Management

Chapter 1
Introduction to Management and
Organization

Prof. Farah Naz Naqvi 1

Chapter Objective
 Introduction of managers and management
 Who are the managers and what the
management is
 What the managers do and what the
organization is
 Why it is important to study the
management.

Prof. Farah Naz Naqvi 2

WHO ARE MANAGERS
 Traditional View:
They were the organizational members who
told others what do and how to do.
Features:
4. It was easy to distinguish between managers and
non managerial employees.
5. The non managerial means that they had to work
directly on the task and no one was reporting to
them.

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Need for redefining the Managers
The changing nature of organization and work
has blurred the clear lines of distinction
between managers and non managerial
employees.

Many traditional non managerial jobs now

include managerial activities.

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Manager (Definition)
 A manager is some one who works with
and through other people by coordinating
their work activities in order to accomplish
organizational goals.

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Manager
 A manager’s job is not about personal
achievement , it is about helping others do
their work and achieve.
 It may involves coordinating with the
activities of a single person or a department
 It It may involves the activities of people
from different departments and even the
people outside the organization.

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Classification of Managers
 First Line Managers:
2. Lowest level of management
3. Manage the work of non managerial
employees who are directly or indirectly
involved in the production.
4. They are also called supervisors.

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Middle Managers
 Managers between the first line and top
managers.
 They use to manage the work of first line
managers.
 They may be called “Regional Managers,
Plant Manager, Project Manager or
Division Manager.

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Top Managers.
 Managers at the top level or near the top
level of the organization.
 They are responsible for making the
organization-wide decisions
 They establish the goals and plans that
affect the entire organization.

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What is Management
(Definition)
 Management is coordination work
activities so that they are completed
efficiently and effectively with and
through other people.

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Efficiency
 Getting the most output from the least
amount of inputs
 It is also referred to” doing the things
right” means no wastage of resources
which are scarce.
 Efficiency is concerned with the
means of getting the things done

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Effectiveness
 It refers to doing the right things.
 Effectiveness means completing activities so that
organizational goals are attained
 Effectiveness is concerned with the ends or
attainment of goals.
 Good management takes both efficiency and
effectiveness hand to hand
 Poor management means inefficiency and
ineffectiveness or to be effective with
inefficiency.
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What do Managers do
Three specific categorization
 Functions approach
 Roles approach
 Skills approach

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MANAGEMENT FUNCTIONS
 Planning

 Organizing

 Leading

 Controlling.
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Planning
 It involves defining goals,
 establishing strategies for achieving those
goals,
 and developing plans to integrate and
coordinate activities.

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Organization
 It is management function that involves in
determining
2. What tasks are to be done
3. Who is to do them,
4. How the tasks are to be grouped
5. Who reports to whom
6. And where decisions are to be made.
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Leading
 Management function that involves
2. Motivating subordinates,
3. Influencing individuals or teams as they
work
4. Selecting the most effective
communication channels
5. Or dealing in any way in employee
behavior issue.
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Controlling
 Management function that involves
 Monitoring of actual performance
 Comparing actual to standard,
 Taking correcting action if necessary

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Mintzberg’s Management Roles
 Interpersonal Roles
 Informational Roles
 Decisional Roles

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Interpersonal Rolls
Description
 Figurehead: Symbolic
head, obliged to perform a
number of routine duties of a legal
or social nature.
 Leader:Responsible for
motivation of subordinates,
staffing, training and
associated duties
 Liaison:Maintains a self
developed network of outside
contacts and informers who
provide favors and
information.
Prof. Farah Naz Naqvi
Identifiable
Activities
 Greeting visitors signing
number of documents.
 Performing virtually all
activities that involve
subordinates.
 Acknowledge mails,
doing external board
work performing other
activities that involves
outsiders.
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Informational Roles
Description
 Monitor:Seeks and
receives wide variety of
internal and external
information to develop
thorough understanding of
organization and environment.
 Disseminator: Transmit
information received from
outsiders or from subordinates
to members of the
organization.
 Spokes Person:Transmit
information to outsiders on
organization’s plan, strategy,
action and results. Prof. Farah Naz Naqvi
Identifiable
Activities
 Reading periodical
reports and maintaining
the personal contacts.
 Holding informational
meetings, making phone
calls to relay information
 Holding board meetings,
giving information to the
media.
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Decisional Rolls
Description Identifiable
Activities
 Entrepreneur: Searches  Organizing strategy
organization and its and review sessions
environment for opportunities
and initiates improvement to develop new
projects to bring about programs.
changes  Organizing strategy
 Disturbance Handler. and review sessions
Responsible for corrective involving the
action when organization faces
important and unexpected disturbance and
disturbance. crisis.
 Resource Allocator:  Any activity that
responsible for the allocation involves the
of organizational resources of budgeting and
all kinds – making or
approving all significant programming of the
organizational decisions. subordinate’s work.
 Negotiator: Responsible for  Participation in
representing the organization
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Management Skills
by Robert L. Katz
 Technical Skills
 Human Skills
 Conceptual skills

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Technical Skills.
 Knowledge and proficiency in certain
specialized field
 These skill are more important at lower
level of management as they have direct
dealing with the employees doing the
organizational work directly.

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Human Skills
 The ability to work well with other people
individually and in a group.
 It is most important because managers directly
deals with other.
 The managers with good human skill can get out
the best because they know how to lead, motivate
and build enthusiasm and trust.
 It is most appropriate at middle level
management.

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Conceptual Skills
 The ability to think and to conceptualize about
abstract and complex situations.
 These skills are more appropriate at top level
 Using these skills managers must be able to see
the organization as a whole, understand the
relationship among its subunits and visualize how
the organization fits in to broader environments

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Management skills
By American Management Association
 Conceptual Skills
 Communication Skills
 Effectiveness Skills
 Interpersonal Skills

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Conceptual Skills
 Ability to use information to solve business
problems.
 Identification of opportunities for innovations.
 Recognizing problem area and implementing
solutions.
 Selecting critical information from masses of
data.
 Understanding of business and usage of
technology.
 Understanding of organization's business model.
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Communication Skills.
 Ability to transform ideas into words and
actions.
 Credibility among colleagues, peers, and
subordinates
 Listening and asking questions,
 Presentation skills , spoken format.
 Presentation skills, written or graphic form.

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Effectiveness skills.
 Contributing to corporate mission and objectives.
 Customer focus
 Multitasking: working at multiple tasks parallel.
 Negotiating skills
 Project management
 Reviewing operations and implementing
improvements.
 Setting and maintaining performance standard
internally and externally.
 Time Management.
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Interpersonal Skills
 Coaching and mentoring skills
 Diversity Skills: Working with diverse
people and cultures.
 Networking within the organization.
 Networking outside the organization.
 Working in teams, cooperation and
commitment.

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How the Manager’s Job is
changing.
CHANGE IMPACT OF CHANGES
Shifting organization boundaries
Changing Technology
Virtual workplace
(Digitization) More Mobile work place
Flexible work arrangement
Empowered employees

Risk Management
INCREASED THREAT Work life –Personal Life Balance
TOSECURITY Restructured work place
Discrimination concerns
Globalization concerns
Employee Assistance

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CHANGE
INCREASED EMPHASIS ON
ORGANIZATIONAL AND
MANAGERIAL ETHICS
INCREASED COMPETITIVENESS
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IMPACT
Redefined values
Rebuilding Trust
Increased accountability.
Customer Service
Innovation
Globalization
Efficiency/productivity.
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IMPORTANCE OF CUSTOMERS TO THE
MANAGER’S JOB
 Employees play a big role in customers satisfaction
 Managers are beginning to feel and understand that
delivering a good and consistent service is essential in
today’s competitive environments and employees are
important part of that equation.
 To make an organization customer responsive the
employees should be friendly and courteous, accessible,
knowledgeable, prompt in responding to customer needs
and willing to do what is necessary to please.

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IMPORTANCE OF INNOVATION
TO MANAGER’S JOB
 Nothing is more risky that being non innovative.
 Innovation means doing things differently,
exploring new territories and taking risks.
 The Managers have to create and encourage the
environment in which employees feel free to
innovate.

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WHAT IS AN ORGANIZATION
 A deliberate arrangement of people to accomplish
some specific purpose.
CHARACTERSTICS(GOAL, PEOPLE,
STRUCTURE.)
 Each organization has a distinct purpose. This
purpose is expressed in terms of goals.
 It is composed of people.it takes people to
perform what is necessary to achieve the
organizational goal.
 All organizations develop some structures so that
their members canProf.do the
Farah work.
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THE CHANGING ORGANIZATION.
The concept of organization is changing, it is no
longer appropriate to assume that organizations
are structured, clearly identifiable divisions,
departments and work units.
The world has changed. Technology, societal,
economic, political, global, changes have created
an environment in which successful organization
must embrace new ways to get the work done.

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THE CHANGING ORGANIZATION
TRADITIONAL NEW
ORGANIZTION ORGANIZATION
 STABLE  DYNAMIC
 INFLEXIBLE  FLEXIBLE
 JOB-FOCUSED  SIKLLS FOCUSED
 WORK IS DEFINED BY  WORK IS DEFINED IN TERMS
OF TASKS TO BE DONE
JOB POSITIONS  TEAM ORIENTED
 INDIVIDUAL ORIENTED  TEMPORARY JOBS
 PERMANENT JOBS  INVOLVEMENT
 COMMAND ORIENTED ORIENTED
 EMPLOYEES
 MANAGERS ALWAYS INVOLVEMENT
MADE DECISIONS INDECISION MAKING.
 CUSTOMER ORIENTED
 RULE ORIENTED
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The changing organization.
 RELATIVELY  Diverse work force
HOMOGENEOUS
WORKFORCE
 WORKDAYS DEFINED Work days have no time
AS 9 TO 5 boundaries.
 HIERARCHICAL
RELATIONSHIPS Laterals and networked
 WORK AT relationships
ORGANIZATIONAL
FACILITY DURING Work any where any
SPECIFIC HOURS time.

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WHY STUDY MANAGEMENT
UNIVERSALITY OF MANAGEMNT

We study Management because of its

universality.
The Management is needed at all types and
sizes of organizations, at all levels of
organizations, in all organizational areas in
all the countries and around the globe.

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REALITY OF WORK

 An other reason of studying the

management that after completing your
studies you will start your career. You will
either manage or be managed.
 One can get great insight of the way your
boss behave or organizational working by
studying management.

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REWARD OF BEING A
MANAGER.
 To create an environment where organization member can
work to the best of their abilities.
 Have to be creative and imaginative
 Help other finding meaning and fulfillment.
 Support , coach and nurture others.
 Work with variety of people
 Receive recognition and status in the society.
 Play a role in influencing the organization outcome.
 Appropriate compensation in forms of salaries,
allowances and bonuses.
 Good Managers need of organization.
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Challenges of being a Manager,
 Hard Work
 Have to deal with variety of personalities.
 Often have to do with limited resources
 Motivate workers in chaotic and uncertain
situations.
 Successfully blend knowledge, skills, ambitions,
and experiences of a diverse work group.
 Success depends on other work performance.

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