1. Human Resource Management – MGT - 501
Lecture 2
Essential of Management
Prof. Dr. Mukhtar Ahmed
Virtual University – Pakistan

2. Today’s Topics Concepts and Essential of Management
Management and its relationship with HRM

3. Management
Manage self
Manage others, and
Manage the environment

4. Management - Definition
The process of Planning, Organizing, Directing and Controlling organizational resources to achieve organizational goals

5. Functions of Management
Controlling
Planning
Organizing
Leading

6. Planning
Planning: process used by managers to identify and select appropriate goals and courses of action for an organization.
Steps to good planning
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
The outcome of the planning process is the organization’s strategy

7. Planning (cont…..)
A process of formulating goals and developing ways to achieve them
A management function focusing on setting organizational goals and objectives

8. Organizing
Organizing: creating the structure of working relationships between employees that best allows them to work together and achieve goals.
departments (according to the tasks performed)
lines of authority and responsibility
The outcome of organizing is an organizational structure.

9. Organizing (cont…..)
A management function that deals with what jobs are to be done, by whom, where decisions are to be made, and the grouping of employees

10. Leading
Leading: determining direction, stating a clear vision for employees to follow, and helping employees understand the role they play in attaining goals.
power, influence, vision, persuasion, and communication skills
The outcome of leading is a high level of motivation and commitment

11. Leading (cont….)
The process of using influence to motivate other s to work toward accomplishing goals
A management function concerned with directing the work of others

12. Controlling
Controlling: evaluating how well the organization is achieving its goals and taking corrective action to improve performance.
Monitor individuals, departments, and the organization to determine if desired performance has been reached.
The outcome of controlling is an accurate measurement of performance and regulation of efficiency and effectiveness.

13. Controlling (cont….)
A management function concerned with monitoring activities

14. The Management Process
ORGANIZATIONAL
GOALS
Planning
Leading
Controlling
Organizing
HUMAN RESOURCES
INFORMATION RESOURCES
PHYSICAL RESOURCES
FINANCIAL RESOURCES

15. Organizational Performance
Efficiency: A measure of how well resources are used to achieve a goal
“Doing Things Right”
Effectiveness: A measure of the appropriateness of the goals chosen (are these the right goals?), and the degree to which they are achieved
“Doing the Right Things Right”
Managers are key components to organizational performance. It is a managers responsibility to choose the correct output goals and then try to minimize the input of resources to attain the same output goal.
Efficiency and Effectiveness are key terms to understand when talking about organizational performance.
Efficiency – doing things right! (produce 1000 z widgets (when the customer wanted x) at a low cost)
Effectiveness –doing the right things right. (produce X widgets at a low cost)
Refer to figure 1-1 pg. 6
Organizations are more effective when managers choose the correct goals and then achieve them.

16. ‘Managing is like holding a dove in your hand
‘Managing is like holding a dove in your hand. If you squeeze too tight, you kill it. Open your hand too much, you let it go’
- T. Lasorda

17. Let’s discuss who performs the functions of management
Manager ??
Let’s discuss who performs the functions of management

18. Manager
Individuals in an organization who direct the activities of others

19. Manager
Someone who participates in the management process by planning, organizing, leading, or controlling the organization's resources

20. Manager
The people responsible for supervising the use of an organization’s resources to meet its goals
Someone who participates in the management process by planning, organizing, leading, or controlling the organization's resources

21. Keep three balls rolling …
Quality
Cost
Customer Satisfaction

22. Managerial Skills Conceptual skills Human skills Technical skills
The ability to analyze and diagnose a situation and distinguish between cause and effect
Human skills
The ability to, understand, alter, lead, and control the behavior of other individuals and groups
Technical skills
The specific knowledge and techniques required to perform an organizational role

23. What are different levels of management? Let’s discuss!

24. Levels of Managers
Top Managers
Middle Managers
First-line Managers

25. Managerial Skills & Managerial Level
Top manager
Middle manager
First-line manager
Conceptual Skills
Interpersonal Skills
Technical Skills

26. Managerial Roles Interpersonal Roles Informational Roles
Decisional Roles

27. BASIC MANAGERIAL ROLES AND SKILLS1
Interpersonal roles
figurehead attends activities to represent the organization;
leader encourages employees to improve productivity and shows them how to do it;
liaison coordinates the activities of two or more people, groups of people, or organizations.

28. BASIC MANAGERIAL ROLES AND SKILLS2
Informational roles
monitor actively seeks information that may be of value to the organization;
disseminator transmits information to others in the organization;
spokesperson transmits information about the organization to people outside the organization.

29. BASIC MANAGERIAL ROLES AND SKILLS3
Decisional roles
entrepreneur develops new ideas and initiates changes in the organization;
disturbance handler handles problems that arise such as strikes, copyright infringements, and energy shortages;
resource allocator determines who should receive the available resources and who should have access to the manager's time;
negotiator represents the organization in a negotiation setting such as collective bargaining for a union contract or developing an agreement with a consultant.

30. Remember!
It’s not enough to know about managing… you need to be prepared to do it!

32. Managing People All managers must be concerned with activities like….
Staffing (hiring and firing)
Retention (motivating people)
Development (encourage & train)
Adjustment (alternative arrangements)
Managing change (burning issue of today)

33. HR is part of Management!
Management & HRM
HR is part of Management!

34. HR Professionals’ Responsibilities
Establish HRM procedures
Develop/choose HRM methods
Monitor/evaluate HRM practices
Advise/assist managers on HRM-related activities

35. HRM can help manage… Productivity (increasing performance)
Operations (cohesive linking)
Relationships (between diff. levels of mgt / dept)
Conflict (help handling conflict)
Stress (managing stress)
Reward systems (help motivate people)

36. Effective
HRM
Effective
Organization

37. Let’s Stop it here !

38. Human Resource Management – MGT - 501
Lecture 2
Essential of Management
Prof. Dr. Mukhtar Ahmed
Virtual University – Pakistan