1st lecture of introduction to management

Itm lectures
Introduction to management
History of management
Manager as a decision maker
Planing
Organzing

1. Intro to Management Date: 25 th September 2023

2. Instructor Profile Qazi Abdul Moqueet MS (Engineering Management) from CASE Islamabad BS Electrical (Telecom) from COMSATS Islamabad Previously worked at Islamic University Islamabad Working in CUST Islamabad since 2015 [email protected] , A Block First Floor

3. Snapshots of the Course Course Structure: Interactive class sessions Case studies Video aid may be used Regular assignments and quizzes Final Project Mid term and Final exams

4. CLO:1 Demonstrate a foundational knowledge of management principles and functions and levels CLO:2 Demonstrate and apply effectively the various management theories. The nature and purposes of planning and to identify your own personal strengths and weaknesses and how to deal with them. CLO:3 Demonstrate the ability to recognize the need and adaptation to change, lead change while also understanding the interests, abilities, strengths, and weaknesses at both individual and group level. Course Learning Outcomes

5. Brief Contents Introduction   History of Management Manager as a decision maker Planning Organizing Leading Controlling

6. Snapshots of the Course Grade Distribution (Subject to Change): S.No . Grading % of Total Marks   Assignments 10 ii.  Quizzes 10 iii.  Project 20 v  Mid-term Exam 20 vi.  Final Exam 40   Total 100

7. Snapshots of the Course Textbook: Essentials of Contemporary Management by Gareth R Jones, 3 rd Edition Stephen P. Robbins and Mary Coulter, Management, 13th Edition

8. Mode of Communication A Block First Floor Class Representative WhatsApp Group

9. Chapter 1 The Management Process Today

10. FACTS ARE SACRED OPINIONS ARE TRIVIAL LET'S GO………

11. Why Study Management? Universality of Management The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located.

12. The Reality of Work Another reason for studying management is the reality that for most of you, once you graduate from college and begin your career, you will either manage or be managed. It can be a tough and often thankless job. You’re responsible for creating a work environment in which organizational members can do their work to the best of their ability and thus help the organization achieve its goals.

13. What is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

14. Primary Functions Henri Fayol, a French businessman in the early part of the twentieth century, suggested that all managers perform four functions. Planning Process of identifying and selecting appropriate goals and courses of action

15. Primary Functions Organizing Once a plan of action is designed, managers need to provide everything necessary to carry it out; including raw materials, tools, capital and human resources. Identifying responsibilities, grouping them into departments or divisions, and specifying organizational relationships

16. Primary Functions Leading Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals

17. Primary Functions Controlling Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness

18. Managers Manager A person who plans, organizes, leads, and controls the work of others so that the organization achieves its goals. Is responsible for contribution. Gets things done through the efforts of other people. Is skilled at the management process.

19. Who are the Managers? Managers The people responsible for supervising the use of an organization’s resources to meet its goals Resources include people, skills, know-how, machinery, raw materials, computers, IT, and financial capital

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

21. Judgement of Organizational Performance Efficiency A measure of how well or productively resources are used to achieve a goal. Effectiveness A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.

22. Levels of Management First line managers Responsible for the daily supervision of non-managerial employees Middle managers Supervise first-line managers and is responsible for finding the best way to use resources to achieve organizational goals Top managers Establish organizational goals, decide how departments should interact, and monitor the performance of middle managers

23. Managerial Skills Conceptual 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.

24. Skills Needed at Levels of Management

25. Recent Changes in Management Practices Restructuring Downsizing an organization by eliminating the jobs of large numbers of top, middle, or first-line managers and non-managerial employees

26. Outsourcing Contracting with another company, usually in a low-cost country abroad, to perform an activity the company previously performed itself Promotes efficiency by reducing costs and allowing an organization to make better use of its remaining resources Recent Changes in Management Practices

27. Empowerment and Self-Managed Teams Self-Managed Team A group of employees with the responsibility for organizing, controlling, and supervising their own activities and for monitoring the quality of the goods and services they provide

28. Building Competitive Advantage Core competency Specific set of skills, abilities, and experiences that allows one organization to outperform its competitors Competitive Advantage Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do

29. Building a Competitive Advantage Increasing Efficiency Increasing Quality Increasing Speed, Flexibility, and Innovation Increasing Responsiveness to Customers

30. MANAGERIAL ROLES The focus of descriptive research shifted to classifying the content of managerial activity in terms of its purpose. A major difficulty in this research has been to determine what behavior categories are meaningful, distinct, and relevant for classifying observed activities of managers. In attempting to resolve this question, different researchers have developed taxonomies of managerial roles or functions.

31. MINTZBERG'S TAXONOMY OF ROLES Leader Role: Managers are responsible for making their organizational subunit function as an integrated whole in the pursuit of its basic purpose. Consequently, the manager must provide guidance to subordinates, ensure that they are motivated, and create favorable conditions for doing the work. A number of managerial activities are expressly concerned with the leader role, including hiring, training, directing, praising, criticizing, promoting, and dismissing. However, the leader role pervades all managerial activities, even those with some other basic purpose.

32. MINTZBERG'S TAXONOMY OF ROLES Liaison Role: The liaison role includes behavior intended to establish and maintain a web of relationships with individuals and groups outside of a manager’s organizational unit. These relationships are vital as a source of information and favors. The essence of the liaison role is making new contacts, keeping in touch, and doing favors that will allow the manager to ask for favors in return.

33. Figurehead Role: As a consequence of their formal authority as the head of an organization or one of its subunits, managers are obliged to perform certain symbolic duties of a legal and social nature. These duties include signing documents (e.g., contracts, expense authorizations), presiding at certain meetings and ceremonial events (e.g., retirement dinner for a subordinate), participating in other rituals or ceremonies, and receiving official visitors. The manager must participate in these activities even though they are usually of marginal relevance to the job of managing. Mintzberg's Taxonomy of Roles

34. MINTZBERG'S TAXONOMY OF ROLES Monitor Role: Managers continually seek information from a variety of sources, such as reading reports and memos, attending meetings and briefings, and conducting observational tours. Some of the information is passed on to subordinates (disseminator role) or to outsiders (spokesperson role). Most of the information is analyzed to discover problems and opportunities, and to develop an understanding of outside events and internal processes within the manager’s organizational subunit.

35. MINTZBERG'S TAXONOMY OF ROLES Disseminator Role: Managers have special access to sources of information not available to subordinates. Some of this information is factual, and some of it concerns the stated preferences of individuals desiring to influence the manager, including people at high levels of authority. Some of the information must be passed on to subordinates, either in its original form or after interpretation and editing by the manager.

36. MINTZBERG'S TAXONOMY OF ROLES Spokesperson Role: Managers are also obliged to transmit information and express value statements to people outside their organizational subunit. Middle managers and lower-level managers must report to their superiors; a chief executive must report to the board of directors or owners. Each of these managers is also expected to serve as a lobbyist and public relations representative for the organizational subunit when dealing with superiors and outsiders. As Mintzberg points out, “To speak effectively for his organization and to gain the respect of outsiders, the manager must demonstrate an up-to-the-minute knowledge of his organization and its environment.”

37. MINTZBERG'S TAXONOMY OF ROLES Entrepreneur Role: The manager of an organization or one of its subunits acts as an initiator and designer of controlled change to exploit opportunities for improving the existing situation. Planned change takes place in the form of improvement projects such as development of a new product, purchase of new equipment, or reorganization of formal structure. Some of the improvement projects are supervised directly by the manager, and some are delegated to subordinates.

38. MINTZBERG'S TAXONOMY OF ROLES Disturbance Handler Role: In the disturbance handler role, a manager deals with sudden crises that cannot be ignored, as distinguished from problems that are voluntarily solved by the manager to exploit opportunities (entrepreneur role). The crises are caused by unforeseen events, such as conflict among subordinates, the loss of a key subordinate, a fire or accident, a strike, and so on. A manager typically gives this role priority over all of the others.

39. MINTZBERG'S TAXONOMY OF ROLES Resource Allocator Role: Managers exercise their authority to allocate resources such as money, personnel, material, equipment, facilities, and services. Resource allocation is involved in managerial decisions about what is to be done, in the manager’s authorization of subordinates’ decisions, in the preparation of budgets, and in the scheduling of the manager’s own time. By retaining the power to allocate resources, the manager maintains control over strategy formation and acts to coordinate and integrate subordinate actions in support of strategic objectives.

40. MINTZBERG'S TAXONOMY OF ROLES Negotiator Role: Any negotiations requiring a substantial commitment of resources will be facilitated by the presence of a manager having the authority to make this commitment. Managers may participate in several different types of negotiations, including negotiations with unions involving labor-management contracts or grievances; contract negotiations with important customers, suppliers, or consultants; employment negotiations with key personnel; and other non routine negotiations (e.g., acquisition of another firm, application for a large loan).

41. MINTZBERG'S TAXONOMY OF ROLES Interpersonal Roles: Informational Roles: Decisional Roles:

42. MINTZBERG'S TAXONOMY OF ROLES Interpersonal Roles: Figurehead Leader Liaison Informational Roles: Decisional Roles:

43. MINTZBERG'S TAXONOMY OF ROLES Interpersonal Roles: Figurehead Leader Liaison Informational Roles: Monitor Disseminator Spokesperson Decisional Roles:

44. MINTZBERG'S TAXONOMY OF ROLES Interpersonal Roles: Figurehead Leader Liaison Informational Roles: Monitor Disseminator Spokesperson Decisional Roles: Entrepreneur Disturbance Handler Resource Allocator Negotiator