.
>Predicting or projecting some future occurance.
>Giving subordinate specific task.
>Establishing departments.
>Delegating authority to subordinates.
>Establishing channels of authority and
>Coordinating the work subordinates.
>Getting others to get the job done.
>Maintaining the morale.
>Motivating subordinates
>Setting standards such as sales, quotas, quality standard and production level.
>Checking to see how actual performance compares with these standards.
>Taking corrective action as needed.
* Refers to the knowlse of tools, techniques and procedures that specific to particular field.
* Important to first-line management.
* E.G. Skills learned by Surgeon, Musicians, Accountants & Engineers.
- Ability to work effectively with each others.
- Important to middle management.
- Involves motivating & disciplining subordinates, monitoring performance, providing feedback and improving communications.
- Mental ability to analyze and diagnose complex situations.
- Involve planning, scheduling and related tasks.
- Lead to a good decision making.
- Important to top management.
i) Figurehead
Perform symbolic duties or legal or social nature.

Builds relationships with subordinates and communicate with, motivates and coaches them

Maintains networks of contacts outside work unit who provide help and information
i) Monitor
Seeks internal and external information about issues that can effect organization.

ii) Disseminator
Transmit information either internal or external

Transmit information about organization to outsider
i) Entrepreneur
Initiator, designer and encourage change and

ii) Disturbance handler
Takes corrective action when organization faces
important unexpected difficulties,

iii)Resource allocator
Distributes resources of all types including time,funding,
equipment and human resources.

Representing organization at major negotiations
WHO are
Founder of Public Bank, Tan Sri Teh is currently the Chairman of the Public Bank Group, apart from holding leadership positions in various organizations in Malaysia and Singapore.

He began his banking career in 1950 as a bank clerk in Overseas-Chinese Banking Corporation Ltd. In 1960 he joined Malayan Banking Berhad as Manager and was promoted to General Manager at a relatively young age of 34.

Tan Sri Teh then left Malayan Banking in 1966 to set up Public Bank. He has since then been the driving force behind the bank’s evolution into a modern and integrated financial powerhouse.




Management( 6th edition), Robbins, S.P., Coulter, M.

: Our primary mission is to bring Securiforce to the forefront as a leading and innovative security company which provides value-added services tailored to meet the varying needs of our customers.

Thinking of what activities and game booths for the upcoming Mid Autumn festival night party?
Public Bank Offers :
Personal Banking
Commercial Banking
Islamic Banking
Invesment Banking
Share Broking
Trustee Services

The group strategy remains focused on organic growth in the retail banking bussiness perticularly on the retail consumers, small
and medium enterprises

Which contractors to supply the toy prizes?

What is the job allocation?
Is the manager going to be on site during the night?

How is that going to affect morale?
Taking corrective action as needed?

First aid support?

What if the prizes are not enough?!

A respected banking entrepreneur with a banking career spanning more than 62 years. Commencing his banking career in Singapore, he founded Public Bank in 1965 after spending 6 years in a senior management position in another prominent local bank. Since inception Tan Sri Teh has been at the helm of Public Bank and personally steered its growth till today.
Managing Director/Chief Executive Officer
Holder of a Masters degree in Business Administration, Tan Sri Tay is a veteran in the financial services industry with 53 years experience. A pioneer staff of Public Bank in 1966, he held several portfolios over the years including the Executive Vice President position in Public Finance and Public Bank. He was appointed Executive Director of Public Bank in 1997 and Managing Director/Chief Executive Officer in 2002. He sits on the Board of Directors of several subsidiary companies in the Public Bank Group.
Mr Quah, a qualified accountant, has a total of more than 30 years of work experience of which he was a partner/senior partner for 25 years in an established accounting firm. He was an Independent Non-Executive Director of Public Bank from July 2008 until his appointment on 1 October 2013 as Deputy Chief Executive Officer II. Mr Quah was redesignated to his present position on 28 November 2013. He is a member on the Board of Directors of several subsidiary companies in the Public Bank Group.
Tan Sri Dato’ Sri Dr. Teh Hong Piow
Tan Sri Dato' Sri Tay Ah Lek
Managing Director/Chief Executive Officer
Quah Poh Keat
Deputy Chief Executive Officer
Why do we need managers?

Can an Organization run by itself
without managers?

Organization: A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).

Common Characteristics of Organizations

Where do managers work?

Is a bowling alley qualified as an organization? How?


“Doing the right things”
Attaining organizational goals

“Doing things right”
Getting the most output for the least inputs

Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively

What is Management?

To consider management as a process:

A systematic way of carrying out the functions necessary to achieve an organization's goals or objectives

Managers are defined as persons who are responsible for achieving these goals effectively and efficiently, by getting things done with and through other people

Three different viewpoints to understand management: 1) management functions, 2) managerial roles, and 3) managerial skills

Source : Robbins & Coulter (2014)

1. The management functions:

What is Management?

According to the principles of the management functions, discuss the works needed to fulfill the four management functions when running a friendly soccer match in Hong Kong.


What is Management?

2. The management roles:
Roles are specific actions or behaviors expected of a manager.
Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator

What is Management?

2. The management roles:
Roles are specific actions or behaviors expected of a manager.
Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator

What is Management?

3. The management skills:
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and complex situations concerning the organization

What is Management?

Customers: The reason that organizations exist
Managing customer relationships is the responsibility of all managers and employees.
Consistent high quality customer service is essential for survival.

Social media
Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.

Important Changes

Doing things differently, exploring new territory, and taking risks.
Managers should encourage employees to be aware of and act on opportunities for innovation.

A company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

Important Changes

The reality that management is needed

-in all types and sizes of organizations
-at all organizational levels
-in all organizational areas
-in all organizations, regardless of location
If different types of managers are doing essentially the same thing, then the manager's job is universal

Is the Manager’s Job Universal?

Rewards & Challenges of Being a Manager
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