1 Introduction to Management Professor Abdur Rab Use of materials of this document by others for presentation is prohibited

2 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.

3 Managers & Operatives A Manager is an individual who * Works with and through other people. * Over sees the work of others * Has people who report to him/her An Operative is an individual who: *Directly works on a job or a task *Has no responsibility to see the work of any one *Has no one reporting to him/her * Works with and through other people. * Over sees the work of others * Has people who report to him/her An Operative is an individual who: *Directly works on a job or a task *Has no responsibility to see the work of any one *Has no one reporting to him/her

4 3 levels of Managers Top level : Chairman, CEO, COO, MD, DMDTop level : Chairman, CEO, COO, MD, DMD Mid Level: Executives, GMsMid Level: Executives, GMs Lower level : Supervisors, Asst. ManagersLower level : Supervisors, Asst. Managers Operative : workers, technicians, mechanics, clerks, data entry operators Operative : workers, technicians, mechanics, clerks, data entry operators

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

Basic resources; manpowermanpower moneymoney materialsmaterials machinesmachines methodsmethods marketsmarkets informationinformation

7 Management Functions PlanningPlanningOrganizingOrganizing LeadingLeadingControllingControlling

8 Planning The process of deciding future courses of action What work must be done to achieve objective?What work must be done to achieve 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?

9 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

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

11 Controlling Ensuring that things are going on and 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

12 Mintzbergs Managerial Roles E X H I B I T 1–1 Source: Adapted from The Nature of Managerial Work by H. Mint berg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

13 Mintzbergs Managerial Roles (contd) E X H I B I T 1–1 (contd) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

14 Mintzbergs Managerial Roles (contd) E X H I B I T 1–1 (contd) Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973 by H. Mintzberg. Reprinted by permission of Pearson Education.

15 Management Skills Technical skills The ability to apply specialized knowledge or expertise. Human skills The ability to work with, understand, and motivate other people, both individually and in groups. Conceptual Skills The mental ability to analyze and diagnose complex situations.

16 Diagnostic Skill- the ability to analyze symptoms and determine their probable causes.Diagnostic Skill- the ability to analyze symptoms and determine their probable causes. Communication Skill – ability to effectively convey ideas and information to others and to effectively receive and interpret the ideas and information. It also involves effective listening and to understand real meaning behind any message.Communication Skill – ability to effectively convey ideas and information to others and to effectively receive and interpret the ideas and information. It also involves effective listening and to understand real meaning behind any message.

17 Decision-making skill- ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities.Decision-making skill- ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities. Time management skill- the ability to make best use of time by priotizing work, working efficiently and delegating appropriatelyTime management skill- the ability to make best use of time by priotizing work, working efficiently and delegating appropriately

18 How to develop managerial skill Learn the principlesLearn the principles Imitate the CoachImitate the Coach PracticePractice Evaluate performanceEvaluate performance Rectify mistakesRectify mistakes Continue practice until perfectContinue practice until perfect

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20 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

21 Allocation of Activities by Time

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

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

24 Scope of Management Management is required in any type of organization – business, not- for- profit, social, sports, humanitarian, political, national, international and so on.Management is required in any type of organization – business, not- for- profit, social, sports, humanitarian, political, national, international and so on. Wherever there is cooperative effort, management is needed.Wherever there is cooperative effort, management is needed.

25 Challenges and Opportunities for Managers Improving Quality and ProductivityImproving Quality and Productivity –Quality management (QM) –Process reengineering Responding to the Labor ShortageResponding to the Labor Shortage –Changing work force demographics –Fewer skilled laborers –Early retirements and older workers Improving Customer ServiceImproving Customer Service –Increased expectation of service quality –Customer-responsive cultures

26 Challenges and Opportunities for Managers Improving People SkillsImproving People Skills Empowering PeopleEmpowering People Stimulating Innovation and ChangeStimulating Innovation and Change Coping with TemporarinessCoping with Temporariness Working in Networked OrganizationsWorking in Networked Organizations Helping Employees Balance Work/Life ConflictsHelping Employees Balance Work/Life Conflicts Improving Ethical BehaviorImproving Ethical Behavior Managing People during the War on TerrorismManaging People during the War on Terrorism

27 What Is Quality Management? 1.Intense focus on the customer. 2.Concern for continuous improvement. 3.Improvement in the quality of everything the organization does. 4.Accurate measurement. 5.Empowerment of employees. 6.Resist change

28 So you want to be a manager ? Are you sure? Look at the following before you say yes: Manager have a hectic pace of lifeManager have a hectic pace of life They work longer hoursThey work longer hours They face the criticism and ridicule more often than othersThey face the criticism and ridicule more often than others Their pay is not necessarily always higherTheir pay is not necessarily always higher

29 Still you are interested? But you lose many things. You lose your right to do any one of the 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

30 But you lose many more 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 doAsk others to do what you would not do Expect to be immediately recognized and rewarded for doing a good jobExpect to be immediately recognized and rewarded for doing a good job

31 Do you still say YES Why not!Why not! Managing can be a very rewarding profession for those who develop their skill, feel enthusiastic and persistManaging can be a very rewarding profession for those who develop their skill, feel enthusiastic and persist