Principles of management.ch01

Asghar Ali Narejo

Contact: 0300-3141046

E-mail: [email protected]

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Who Are Managers?Manager:

Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

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Classifying Managers

1. First-line ManagersIndividuals who manage the work of non-managerial employees.

2. Middle ManagersIndividuals who manage the work of first-line managers.

3. Top ManagersIndividuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

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Exhibit 1–1 Managerial Levels

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What Is Management?Art and ScienceManagement is both art and science.

It is the art of making people more effective than they would have been without you.

The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor.

Management is the process of attaining organizational goals through planning organizing leading and controlling organizational resources in an effective and efficient manner.

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What Do Managers Do?Functional Approach

1. PlanningDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

2. OrganizingArranging and structuring work to accomplish organizational goals.

3. LeadingWorking with and through people to accomplish goals.

4. ControllingMonitoring, comparing, and correcting work. 6

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Management Roles Approach (Mintzberg)

Interpersonal rolesFigureheadLeaderliaison

Informational rolesMonitorDisseminatorSpokesperson

Decisional rolesDisturbance handler, Resource allocator, Negotiator

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Role DescriptionExamplesInterpersonal 1.Figurehead Symbolic head; required to show Ceremonial,

‘face’ in social & legal conditions. Civic etc.2.Leader Motivating & directing subordinates project plan3.Liaison Networking outside for information Industry -

& favors group meetsInformational 1.Monitor Nerve centre and interpretation Reports2.Disseminator networking within the organizationMeetings etc.3.Spokesperson Transmit intent to outsiders; expert Board Meets

Decisional 1.Entrepreneur Opportunity finding& reacting Strategy Plan2.Trouble shooter Handling unexpected disturbanceContingency3.Resource allocator Initiating/approving changesBudgeting4.Negotiator Getting best deal for Organization Contracts

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Acually Managers Do.Interaction

With others With the organization With the external context of the

organizationReflection

Thoughtful thinkingAction

Practical doing

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Managerial Skills

Technical Skills:Technical Skills:Application of specialized knowledge or Application of specialized knowledge or expertise acquired though formal training & expertise acquired though formal training & its use.its use.

Human Skills:Human Skills:Ability to work with people, understand and Ability to work with people, understand and motivate groups & individuals.motivate groups & individuals.

Conceptual Skills:Conceptual Skills:Mental ability to recognize, analyze, diagnose Mental ability to recognize, analyze, diagnose and think through complex situations.and think through complex situations.

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Conceptual Skills

Using information to solve business problems

Identifying of opportunities for innovation Recognizing problem areas and

implementing solutions Selecting critical information from masses

of data Understanding of business uses of

technology Understanding of organization’s business

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Ability to transform ideas into words and actions

Credibility among colleagues, peers, and subordinates

Listening and asking questions

Presentation skills; spoken format

Presentation skills; written and/or graphic formats

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Effectiveness Skills

Contributing to corporate mission/departmental objectives

Customer focus

Multitasking: working at multiple tasks in parallel

Negotiating skills

Project management

Reviewing operations and implementing improvements

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Effectiveness Skills

Setting and maintaining performance standards internally and externally

Setting priorities for attention and activity

Time management

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Interpersonal Skills

Coaching and mentoring skills

Diversity skills: working with diverse people and cultures

Networking within the organization

Networking outside the organization

Working in teams; cooperation and commitment

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Challenges to ManagersThe Increasing Importance of CustomersCustomers: 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.

Innovation Doing things differently, exploring new territory, and taking risks• Managers should encourage employees to be aware of and act on opportunities for innovation. 19

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Why Study Management?

The universality of management

Good management is needed in all organizations.

The reality of work

Employees either manage or are managed.

Rewards and challenges of being a manager

Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewards for their efforts. 21

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Asghar Ali NarejoContact: 0300-3141046

E-mail: [email protected]

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