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Management Principles: MBA SZABIST Islamabad

This document provides an overview of management principles from a lecture at SZABIST Islamabad. It defines key concepts like the functions and roles of managers, organizational levels, and skills required for management. The lecture objectives are to understand the purpose of management, basic concepts, and how a manager's job may vary depending on factors like organizational level, type, size, and country. Management functions discussed include planning, organizing, leading, and controlling. Managerial roles include figurehead, leader, liaison, monitor, disseminator, and spokesperson.

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Umer Kiyani
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65 views

Management Principles: MBA SZABIST Islamabad

This document provides an overview of management principles from a lecture at SZABIST Islamabad. It defines key concepts like the functions and roles of managers, organizational levels, and skills required for management. The lecture objectives are to understand the purpose of management, basic concepts, and how a manager's job may vary depending on factors like organizational level, type, size, and country. Management functions discussed include planning, organizing, leading, and controlling. Managerial roles include figurehead, leader, liaison, monitor, disseminator, and spokesperson.

Uploaded by

Umer Kiyani
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MANAGEMENT PRINCIPLES

MBA SZABIST Islamabad Taught by: Fatima Ashraf PhD scholar SZABIST Islamabad

Introduction ..

Some important class rules. - Attendance and punctuality - Class participation - Class behavior - Importance of academic approach

Lecture objectives
(What you should know by the end of the lecture)

Understand the purpose of management and who are managers. Some basic, relevant concepts Managerial functions Managerial roles Management skills Universal application of management and managers (?) Managers and entrepreneurs Why study management?

Who are managers?


People who work in organizations. Defining an organization.

Age, gender, positions - as affects managers. Organizational size and type as affects managers. The aim of all managers.

Is everyone who works in an organization, a managers? Organization members maybe classified as either: operatives or managers

Organizational levels

Top managers Middle managers First line managers

Operatives

..this was about who managers are what they generally do.

WHAT IS MANAGEMENT?

Getting things done through people. How of management efficiency: doing things right. What of management effectiveness: doing the right thing.

Effectiveness concerned with ends. Efficiency concerned with means. Can a manager accomplish effectiveness and efficiency at each others cost?

MANAGEMENT FUNCTIONS
Four basic management functions: 1. Planning

Define organizational goals

Overall strategy for achievement of goals


Hierarchy of plans to co-ordinate activities

PLANNING (SELF WRITTEN)


Selecting missions and objectives as well as the actions to achieve them, Which requires decision making. Making decision for the future course of action. Making decision on Vision, Aim, Objectives, Strategies and polices of the organization. The planning may be for Immediate, short term, Medium term or Long term Periods. Guidelines for Execution/Implementation.

2. ORGANIZING

What tasks are to be done?(Designing Organizing structures) Who will do them?(Determining Grouping of Activities) How will tasks be grouped?(Defining roles and responsibilities) Who reports to whom?(Determining relationship between Departments and Job Position) Who will make what decision(s).(Defining Authorities For Departments and Job Position)

ORGANIZING:
Determining and Grouping of activities. Designing Organizational Structure. Defining Roles and Responsibilities. Defining relationship Between Departments and Job Position Defining authorities for Departments and Job Positions.

3. Leading ..its about people


Direct and co-ordinate people Motivate subordinates Direct others activities Maintain communications channel Manage change Manage conflict

Control .... monitor organizational performance


Compare actual and desired performance Take corrective action(s) as needed Measuring Effectiveness and Efficiency Of Standards and Plans

End of todays lecture.


to be continued next time

MANAGERIAL ROLES
Three main roles:
(Research by Henry Mintzberg identified 10 managerial roles)
Figurehead acts as a symbolic head

1.

Interpersonal role

Leader subordinate-related activities

Liaison links for information

Monitor manages external/internal information about organization

2. Informational role

Disseminator transmits information to members Spokesperson provides information to outsiders

Entrepreneursearches opportunities for improvement/ projects Disturbance handlercorrective action for unexpected disturbances Resource allocatorallocation=important organizational decision

3. Decisional role

Negotiatormajor negotiations

MANAGEMENT SKILLS

Three important skills/ competencies


(Katz research)
1.

Technical skills - specialized knowledge in a specific area - important at lower organizational levels

2. Human skills - ability to work with others individually and in groups - enable the manager to get the best out of people - communicate, motivate, lead, inspire

3. Conceptual skills - ability to see organization as a whole, relate it to its environment, how subunits fit together. - strategic thinking for decision making.

HOW A MANAGERS JOB VARIES WITH

Organizational level - same functions at all levels, yet - time spent on each function varies. - Upper managerial level requires more planning and less supervising. - Top managers design overall organization - lower level managers design jobs of individuals and groups

HOW A MANAGERS JOB VARIES WITH

Organization type
-

A managers job is common to organization types. Decision-making, objective setting, structuring, employee motivation, developing internal political support is carried out regardless. Performance measurement is different (or difficult?) for organization types.

HOW A MANAGERS JOB VARIES WITH

Organizational size
-

Small business managers most important role is spokesperson He meets customers, arranges finance, stimulates change, seeks new opportunities (and threats). Managers in large organizations usually allocate resources.

Degree of formality is different for small and large organization types. Activities/ role are same, but time spent is different.

Cross-national transferability
-

Preferred managerial practices are different between countries. English-speaking democracies vary in cultural, political, economical, financial, social contexts from those in Asia and middle east.

DEBATE
Are all managers entrepreneurs?

.so why study management?


-

Improve organizational performance. You either manage, or you are managed. Career in management.

THE END.

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