Introduction

Course Objectives
 Impart a basic understanding of management techniques
and methods.
 Introduce the nature of the environment that management
operates in.
 Acquaint the student with modern trends in management
thought as well as industry practices.
 Impart an understanding of the history of management
practice.
 What is management?
 Process of coordinating work activities so they are
completed efficiently and effectively with and through
people.
 Its primary functional activities are :
 Planning
 Organizing
 Leading
 Controlling
 Efficiency?
 Effectiveness?
 Relatedness to management as a practical activity?
Manager….
 Someone who works with and through people (by
coordinating their work activities) to achieve
organisational goals.
 What is an organisation?
 Ideas? (hint type of grouping....)
 Front-line > Operational.
 Middle > Tactical (support strategic).
 Top > Strategic.
Four Processes….
 Planning :
 Process of defining goals, establishing strategies for
achieving those goals and developing plans to integrate
and coordinate activities.
 Organizing :
 Arranging work to accomplish the organization’s goals.
 Leading :
 Motivating subordinates, influencing individuals or
teams as they work, selecting the most effective
communication channel, or dealing with employee
behavior issues.
 Controlling :
 Process of monitoring, comparing and correcting is a
controlling function.
 Need for evaluation of work activities.

 Management as process
 Dynamic system where functions are executed
simultaneously rather than in a discrete series of fixed
steps.
Roles of a Manager….
 These refer to specific categories of managerial
behaviour.
 Interpersonal
 Figure head, liaison and leader.
 Informational
 Monitor, disseminator and spokesman.
 Decisional
 Entrepreneur, Disturbance Handler, Resource Allocator &
Negotiator.
Skills….
 Diverse skills range is required for manager to be
effective.
 Conceptual
 Ability to think in the abstract and envision complex
situations.
 Technical
 Knowledge in specialized field.
 Human
 Ability to work with people.
Managing systems….
 A set of distinct and interrelated parts of an entity that
comprise an interdependent whole.
 Concept from science applied to management.
 Examples of systems.
 Ideas?
 Difference between open and closed systems?
 Ideas?
Organisations….
 A deliberate grouping of various arrangements of
people to fulfill a specific purpose.
 Inferences from definition….
 Distinct purpose (Goal, Mission).
 Composed of people.
 A defined structure.
Modern Vs. Traditional

 Global village.
 Rate of change has accelerated.
 Societal, economic, technological changes.
 A need for innovation and flexibility.
Organisational Culture….
 System of shared meaning and beliefs held by
organizational members that determines to a large
degree how they act and respond to situations.
 It represents a common perception held by an
organization’s members.
 “The way we do things around here”.
 A constraint for the manager.
 How
 Ideas?
Cultural Dimensions….
 Team orientation?
 Stability?
 Innovation & Risk taking?
 Attention to Detail?
 Outcome Orientation?
 People Orientation?
 Aggressiveness?
Exercise….
 Identify and analyze IQRA’s cultural environment
 Assign a mark out of 10 to each dimension.
 Identify dominant factor.
 Strong or Weak culture.
• Factors determining strength :
– Size of organisation.
– How long it has been established.
– Turnover among employees.
– Original cultural intensity.
Learning Culture….
 Stories.
 Narrative that exemplifies the culture.
 Symbols.
 Repetitive sequences of activities that reinforce values.
 Material symbols.
 Tangible symbols of culture.
 Language.
 Jargon, code, terms used in a culture.