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Saima Naaz
03
Madiha Ayoub 29 Rubab Noor Sobia Asghar 50 58 BBA morning 6th semester
Dedicated to:
Mr. Salman Ali khan
Durr e shehwar 51
Madiha Ayoub
Roll No 29
Topic Levels Of management
Introduction
TPS (Transaction processing system) OAS (Office automation system) KWS (Knowledge work system)
Introduction
Management Information System A system that provides people with either data or information relating to an organizations operations. An organizational method of providing past, present and projected information related to internal operations and external intelligence.
Management
Management in business and organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.
Levels of Management
Strategic Management
Consist of BOD and other Chief Executives (ranking officers) Develops over all organizational goals, strategies, policies, and objectives
Strategic Management
Characteristics:
Decisions affect the whole organization Decisions leave a long term impact Managers develop objectives and allocate resources Decisions usually involve a huge investment
Strategic Management
Developing and producing a new product in market Opening of new branches in abroad
Mergers or acquisition
Tactical Management
Middle level management Decisions involve financial or personal consideration Guidelines come from top level management Develop medium range plan Set objectives of department
Tactical Management
Find best operational measures to accomplish strategic decisions Make plans and compare performance with standards Determine variances and take remedial measures to avoid them in future
Tactical Management
Training of staff
Operational Management
Lower level management Deals with routine activities Make short term plans Done activities efficiently and effectively In charge of small group or subordinates Take decisions that affect their small units for short period
Operational Management
Top level managers spend more time on strategic planning than supervisors Operational managers spend more time on operational decisions than top managers Information directly related to the level of management and structure of decision situation
Operational managers require detailed reports for day to day affairs Pre-established procedures and decision rules A large percentage of decisions are programmable Procedures are quite suitable Informational source come from internal data generated from transactions
Information is required by manager of department, Profit center to measure performance, Decide control actions
Require summarized data from a variety of sources Depend upon external data such as:
Competitors policy
Market condition,
Govt. policies
Fatima Sial
Roll No 51
Topic Approaches of management
Contingency means Situational. An organization face different situations and for each problem use different methods for solution. For example For internal and external problems or projects the organization use different methods.
1. 2. 3. 4.
There are following types of contingency approach to management: External environment Internal organization Time factor Personal factor
External Environment: External environment includes government, technology, politics and also customers, suppliers, competitors etc.
Internal Organization: It includes all owners, employees, culture, tangible assets, plans, procedures etc.
SOG is helpful in decision making process for the organization. Decision that is appropriate today may not be appropriate tomorrow. There are six stages of growth as follows:
1. 2. 3. 4. 5.
6.
Maturity
Timing Factor
Its also very important contingency. A good manager often have a sense of timing. That when and what type of decision is taken for the organization. Good and bad mood of the manager also effects his or her decision.
Personal Factor
Organizations dont manage but the people do. Important factor for the management is the manager. Manager style for one organization may not be effected for the other manager.
Saima Naaz
Roll No 03
Topic
Mintzbergs Managerial Role
Managerial Roles
In 1916 Henri Fayol proposed one of the earliest theory describing what mangers do. Background:
Coordinating.
staffing Controlling.
Subdivision of categories
Interpersonal Roles:
Interpersonal roles of a manger are concerned with his interacting with people both inside the organization and outsiders Three types of interpersonal roles Figure head Leader Liaison role
Figure head
Ceremonial and symbolic in nature Attending social functions Awards to outstanding employees
Leader
Managers leader role involves leading his subordinates and motivating them for willing contributions. Manager is responsible for activities of his subordinates.
Liaison role
In liaison role involve contact with people outside of the managers particular work unit. Manager serves as a connecting link between his and outsiders or between his unit and other organizational units.
Informational Roles:
Informational role involves receiving collecting of information and distributing them as required. It is of three types: Monitor role Disseminator role Spokes person
Monitor
In monitoring role manager collects the information which can affect the organizational activities by reading magazines and periodicals, reports from the departments, talking with others to learn changes in the publics taste
Disseminator:
In disseminator role manger distribute the information to his subordinates and superiors by sending circulars, holding meetings and making phone calls.
Spokesperson
In spokesperson role the manager represents his organization or unit with interacting with outsiders. These may customer, financer, govt. suppliers or other agencies in society. It can be done by attending press conferences, meetings and by issuing notices.
Decisional Role
It is very important role. Manager has to take decisions daily. In decisional role he performs four roles.
Entrepreneur
Disturbance handler
Resource handler Negotiator
Entrepreneur
As an entrepreneur the manger assumes certain risks which can affect the organization. He has to take decisions like expansion or diversification, initiation of new projects, development of older procedures etc.
Resource Allocator
As a resource allocator managers fulfil the demand of various units in terms of human physical and financial. He tries to utilize these resources in such way that no department suffers for their inadequacy.
Negotiator
As negotiator manager has to take decisions regarding prices with suppliers and customers. He also deals with trade unions and negotiates with them regarding working conditions and wage fixation.
Rubab Noor
Roll No Topic 50
Planning
Plan
A plan is a blueprint for goal achievement that specifies the necessary resource allocations, schedules, tasks and actions.
Planning
The word planning incorporates both ideas: It means determining the organizations goals and defining the means for achieving them.
In short, planning is preparing for tomorrow, today. Its the activity that allows managers to determine what they want and how they will achieve it.
Planning
Planning answer six basic questions:
Types of planning
R.N. Anthony was one of the first people to formally recognize three different types of planning
Forms of planning
Strategic Planning
Strategic planning generally refers to long range, organization wide planning activities that take place at the highest level of organization.
In organizations the upper level management is responsible for formulating wide strategic plans.
Tactical planning
The tactical plan describes the tactics the organization plans to use to achieve the ambitions outlined in the strategic plan If the strategic plan is a response to What? the tactical plan responds to How?
Operational Plan:
The operational plan describes the day to day running of the company. The operational plan charts out a roadmap to achieve the tactical goals within a realistic timeframe. Creating the operational plan is the responsibility of low-level managers and supervisors.
Good management typically means having control systems in place to monitor, audit, or otherwise track activities. A contingency plan goes into effect if something seriously wrong happens with the master plan. Usually a contingency plan deals with specific and explicit departures from the master plan.
Contingency Planning:
Sobia Asghar
Information is something is perceived Information reduces uncertainty about situation The human mind processes information in chunks taken from short term The rate at which people can process data into information in finite
Content :
The most important quality of any MIS output is that it contain the types of information that people really need.
Presentation :
Presentation refers to the method of increasing the likelihood that report of screen information will be both comprehensible and useful .
Techniques of presentation: