Principles of Management Learning Session # 5 Dr. A. Rashid Kausar

Key Management Skills ! Technical Skills Human Skills Conceptual Skills

Management Skills Technical - knowledge of and proficiency in a certain specialized field Human - ability to work well with other people both individually and in a group

Management Skills Conceptual - ability to think and to conceptualize about abstract and complex situations see the organization as a whole understand the relationships among subunits visualize how the organization fits into its broader environment

Vertical differences in management roles Top managers —planning, conceptual skills Middle managers —mixed skill needs First line managers/supervisors —leading, technical skills Operational level staff

Levels of Management Top Managers Middle Managers First-Line Managers Nonmanagers

Management Process (Adapted from Carroll & Gillen 1987) Knowledge base and key management skills Management Functions: Planing Organizing Leading Controlling Work agenda Work methods and roles Performance (Goal Achievement)

Levels of Management Top Managers Middle Managers First-Line Managers Nonmanagers

The Evolving Structure of Organizations 1990 1980 2000

Y1 Y2 Y3

Top Manager Middle Manager Middle Manager First-Line Manager Work Group Work Group Work Group Work Group Work Group Work Group Work Group Work Group

Managerial Titles First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products

Managerial Titles Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managers

Managerial Titles Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization

SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS

Horizontal management roles Entrepreneurial managers Growth focus Functional managers Specific, technical focus General managers Broad, whole of organisation/unit responsibilities Project managers Integrative, team focus

Q. If you were GM of this organization what would you do? Why? Cross-road Organization ABC is an IT company developing soft-wares for an international market. Due to dot com crisis , its export market is disappeared. However,when the budget was made, the expected income from exports had been included. This meant that the organization ABC stood to make an big loss. Q. If you were GM of this organization what would you do? Why?

Managerial Competencies Communication Competency Teamwork Competency Planning and Administration Competency Managerial Effectiveness Global Awareness Competency Strategic Action Competency Self-Management Competency

21st century management Change & innovation Markets & technology Diversity: markets, products & staff Globalisation Quality & organisational development

Managing Diversity What? Why?

Global Perspective What? Why?

Importance of Quality QUALITY Lower Costs & Higher Market Share Positive Company Image QUALITY Decreased Product Liability