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Introduction to Management

Professor Abdur Rab

Use of materials of this document by others for presentation is

prohibited

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Who are Managers ?What is their job?Who are Managers ?What is their job?

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities of others to attain goals

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities of others to attain goals

Managers (or administrators):

Individuals who achieve goals through other people.

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Managers & OperativesManagers & Operatives

A A ManagerManager is an individual who is an individual who

* Works with and through other people.* Works with and through other people. * Over sees the work of others * Over sees the work of others * Has people who report to him/her * Has people who report to him/her

An An OperativeOperative is an individual who: is an individual who: *Directly works on a job or a task *Directly works on a job or a task *Has no responsibility to see the work of *Has no responsibility to see the work of any oneany one *Has no one reporting to him/her *Has no one reporting to him/her

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3 levels of Managers3 levels of Managers

• Top level : Chairman, CEO, COO, Top level : Chairman, CEO, COO, MD, DMDMD, DMD

• Mid Level: Executives, GMsMid Level: Executives, GMs• Lower level : Supervisors, Asst. Lower level : Supervisors, Asst.

ManagersManagers

Operative : workers, technicians, Operative : workers, technicians, mechanics, clerks, data entry mechanics, clerks, data entry operatorsoperators

Management Management

• Management is the process of Management is the process of coordinating human, financial, coordinating human, financial, physical and information. resources physical and information. resources through planning, organizing, through planning, organizing, leading and controlling to achieve leading and controlling to achieve objectives of the organization or a objectives of the organization or a unit.unit.

Basic resources;Basic resources;

• manpower manpower • moneymoney• materialsmaterials• machinesmachines• methodsmethods• marketsmarkets• informationinformation

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Management FunctionsManagement Functions

PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing

LeadingLeadingLeadingLeadingControllingControllingControllingControlling

ManagementManagementFunctionsFunctions

ManagementManagementFunctionsFunctions

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PlanningPlanning

The process of deciding future courses The process of deciding future courses of actionof action

• What work must be done to achieve What work must be done to achieve objective?objective?

• Why each of them must be done?Why each of them must be done?• When it must be done?When it must be done?• Where will it be done?Where will it be done?• How will it be done?How will it be done?

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Organizing Organizing

• What tasks are to be doneWhat tasks are to be done• How the tasks will be groupedHow the tasks will be grouped• Who will do whatWho will do what• How to group the tasksHow to group the tasks• Who reports to whomWho reports to whom• Who decide whatWho decide what

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LeadingLeading

• Directing the subordinatesDirecting the subordinates• Motivating themMotivating them• Inspiring themInspiring them• Resolving conflicts among themResolving conflicts among them• Effectively communicating with Effectively communicating with

themthem

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ControllingControlling

Ensuring that things are going on Ensuring that things are going on and are achieved as plannedand are achieved as planned..

• Set standard of performanceSet standard of performance• Monitor actual performanceMonitor actual performance• Compare with standard performanceCompare with standard performance• Measure deviationMeasure deviation• Take corrective actionTake corrective action

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Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

E X H I B I T 1–1E X H I B I T 1–1Source: Adapted from The Nature of Managerial Work by H. Mint berg. Copyright © 1973

by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973

by H. Mintzberg. Reprinted by permission of Pearson Education.

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Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1–1 (cont’d)E X H I B I T 1–1 (cont’d)Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973

by H. Mintzberg. Reprinted by permission of Pearson Education.

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Management SkillsManagement SkillsTechnical skillsThe ability to apply specialized knowledge or expertise.

Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual SkillsThe mental ability to analyze and diagnose complex situations.

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• Diagnostic Skill-Diagnostic Skill- the ability to analyze the ability to analyze symptoms and determine their probable symptoms and determine their probable causes.causes.

• Communication SkillCommunication Skill – ability to – ability to effectively convey ideas and information to effectively convey ideas and information to others and to effectively receive and others and to effectively receive and interpret the ideas and information. It also interpret the ideas and information. It also involves effective listening and to involves effective listening and to understand real meaning behind any understand real meaning behind any message. message.

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• Decision-making skill- ability to correctly Decision-making skill- ability to correctly recognize and define problems and recognize and define problems and opportunities and to then select an opportunities and to then select an appropriate course of action to solve appropriate course of action to solve problems and capitalize on opportunities.problems and capitalize on opportunities.

• Time management skill- the ability to Time management skill- the ability to make best use of time by priotizing work, make best use of time by priotizing work, working efficiently and delegating working efficiently and delegating appropriatelyappropriately

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How to develop How to develop managerial skillmanagerial skill

• Learn the principlesLearn the principles• Imitate the CoachImitate the Coach• PracticePractice• Evaluate performance Evaluate performance • Rectify mistakesRectify mistakes• Continue practice until perfectContinue practice until perfect

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Effective Versus Successful Managerial Activities (Luthans)

Effective Versus Successful Managerial Activities (Luthans)

1. Traditional management• Decision making, planning, and controlling

2. Communication• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing, politicking, and interacting with others

1. Traditional management• Decision making, planning, and controlling

2. Communication• Exchanging routine information and processing

paperwork

3. Human resource management• Motivating, disciplining, managing conflict, staffing,

and training

4. Networking• Socializing, politicking, and interacting with others

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Allocation of Activities by TimeAllocation of Activities by Time

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Science and Art of Science and Art of ManagementManagement

• Science of Management:Science of Management: Many Many management problems and issues management problems and issues can be approached that are rational, can be approached that are rational, logical, objective and systematic. logical, objective and systematic. Quantitative models and decision-Quantitative models and decision-making techniques may be applied making techniques may be applied in many cases.in many cases.

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Art of ManagementArt of Management

• Art of Management : May management Art of Management : May management problems do not lend to scientific problems do not lend to scientific approach. So the managers have to approach. So the managers have to make decisions and solve problems on make decisions and solve problems on the basis of intuition, experience, the basis of intuition, experience, instinct, and personal insights. A instinct, and personal insights. A manager may have to decide among manager may have to decide among alternatives each of which look equally alternatives each of which look equally attractive.attractive.

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Scope of ManagementScope of Management

• Management is required in any type Management is required in any type of organization – business, not- for- of organization – business, not- for- profit, social, sports, humanitarian, profit, social, sports, humanitarian, political, national, international and political, national, international and so on.so on.

• Wherever there is cooperative Wherever there is cooperative effort , management is needed.effort , management is needed.

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Challenges and Challenges and Opportunities for Opportunities for

ManagersManagers• Improving Quality and ProductivityImproving Quality and Productivity– Quality management (QM)Quality management (QM)– Process reengineeringProcess reengineering

• Responding to the Labor ShortageResponding to the Labor Shortage– Changing work force demographicsChanging work force demographics– Fewer skilled laborersFewer skilled laborers– Early retirements and older workersEarly retirements and older workers

• Improving Customer ServiceImproving Customer Service– Increased expectation of service qualityIncreased expectation of service quality– Customer-responsive culturesCustomer-responsive cultures

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Challenges and Challenges and Opportunities for ManagersOpportunities for Managers

• Improving People SkillsImproving People Skills• Empowering PeopleEmpowering People• Stimulating Innovation and ChangeStimulating Innovation and Change• Coping with “Temporariness”Coping with “Temporariness”• Working in Networked OrganizationsWorking in Networked Organizations• Helping Employees Balance Work/Life Helping Employees Balance Work/Life

ConflictsConflicts• Improving Ethical BehaviorImproving Ethical Behavior• Managing People during the War on TerrorismManaging People during the War on Terrorism

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What Is Quality What Is Quality Management?Management?

1.1. Intense focus on the customer.Intense focus on the customer.

2.2. Concern for continuous improvement. Concern for continuous improvement.

3.3. Improvement in the quality of everything Improvement in the quality of everything the organization does.the organization does.

4.4. Accurate measurement. Accurate measurement.

5.5. Empowerment of employees. Empowerment of employees.

6.6. Resist changeResist change

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So you want to be a manager ?So you want to be a manager ?Are you sure?Are you sure?

Look at the following before you say Look at the following before you say yes:yes:

• Manager have a hectic pace of lifeManager have a hectic pace of life• They work longer hours They work longer hours • They face the criticism and ridicule They face the criticism and ridicule

more often than othersmore often than others• Their pay is not necessarily always Their pay is not necessarily always

higherhigher

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Still you are interested?Still you are interested?

But you lose many things.But you lose many things.You lose your right to do any one of the You lose your right to do any one of the

following:following:• Lose your temperLose your temper• Be one of the gangBe one of the gang• Bring your personal problems to workBring your personal problems to work• Vent your frustrationVent your frustration• Express your opinion at workExpress your opinion at work• Resist changeResist change

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But you lose many But you lose many more thingsmore things

• Pass the buck on tough assignmentPass the buck on tough assignment• Get even with your adversariesGet even with your adversaries• Play favouritesPlay favourites• Put your self interest firstPut your self interest first• Ask others to do what you would not Ask others to do what you would not

dodo• Expect to be immediately recognized Expect to be immediately recognized

and rewarded for doing a good joband rewarded for doing a good job

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Do you still say YESDo you still say YES

• Why not!Why not!• Managing can be a very rewarding Managing can be a very rewarding

profession for those who develop profession for those who develop their skill, feel enthusiastic and their skill, feel enthusiastic and persistpersist