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Introduction to Management
What is Management?
 Management is the process of reaching organizational goals by working
with and through people and other organizational resources.

 Simply put, The organization and coordination of the activities of a

business in order to achieve defined objectives.

Whichever definition of Management we see, all of them have three main

characteristics:
1. It is a process or series of continuing and related activities
2. It involves and concentrates on reaching organizational goals
3. It reaches these goals by working with and through people and other
organizational resources.
 How does an organization use resources to achieve goals?
Through Management Functions. ACTIVITIES.

There are four basic management functions:

 Planning
 Organizing
 Influencing
 Controlling

Role and Importance….

 The role of management is to guide people towards goal accomplishment
 To guide the organization towards achievement of organizational goals
 Managers influence all phases of modern organizations
 Peter Drucker: Effective Management is probably the main resource of developed
countries and the most needed resource of developing countries
 PLANNING: choosing tasks that must be performed to attain organizational
goals, outlining how the tasks must be performed, and indicate when they
should be performed.

 ORGANIZING: assigning the tasks developed under the planning function

to various individuals or groups within the organization – putting plans into
action.

 INFLUENCING: guiding the activities of organization members in

appropriate directions – Leading, Motivating, Directing.

 CONTROLLING: Gather information that measures recent performance

within organizations, compare present performance to predetermined
standards, determine if the organization should be modified to meet pre-
established standards.
All the management functions are inter-related because the
performance of one depends upon the performance of
others.
Organizational
Goals

Planning

Influencing Controlling

Organizing
MANAGEMENT AND RESOURCES:
Management must always be aware of the status and use of organizational resources.
These are the resources which are used by managers to achieve organizational
goals.
Four main types of resources:
1. Human
2. Monetary
3. Raw Materials
4. Capital

The production process:

Inputs Outputs
Organizational Production
Finished Goods
Resources Process
Managerial Effectiveness: Management’s use of
organizational resources in meeting organizational
goals. [ ineffective to effective]

Managerial Efficiency: The proportion of total

organizational resources that contribute to
productivity during the manufacturing process.

Efficiency is doing things right; (single activity)

Effectiveness is doing the right things. (whole Task)
- Peter Drucker
 Managerial Effectiveness and Efficiency

Efficient = Most resources contribute

to production
Not reaching Reaching
Efficient goals and not goals and not
wasting wasting
Inefficient = Few resources contribute
resources resources to production

Ineffective = Little progress towards

Not reaching Reaching organizational goals
goals and goals and
Inefficient wasting wasting
resources resources Effective = substantial progress
towards organizational goals

Ineffective Effective
Management Skills
 Management Skill: The ability to carry out the process of reaching
organizational goals by working with and through people and other
resources.

 1. The Classic View – Robert Katz

 Technical Skills: The ability to apply specialized knowledge and
expertise to work-related techniques and procedures.

 Human Skills: Build cooperation within the team being led.

 Conceptual skills: The ability to see the organization as a whole. The

manager must understand how different parts of the organization work
together.

As we move from lower to upper levels – conceptual skills become more

important and technical skills less important.
 Management Skills
 2. The Contemporary View : Involves defining the major activities that
managers perform and listing the skills needed to carry out these activities.

 Three types of activities managers perform:

 Task- Related
 People-Related
 Change-Related:
Change management involves shifting/transitioning people or
organizations from a current state to a desired future state.
It is an organizational process aimed at helping organization
members to accept and embrace changes in their business
environment.
Universality of Management

MANAGEMENT PRINCIPLES ARE UNIVERSAL.

That is, they apply to all types of organizations, and

organization levels.
 Universality of Management
 Universality of management refers to the transferability of its
principle, techniques, functions and skills from one time, place or
job to another.

 All these management practices are equally practicable and

applicable everywhere in the world irrespective of the nature
of the job, differences in customs, habits and social laws.
 Managerial functions and techniques can be practiced
in every organization. Whether it is a business, shop,
industry, government office, educational, social,
profitable or non-profitable organization, management
principles, functions and techniques are profitably and
productively applied.

 A successful manager of a company or a field can be

equally successful in the other. That is why a manager
of a company can be safely transferred from one
department, company or area to another.
In Pakistan it is a routine practice of transferring bureaucrats
from one department/ institution to another with quite
different work.

Universality of management can be judged from the fact that

an army general can efficiently hold a position of a company or
a country, although the nature of technical work is quite
different in both places ; but the principles of performing the
jobs are same
The News https://www.thenews.com.pk/archive/print/115019
Transfers, postings in Sindh
bureaucracy
 The Sindh government has made a number of transfers and postings with immediate effect.

Ishrat Ali Siddiqui, an officer of Ex-PCS (BS-19) awaiting posting, has been posted as Director Industries, Sindh,
relieving Zamir Ahmed Khan of the additional charge.

Alia Shahid, an officer of Secretariat Group (BS-19), Chief Programme Manager, Reform Support Unit, Education and
Literacy Department, under orders of transfers and posting as Additional Secretary, Education and Literacy
Department has been posted until further orders as Additional Secretary, Population Welfare Department, against an
existing vacancy.

Saleem Raza Khuhro an officer of Ex-PCS (BS-19), Additional Secretary Food Department has been transferred and
posted as Additional Secretary (Service-II), Services, General Administration and Coordination Department, against
an existing vacancy.

Rasool Bux Samejo, an officer of Ex-PCS (BS-19), awaiting posting has been posted as Additional Secretary, Food
Department vice Saleem Raza Khuhro transferred.

Abdul Rasheed Solangi, an officer of PSS (BS-19) waiting posting has been posted as Additional Secretary (Schools),
Education and Literacy Department.

Dr Sikandar Ali Panhwar, an officer of SCUG Service (Medical Sub Health Branch), Director General Monitoring and
Evaluation, Local Government Department has been transferred and posted as Special Secretary (Tech), Local
Government Department against an existing vacancy.

Atique Baig, awaiting posting has been posted as Executive District Officer, Master Plan Group of Offices (MPGO),
City District Government Karachi vice Iftikhar Qaimkhani transferred and directed to report to Local Government
Department for further orders.
Management Careers…

 Definition of career
 Careers evolve through a series of stages
1. Exploration,
2. Establishment
3. Maintenance
4. Decline

(Read it yourself)
.

Mintzberg's Ten Management Roles

 As a manager, you probably fulfill many different roles every day.

 You're constantly switching roles as tasks, situations, and expectations

change.

 Management expert, Henry Mintzberg said that there are ten primary roles
that a manager performs at different times.
 Informational Category The roles in this category
involve processing information.

1. Monitor - In this role, you regularly seek out information

related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.

2. Disseminator - This is where you communicate potentially useful

information to your colleagues and your team.

3. Spokesperson - Managers represent and speak for their

organization. In this role you're responsible for transmitting
information about your organization and its goals to the people
outside it.
Interpersonal Category The roles in this category
involve providing information and ideas.

4. Figurehead - As a manager, you have social, ceremonial and

legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority,
and as a figurehead.

5. Leader - This is where you provide leadership for your team,

your department or perhaps your entire organization; and it's
where you manage the performance and responsibilities of
everyone in the group.

6. Liaison - Managers must communicate with internal and

external contacts. You need to be able to network effectively
on behalf of your organization.
 Decisional Category The roles in this category involve using information.

7. Entrepreneur - As a manager, you create and control change within the

organization. This means solving problems, generating new ideas, and
implementing them.

8. Disturbance Handler - When an organization or team hits an unexpected

roadblock, it's the manager who must take charge. You also need to help
mediate disputes within it.

9. Resource Allocator - You'll also need to determine where organizational

resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.

10. Negotiator - You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.