2. INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS (Chapter-I) Dr. Rafique Ahmed Khan 03212386601 rak@bimcs.edu.pk

3. Managerial Activities: Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities: Make decisions Allocate resources Direct activities of others to attain goals A manager is a person who coordinates and oversees the work of other people in order to accomplish organizational goals. Managers are the individuals who achieve goals through other people. Managers and their Job

4. Top Managers: Managers at or near the upper level of the organization structure who are responsible for making organization-wide decisions and establishing the goals & plans that affect the entire organization. Middle Managers: Managers between lowest level and top level of the organization, who manage the work of first line managers. First-line Managers: Managers at the lowest level who manage the work of non-managerial employees and are directly or indirectly involved in producing products or rendering services. Classification of Managers

5. Management refers to coordination and oversight of the work activities of others so that their activities are completed efficiently and effectively. Efficiency: It refers to getting the most output from the least amount of inputs; also known as “doing things right”. It is concerned with means to ends. Effectiveness: It refers to completing the task as per expectations and quality standards so that organizational goals are achieved; also known as “doing right things ”. It is concerned with end results. Management strives for both Efficiency (low expense of resources) and Effectiveness (high goal achievement). What is Management?

6. Management Functions PlanningPlanningOrganizingOrganizingLeadingLeading ControllingControlling

7. Planning. A management function that involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. Organizing. A management function that involves determining what tasks are to be done, how tasks are to be grouped, who reports to whom, and where decisions are to be made. Leading. A management function that includes motivating subordinates, directing others, selecting the most effective communication channels, and resolving conflicts. Management Functions

8. Controlling. A management function that involves monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Managerial Functions

9. Managerial Roles Roles are the specific categories of managerial behaviors which are required to be displayed at work place. Interpersonal role: A managerial role that involves people and other duties that are ceremonial and symbolic in nature. Informational role: A managerial role that involves collecting, receiving and disseminating information. Decisional role: A managerial role that revolves around making choices.

10. ROLEDESCRIPTIONEXAMPLE  Figurehead  Leader  Liaison A symbolic head; performs a number of duties of legal/ social nature. Is responsible for motivation & direction of subordinates. Maintains a network of outside contacts to get favor & information. Handles ceremonies, signing of documents Performs managerial activities involving subordinates Acknowledges mail, external board work. Interpersonal Role

11. ROLEDESCRIPTIONEXAMPLE   Monitor  Disseminator  Spokesperson Receives wide variety of information; acts as centre of internal/ external information. Transmits info received from outsiders or subordinate members of the organization. Transmits info to outsiders on org plans, actions, policies, results. Handles all mail & contacts related to receipt of information. Disseminates info to all internally & makes verbal contacts for it. Attends board meeting; handles contacts to transmit info to outside. Informational Role Informational Role

12. ROLEDESCRIPTIONEXAMPLE Entrepreneur Disturbance handler Resource Allocator Negotiator Searches organization and its environment for opportunities and initiates projects to bring out change. Is responsible for corrective action when organization faces important, unexpected disturbances. Makes or approves significant organizational decisions. Is responsible for representing the organization at major negotiations. Holds ‘strategy and review’ sessions involving initiation or design of improvement projects. Holds ‘strategy and review’ sessions involving disturbances and crisis. Handles scheduling; requests for authorization; budgeting; the programming of subordinates’ work. Handles contract and other similar negotiations. Decisional Role Decisional Role

13. Skills That Managers Need Technical Human Conceptual

14. Technical Skills. The ability to apply specialized knowledge, expertise & techniques needed to work proficiently. Conceptual Skills. The ability to think, analyze and conceptualize about abstract & complex situations. Human Skills. The ability to work well with others; understand and inspire other people, both individually and in groups. Managerial Skills

16. A deliberate arrangement of people to accomplish some specific purpose. Hence three common characteristics of an organization are, People, Deliberate structure and Distinct purpose. A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or a set of goals, and where people have: Structured patterns of interaction Coordinated tasks Work toward some purpose What is an Organization?

17. Manager’s job is changing due unavoidable environmental changes, as discussed below: Changing Technology (Digitization): Shifting organizational boundaries Virtual workplaces More mobile workforce Flexible work arrangements Empowered employees Work life – Personal life balance Why Manager’s Job is Changing

18. Changing Securities Threats: Risk management Uncertainty over future energy resources/prices Restructures workplace Discrimination concerns Globalization concerns Employee assistance Why Manager’s Job is Changing

19. Increased Emphasis on Organizational and Managerial Ethics: Redefined values Rebuilding trust Increased accountability Increased Competitiveness: Customer service Innovation Globalization Efficiency / productivity Why Manager’s Job is Changing

20. Universality of Management: The reality that manage- ment is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organization no matter where located. Why to Study Management? Management is Needed in… All levels Bottom Top All Sizes Small Large All Types Profit Not for profit All areas Manufacturing, Marketing, HR, Accounting, IT etc.

21. Rewards and Challenges of a Manager Rewards and Challenges of a Manager RewardsChallenges Create a work environment where employees can do their best. Think creatively & use imagination. Help others find meaning & fulfillment in work. Support, coach and nurture others. Work with a variety of people. Receive recognition and status in organization and community. Do hard work. May have duties that are more clerical in nature than managerial. Have to deal with variety of personalities. Often have to make do with limited resources. Motive workers in chaotic and uncertain situations.

22. Rewards and Challenges of a Manager Rewards and Challenges of a Manager RewardsChallenges Play a role in influencing organizational outcomes. Receive compensation in the form of salaries, bonuses and stock options. Good managers are needed by organizations. Blend knowledge, skills, ambitions & experiences of a diverse work group. Success depends on others work performance.

23. THANKS