1. Principles of Management – BUSI 2311
BUSI 2311/Spring2010/11/Ashvari.S

2. Lesson Outline Learning Objectives Define Management
Explain what a manager is and roles
Describe the skills managers need
Why study management?
Exercises, Case Studies
Textbook page

3. What is Management? Definition
The process of coordinating work activities so that they are completed efficiently and effectively with and through other people.
Efficiency – getting the most output from the least amount of inputs (low waste)
Effectively – completing activities so that organization goals are attained (high attainment)
An organization is a deliberate arrangement of people to accomplish some specific purpose

4. Who Are Managers?
Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goal
Refer textbook page 22 – exhibit 1-2
Is there some ways to classify managers in organization?
First –line managers – at the lowest level of the organization who manage the work of non managerial employees. Often called supervisors
Middle managers – between the first-line level and the top level of the organization who manage the work of first-line managers
Top managers – top level managers who are responsible for making organization-wide decisions and plans that affect the entire organization
Women in Managerial Positions around the world – refer Exhibit 1-1 – page 21

5. What Do Managers Do?
Planning – management function that involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
Organizing – process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made
Leading – involves motivating subordinates, dealing in any way with employee behavior issues
Controlling – involves monitoring actual performance, comparing actual to standard, and taking action if necessary
Refer textbook page 24 – exhibit 1-4

6. What happen in real world?
In real case scenario there are no cut and dried beginning or ending points.
The management process is the set of ongoing decisions and usually done in a continuous manner.
E.g. Executive Director of Children’s Zoo in Nebraska, find a way to help troubled employees stay on job, gives some sort of “push’

7. Management Roles
The management roles refers to specific categories of managerial behavior
Think of the different roles you play in these roles as a student or a sibling.
According to Henry Mintzberg, managerial roles can be grouped with interpersonal relationship, the transfer of information and decision making.
Interpersonal roles – involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison.
Informational roles – involve receiving, collecting and disseminating information
Decisional roles – involves making choices
Study shows that managers regardless of the type of organization perform similar roles, however the emphasis that managers give to the various roles seems to change
Refer page 25 – exhibit 1-5

8. Management Skills
Managers need certain skills to perform the duties and activities
What types of skills does a manager need?
Technical skills – knowledge of and proficiency in a certain specialized field. E.g. engineering, accounting
Human skills – ability to work well with other people. They know how to communicate, motivate.
Conceptual skills – to think and to conceptualize about abstract and complex situations
- Human skills needed in all levels and technical skills needs decrease as Managers move to higher level

9. Skills Needed at Different Management Levels – refer exhibit 1-6
Level of Importance

10. WHAT ARE THE IMPORTANT MANAGERIAL SKILLS
Class Discussion
WHAT ARE THE IMPORTANT MANAGERIAL SKILLS
PAGE 27
(10 minutes)

11. Managing in a Changing Situations
Changing situations require managers to use different approaches and techniques
The Contingency Approach – says that organizations are different, face different situations, and require different ways of managing
Factors – globalization, merger, diversity, innovation, equal opportunity
HOW CHANGES AFFECTING A MANAGER’S JOB – DISCUSS
Refer page 28

12. Why Study Management?
The reality that management is needed in all types and sizes of organizations, across the globe – known as universality of management.
Does it frustrate you when an airline sales representative quote you three different prices for same trip?
This is example of problem created by poor management
Organizations that are well managed – develop a loyal customer base, grow and generate revenue
By studying management, you’ll be able to recognize poor management and work to correct it.

13. Traditional and New Organization
Traditional New
Inflexible - Flexible
Job-focused - Skills focused
Individual oriented - Team oriented
Permanent jobs - Temporary jobs
Managers make decision - Employee participate
Rule oriented - Customer oriented
Workdays defined - No time boundaries
Hierarchical relationship - Networked relationships
Work at organization - Work anywhere, anytime
“THE CHANGING ORGANIZATION”

14. Activity
Explain why customer service and innovation are important to the manager’s job.
Explain your answer
(10 minutes)

15. What are the rewards and challenges of being a manager. Discuss
Class Participation
What are the rewards and challenges of being a manager. Discuss
Refer exhibit 1-11

16. Learning Outcomes
Now students should be able to demonstrate a good understanding of the following:
Define Organization and Management
Explain what a manager is and roles
Describe the skills managers need
How the concept of an organization has changed
Explain the value of studying management