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

2. Key Management Skills !
Technical Skills
Human Skills
Conceptual Skills

3. 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

4. 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

5. 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

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

7. 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)

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

9. The Evolving Structure of Organizations
1990
1980
2000

10. Y1 Y2 Y3

11. 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

12. 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

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

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

15. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS

16. 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

17. 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?

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

19. 21st century management Change & innovation Markets & technology
Diversity: markets, products & staff
Globalisation
Quality & organisational development

20. Managing Diversity
What? Why?

21. Global Perspective
What? Why?

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