STEVE JOBS

BILL GATES
MARK ZUCKERBERG
SIKANDAR SULTAN
RIAZ MALIK
MIAN MANSHA
 PRINCIPLES OF MANAGEMENT

Course Objectives
 This is an introductory course about Management of Organizations.

 It provides instructions on Principles of Management, that have

general applicability to all type of enterprises.

 Emphasis would be on:

 Basic management philosophy & decision making

 Principles involved in planning, organizing, leading & controlling

& recent concepts in management

BY AMBREEN SHAUKAT
 Course Objectives (Contd)

 Principles learned in this course will allow students to effectively

work with/through others, in an Organization.

 Course will also encourage students to explore/inquire applicability

of western management principles/theories in local settings.
 Learning Outcomes

 This course will cover the basic managerial functions of Planning,

Organizing, Leading & Controlling.

 At the conclusion of the course, students should be able to:

 Hold informed conversations with functional specialists &

understand how to draw effectively on their expertise in
managing organizations.
 Recommended Text Book & Reference Books

Recommended Text Book

“Management”, (13th Edition), by Stephen Robbins & Mary Coulter.

“Management competing in the era”, BY Thomas Bateman Snell.

Reference Books
1.“Management”, 12th Edition, by Richard L. Daft
2. “Management: A Global & Entrepreneurial Perspective”, 13th Edition,
by Heinz Weihrich, Mark Cannice & Harold Koontz
3.“Developing Management Skills”, 9th Edition, by David R. Whetten &
Kim Cameron
 CHAPTER 1

Introduction to Management & Organizations

Learning Objectives

 Importance of Managers to Organizations.

 Who Managers are & where do they work?

 Functions, Roles & Skills of Managers.

 Describe The Competencies Used In Managerial Work And Assess Your

Current Competency Levels.

 Value of studying Management.

 Management - Overview

 Management is an important organ of any organized society.

 Management decisions in business, govt. & other organizations establish

a powerful social force, which is vital to effective functioning of the
modern society.

 Management is a active, creative & innovative force, motivated to secure

best possible results, through use of available resources.

 The world managers face has changed, is changing & will continue to
change.

 The new workplace of today, in which students like you will assume
responsibilities as managers, demands increased focus on binding
people’s creativity & enthusiasm, finding shared visions & values, sharing
information & power, and leading change.
 Why are Managers Important?

 A great boss can change your life, inspiring you to new heights, both
professionally & personally.

 A great boss can also energize you & your team to overcome new
challenges, bigger than anyone of you could tackle alone.

 Such a manager can make a job highly enjoyable & productive.

 You should however, count yourself lucky, if you get an opportunity

to work with a Manager/Boss like this.
 What Is An Organization?
 A formal and coordinated group of people who
function to achieve particular goals
 These goals cannot be achieved by individuals
acting alone
 An organization has a structure, discussed in depth
in Chapter 11

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 Characteristics of an Organization

An organization has a structure.

An organization consists of a group of people striving to

reach goals that individuals acting alone could not achieve.

11
 Who Managers Are?

 Managers are charged with the responsibility of taking actions, that

will enable individuals to make their best contributions to group
objectives .

 All managers carryout Managerial Functions (planning, organizing,

leading & controlling), but time spent for each function may differ.
 Manager - Defined

 A Manager is someone who coordinates & oversees the work of other

people, so that organizational goals can be accomplished.

 Manager’s job is not about personal achievements – its about helping

others do their work.

 That may mean coordinating the work of a departmental group, or

even supervising a single person.

 It could also involve coordinating work activities of departmental

teams, or temporary or outsourced employees.
Levels of Management

Top
Managers
--------------

Middle
Managers
--------------------------
First-line Managers
---------------------------------
Non-managerial Employees
 Levels of Management

First-line Managers: have direct responsibility for producing goods or

services Foreman, supervisors, clerical supervisors

Middle Managers:
• Coordinate employee activities
• Determine which goods or services to provide
• Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)

Top Managers: provide the overall direction of an organization Chief

Executive Officer, President, Vice President

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 Top Managers

 Responsible for providing the overall direction of an organization

 Develop goals and strategies for entire organization
 Spend most of their time planning and leading
 Communicate with key stakeholders—stockholders, unions,
governmental agencies, etc., company policies
 Use of multicultural and strategic action competencies to lead firm is
critical

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 First-line Managers

 Directly responsible for production of goods or services

 Employees who report to first-line managers do the organization’s
work
 Spend little time with top managers in large organizations
 Technical expertise is important
 Rely on planning and administration, self-management, teamwork,
and communication competencies to get work done

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 Middle Managers
 Responsible for setting objectives that are consistent with top management’s
goals and translating them into specific goals and plans for first-line
managers to implement

 Responsible for coordinating activities of first-line managers

 Establish target dates for products/services to be delivered

 Need to coordinate with others for resources

 Rely on communication, teamwork, and planning and administration

competencies to achieve goals
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Management Level and Skills

19
 Management Defined

 Simply speaking Management is what Managers do. This is too simplistic a view
of Management

 Management involves coordinating & overseeing the work activities of others,

so that their activities are completed efficiently & effectively.

 A more comprehensive definition of Management would be – Management

involves ensuring, that work activities are completed Efficiently & Effectively, by
the people responsible for doing them, or at least that’s what managers desire to
do.
 Management Defined (Contd)

Management can also be defined as:

 Attainment of Organizational Goals, in an Effective & Efficient manner,

through Planning, Organizing, Staffing, Directing & Controlling
organizational resources (Richard L. Daft)

 The Planning, Organizing, Leading & Controlling of human & other

resources, to achieve Organizational Goals, effectively & efficiently
(Gareth Jones & Jennifer George)

 Deciding what to do & then getting it done, through the effective use of
resources ( Michael Armstrong & Tina Stephens)
 Efficiency & Effectiveness

 Efficiency refers to getting the most output, from the least amount of
inputs.

 It’s often referred as “doing things right” (not wasting resources), or

getting the most output from the least amount of inputs.
 It is not enough, however, just to be efficient, as management is also
concerned with being Effective.

 Effectiveness is doing those work activities, that will help the organization
reach its goals.

 Whereas Efficiency is concerned with the means of getting things done,

Effectiveness is concerned with the ends, or attainment of organizational
goals.
 Efficiency (Means) Effectiveness (Ends)

Resource Usage Goal Accomplishment

Low Waste High Attainment

Management Strives for:

Low Resource Waste (high efficiency)

High Goal Attainment (high effectiveness)

Basic Managerial Functions

Organizing

Leading
Planning

Controlling

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 Management Functions

 According to the Functions Approach, Managers perform certain activities or

functions, as they efficiently & effectively coordinate the work of others.

 Henri Fayol (1841-1925), a French businessman, considered to be the father

of Modern Management Theory first proposed, that all managers perform five
functions – planning, organizing, commanding, coordinating & controlling.

 Today, these functions have been reduced to four – Planning, Organizing,

Leading & Controlling.
 Management Functions – Planning

The Planning function includes:

 Setting Goals,

 Establishing Strategies for achieving those goals,

 Develop Plans to integrate & coordinate activities.

 Management Functions – Organizing

 Organizing is a management function, that involves Arranging &

Structuring work, to accomplish Organization’s Goals.

 When managers organize, they determine:

 What tasks are to be performed?

 Who is to do them?
 How the tasks are to be grouped?
 Who reports to whom?
 Where decisions are to be made?
 Management Functions – Leading

 Every organization has people, & a Manager’s job is to work with &
through people, to accomplish organizational goals. This is the
Leading Function.

 Managers are said to be performing Leading Function, when they:

 Motivate subordinates
 Help resolve work group conflicts
 Influence individuals or teams as they work
 Select the most effective communication channel
 Deal in any way with employee behavior issues
 Management Functions – Controlling

 The final Management Function is Controlling.

 After goals & plans are set (planning), tasks & structural arrangements
put in place (organizing), and people hired, trained & motivated
(leading), there has to be some Evaluation of whether things are going as
planned.

 To ensure that goals are being met, & that work is being done as
planned, managers must Monitor & Evaluate performance.
Management Functions – Controlling (Contd)

 Compare actual performance with set goals.

 If those goals are not being achieved, it’s the manager’s job to
get work back on track.

 This process of Monitoring, Comparing & Correcting is the

Controlling Function.

 When Managers are trying to cut costs, they are performing

management function of Controlling.

 Managers dealing with unhappy customers, are likely to be

performing leading, controlling & may be planning function.