Principles

of

Management

Zahid Majeed
Senior Asst Professor
Bahria University
zahidpn@gmail.com
Ph 03005365495
 Text Book
MANAGEMENT
by
Stephen P. Robbins - Mary Coulter
Any edition from 10th to 14th however 14th will be better

In the next class everyone should be in possession of this book

 Chapter 1

Introduction
to Management and
Organizations
Zahid
PYRAMID

Zahid 1–4
VENICE

1–5

Zahid
What Is An Organization?

Organization: a deliberate arrangement of people to accomplish

some specific purpose

• elements of definition
– each organization has a distinct purpose
– each organization is composed of people
– all organizations develop some deliberate structure

Zahid 1–6
Characteristics of Organizations

Zahid 1–7
 What Is An Organization?
 An Organization Define
 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

Zahid 1–8
Who Are Managers?
 Manager
 Someone who coordinates and oversees the work
of other people so that organizational goals can
be accomplished.

Zahid 1–9
 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
1–10
plans and goals that affect the entire organization.
Managerial Levels

Zahid 1–11
Kinds of Managers by Level and Area
Levels of Management

Top managers

Middle managers

First-line managers

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1–12
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Areas of Management
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Zahid
 WHAT IS MANAGEMENT?
Management is what managers do. Is it enough ?

“The conventional definition of management is getting work

done through people, but real management is developing
people through work”

“The best way to manage people to superior performance is

to convince them by everything you do and by your every day
attitude that you are wholeheartedly supporting them’’

Coordinating and overseeing the work activities of others so

that their activities are completed efficiently and effectively.
1–13
Zahid
 WHAT IS MANAGEMENT?
 “Mangers are people who do things right”
 “Managing is about handling things, about
maintaining order, about organization and
control”
 “Management is about coping with
complexity”
 “Managers are builders”
Zahid 1–14
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
Effectiveness and Efficiency in Management

Zahid 1–16
 Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them
Zahid 1–17
Efficiency
versus
Effectiveness

Zahid 1–18
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.
Zahid 1–19
Management Functions

Zahid 1–20
Managerial Functions
 Henri Fayol was the first to describe the four
managerial functions when he was the CEO of a
large mining company.
 Fayol noted managers at all levels, operating in a for
profit or not for profit organization, must perform
each of the functions of:
 Planning,
 organizing,
 leading,
 controlling. Zahid 1–21
 Planning
 Planning is the process used by managers to
identify and select appropriate goals and
courses of action for an organization.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
Zahid 1–22
 Organizing
 In organizing, managers create the structure
of working relationships between
organizational members that best allows them
to work together and achieve goals.
 Managers will group people into departments
according to the tasks performed.

Zahid 1–23
 Leading
 In leading, managers determine direction,
state a clear vision for employees to follow,
and help employees understand the role they
play in attaining goals.
 Leadership involves a manager using power,
motivation, influence, vision, persuasion, and
communication skills.
Zahid 1–24
 Controlling
 Involves monitoring and evaluating actual
performance, comparing actual to standard,
and taking corrective action if necessary.
 It’s management’s job to get work
performance back on track.

Zahid 1–25
Management in Organizations

Planning
Inputs from the environment and decision Organizing
MEN / WOMEN making
MONEY
MACHINES Goals attained
MATERIALS • Efficiently
METHODS • Effectively
MARKETS
MIS
Controlling Leading

Zahid 1–26
The Management Process
Planning and
Decision Making Organizing
Determining how
Setting the organiza-
best to group
tion’s goals and
activities and
deciding how best
resources
to achieve them

Controlling Leading
Monitoring Motivating members
and correcting of the organization
ongoing activities to work in the best
to facilitate goal interests of the
attainment Zahid organization 1–27
What Do Managers Do?
 Management Roles
Approach (Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Entrepreneur, Disturbance
handler, resource
allocator, negotiator 1–28

Zahid
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

Zahid 1–30
Skills Needed at Different Management Levels

Zahid 1–31
 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 model
Zahid 1–32
 Communication Skills
• 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

Zahid 1–33
 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

Zahid 1–36
Management Skills and Management Function Matrix

1–37
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. 1–38
Zahid
Universal Need for Management

Zahid 1–39
Rewards and Challenges of Being A Manager

Zahid 1–40