1. Introduction to Management and Organizations Chapter 1 Instructor: Tasawar Javed

2. Definition of Management by Eminent Authors According to Lawrence A Appley - "Management is the development of people and not the direction of things". According to Joseph Massie - "Management is defined as the process by which a cooperative group directs action towards common goals". In the words of George R Terry - "Management is a distinct process consisting of planning, organizing, actuating and controlling performed to determine and accomplish the objectives by the use of people and resources". Instructor: Tasawar Javed

3. According to James L Lundy - "Management is principally the task of planning, coordinating, motivating and controlling the efforts of others towards a specific objective". In the words of Henry Fayol - "To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control". According to Peter F Drucker - "Management is a multi- purpose organ that manages a business and manages managers and manages worker and work". In the words of J.N. Schulze - "Management is the force which leads, guides and directs an organization in the accomplishment of a pre-determined object". Instructor: Tasawar Javed

4. According to John F M - "Management may be defined as the art of securing maximum results with a minimum of effort so as to secure maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service". In the words of Kimball and Kimball - "Management embraces all duties and functions that pertain to the initiation of an enterprise, its financing, the establishment of all major policies, the provision of all necessary equipment, the outlining of the general form of organization under which the enterprise is to operate and the selection of the principal officers. The group of officials in primary control of an enterprise is referred to as management". Instructor: Tasawar Javed

5. Management Universally Management is a universal process in all organised social and economic activities. It is not merely restricted to factory, shop or office. It is an operative force in all complex organisations trying to achieve some stated objectives. Management is necessary for a business firm, government enterprises, education and health services, military organisations, trade associations and so on. Instructor: Tasawar Javed

6. Who Are Managers? Manager – Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Instructor: Tasawar Javed

7. Classifying Managers 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. Instructor: Tasawar Javed

8. Exhibit 1–1Managerial Levels Instructor: Tasawar Javed

9. What Is Management? Managerial Concerns – Efficiency “Doing things right” – Getting the most output for the least inputs – Effectiveness “Doing the right things” – Attaining organizational goals Instructor: Tasawar Javed

10. Exhibit 1–2Effectiveness and Efficiency in Management Instructor: Tasawar Javed

11. What Do Managers Do? Functional Approach – Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. – Organizing Arranging and structuring work to accomplish organizational goals. – Leading Working with and through people to accomplish goals. – Controlling Monitoring, comparing, and correcting work. Instructor: Tasawar Javed

12. Exhibit 1–3Management Functions Instructor: Tasawar Javed

13. What Do Managers Do? (cont’d) Management Roles Approach (Henry Mintzberg) – Interpersonal roles Figurehead, leader, liaison – Informational roles Monitor, disseminator, spokesperson – Decisional roles Disturbance handler, resource allocator, negotiator Instructor: Tasawar Javed

14. What Managers Actually Do (Mintzberg) Interaction – with others – with the organization – with the external context of the organization Reflection – thoughtful thinking Action – practical doing Instructor: Tasawar Javed

15. What Do Managers Do? (cont’d) Skills Approach – 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 Instructor: Tasawar Javed

16. Exhibit 1–5Skills Needed at Different Management Levels Instructor: Tasawar Javed

17. Exhibit 1–6Conceptual Skills Instructor: Tasawar Javed Using information to solve business problemsUsing information to solve business problems Identifying of opportunities for innovationIdentifying of opportunities for innovation Recognizing problem areas and implementing solutionsRecognizing problem areas and implementing solutions Selecting critical information from masses of dataSelecting critical information from masses of data Understanding of business uses of technologyUnderstanding of business uses of technology Understanding of organization’s business modelUnderstanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

18. Exhibit 1–6Communication Skills Instructor: Tasawar Javed Ability to transform ideas into words and actionsAbility to transform ideas into words and actions Credibility among colleagues, peers, and subordinatesCredibility among colleagues, peers, and subordinates Listening and asking questionsListening and asking questions Presentation skills; spoken formatPresentation skills; spoken format Presentation skills; written and/or graphic formatsPresentation skills; written and/or graphic formats Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

19. Exhibit 1–6Effectiveness Skills Instructor: Tasawar Javed Contributing to corporate mission/departmental objectivesContributing to corporate mission/departmental objectives Customer focusCustomer focus Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel Negotiating skillsNegotiating skills Project managementProject management Reviewing operations and implementing improvementsReviewing operations and implementing improvements Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

20. Exhibit 1–6Effectiveness Skills (cont’d) Instructor: Tasawar Javed Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. Setting and maintaining performance standards internally and externallySetting and maintaining performance standards internally and externally Setting priorities for attention and activitySetting priorities for attention and activity Time managementTime management

21. Exhibit 1–6Interpersonal Skills (cont’d) Instructor: Tasawar Javed Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. Coaching and mentoring skillsCoaching and mentoring skills Diversity skills: working with diverse people and culturesDiversity skills: working with diverse people and cultures Networking within the organizationNetworking within the organization Networking outside the organizationNetworking outside the organization Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment

22. Exhibit 1–7Management Skills and Management Function Matrix Instructor: Tasawar Javed

23. How The Manager’s Job Is Changing The Increasing Importance of Customers – 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. Innovation – Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation. Instructor: Tasawar Javed

24. Exhibit 1–8 Changes Impacting the Manager’s Job Instructor: Tasawar Javed

25. What Is An Organization? An Organization Defined – A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations – Have a distinct purpose (goal) – Composed of people – Have a deliberate structure Instructor: Tasawar Javed

26. Exhibit 1–9Characteristics of Organizations Instructor: Tasawar Javed

27. Exhibit 1–10The Changing Organization Instructor: Tasawar Javed

28. Why Study Management? The Value of Studying 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. Instructor: Tasawar Javed

29. Exhibit 1–11Universal Need for Management Instructor: Tasawar Javed

30. Terms to Know manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management Instructor: Tasawar Javed