Asghar Ali Narejo Contact: 0300-3141046 E-mail:  [email_address]
Who Are Managers? <ul><li>Manager: </li></ul><ul><ul><li>Someone who coordinates and oversees the work of other people so ...
Classifying Managers <ul><li>First-line Managers </li></ul><ul><ul><li>Individuals who manage the work of non-managerial e...
Exhibit 1–1 Managerial Levels
What Is Management? <ul><li>Art and Science Management is both art and science.  </li></ul><ul><li>It is the art of making...
What Do Managers Do? <ul><li>Functional Approach </li></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><ul><li>Defining go...
Management Roles Approach (Mintzberg) <ul><ul><li>Interpersonal roles </li></ul></ul><ul><ul><ul><li>Figurehead </li></ul>...
<ul><li>Role Description Examples </li></ul><ul><li>Interpersonal  </li></ul><ul><li>Figurehead Symbolic head; required to...
Acually Managers Do. <ul><li>Interaction </li></ul><ul><ul><li>With others </li></ul></ul><ul><ul><li>With the organizatio...
Managerial Skills <ul><li>Technical Skills: </li></ul><ul><ul><li>Application of specialized knowledge or expertise acquir...
Conceptual Skills <ul><ul><li>Using information to solve business problems </li></ul></ul><ul><ul><li>Identifying of oppor...
<ul><li>Ability to transform ideas into words and actions </li></ul><ul><li>Credibility among colleagues, peers, and subor...
Effectiveness Skills <ul><li>Contributing to corporate mission/departmental  objectives </li></ul><ul><li>Customer focus <...
Effectiveness Skills <ul><li>Setting and maintaining performance standards internally and externally </li></ul><ul><li>Set...
Interpersonal Skills <ul><li>Coaching and mentoring skills </li></ul><ul><li>Diversity skills: working with diverse people...
Challenges to Managers <ul><li>The Increasing Importance of Customers </li></ul><ul><li>Customers: The reason that organiz...
Why Study Management? <ul><ul><li>The universality of management </li></ul></ul><ul><ul><ul><li>Good management is needed ...
<ul><li>Asghar Ali Narejo </li></ul><ul><li>Contact: 0300-3141046 </li></ul><ul><li>E-mail:  [email_address] </li></ul>
Upcoming SlideShare
Loading in …5
×

Principles of management.ch01

1,943 views

Published on

Management By Asghar Ali Narejo

Published in: Education, Business
0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,943
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
102
Comments
0
Likes
4
Embeds 0
No embeds

No notes for slide

Principles of management.ch01

  1. 1. Asghar Ali Narejo Contact: 0300-3141046 E-mail: [email_address]
  2. 2. Who Are Managers? <ul><li>Manager: </li></ul><ul><ul><li>Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. </li></ul></ul>
  3. 3. Classifying Managers <ul><li>First-line Managers </li></ul><ul><ul><li>Individuals who manage the work of non-managerial employees. </li></ul></ul><ul><li>Middle Managers </li></ul><ul><ul><li>Individuals who manage the work of first-line managers. </li></ul></ul><ul><li>Top Managers </li></ul><ul><ul><li>Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. </li></ul></ul>
  4. 4. Exhibit 1–1 Managerial Levels
  5. 5. What Is Management? <ul><li>Art and Science Management is both art and science. </li></ul><ul><li>It is the art of making people more effective than they would have been without you. </li></ul><ul><li>The science is in how you do that. There are four basic pillars: plan, organize, direct, and monitor. </li></ul><ul><li>Management is the process of attaining organizational goals through planning organizing leading and controlling organizational resources in an effective and efficient manner. </li></ul>
  6. 6. What Do Managers Do? <ul><li>Functional Approach </li></ul><ul><ul><li>Planning </li></ul></ul><ul><ul><ul><li>Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. </li></ul></ul></ul><ul><ul><li>Organizing </li></ul></ul><ul><ul><ul><li>Arranging and structuring work to accomplish organizational goals. </li></ul></ul></ul><ul><ul><li>Leading </li></ul></ul><ul><ul><ul><li>Working with and through people to accomplish goals. </li></ul></ul></ul><ul><ul><li>Controlling </li></ul></ul><ul><ul><ul><li>Monitoring, comparing, and correcting work. </li></ul></ul></ul>
  7. 7.
  8. 8. Management Roles Approach (Mintzberg) <ul><ul><li>Interpersonal roles </li></ul></ul><ul><ul><ul><li>Figurehead </li></ul></ul></ul><ul><ul><ul><li>Leader </li></ul></ul></ul><ul><ul><ul><li>liaison </li></ul></ul></ul><ul><ul><li>Informational roles </li></ul></ul><ul><ul><ul><li>Monitor </li></ul></ul></ul><ul><ul><ul><li>Disseminator </li></ul></ul></ul><ul><ul><ul><li>Spokesperson </li></ul></ul></ul><ul><ul><li>Decisional roles </li></ul></ul><ul><ul><ul><li>Disturbance handler, </li></ul></ul></ul><ul><ul><ul><li>Resource allocator, </li></ul></ul></ul><ul><ul><ul><li>Negotiator </li></ul></ul></ul>
  9. 9. <ul><li>Role Description Examples </li></ul><ul><li>Interpersonal </li></ul><ul><li>Figurehead Symbolic head; required to show Ceremonial, </li></ul><ul><li>‘ face’ in social & legal conditions. Civic etc. </li></ul><ul><li>Leader Motivating & directing subordinates project plan </li></ul><ul><li>Liaison Networking outside for information Industry - </li></ul><ul><li>& favors group meets </li></ul><ul><li>Informational </li></ul><ul><li>Monitor Nerve centre and interpretation Reports </li></ul><ul><li>Disseminator networking within the organization Meetings etc. </li></ul><ul><li>Spokesperson Transmit intent to outsiders; expert Board Meets </li></ul><ul><li>Decisional </li></ul><ul><li>Entrepreneur Opportunity finding& reacting Strategy Plan </li></ul><ul><li>Trouble shooter Handling unexpected disturbance Contingency </li></ul><ul><li>Resource allocator Initiating/approving changes Budgeting </li></ul><ul><li>Negotiator Getting best deal for Organization Contracts </li></ul>
  10. 10. Acually Managers Do. <ul><li>Interaction </li></ul><ul><ul><li>With others </li></ul></ul><ul><ul><li>With the organization </li></ul></ul><ul><ul><li>With the external context of the organization </li></ul></ul><ul><li>Reflection </li></ul><ul><ul><li>Thoughtful thinking </li></ul></ul><ul><li>Action </li></ul><ul><ul><li>Practical doing </li></ul></ul>
  11. 11. Managerial Skills <ul><li>Technical Skills: </li></ul><ul><ul><li>Application of specialized knowledge or expertise acquired though formal training & its use. </li></ul></ul><ul><li>Human Skills: </li></ul><ul><ul><li>Ability to work with people, understand and motivate groups & individuals. </li></ul></ul><ul><li>Conceptual Skills: </li></ul><ul><ul><li>Mental ability to recognize, analyze, diagnose and think through complex situations. </li></ul></ul>
  12. 12.
  13. 13. Conceptual Skills <ul><ul><li>Using information to solve business problems </li></ul></ul><ul><ul><li>Identifying of opportunities for innovation </li></ul></ul><ul><ul><li>Recognizing problem areas and implementing solutions </li></ul></ul><ul><ul><li>Selecting critical information from masses of data </li></ul></ul><ul><ul><li>Understanding of business uses of technology </li></ul></ul><ul><ul><li>Understanding of organization’s business model </li></ul></ul>
  14. 14. <ul><li>Ability to transform ideas into words and actions </li></ul><ul><li>Credibility among colleagues, peers, and subordinates </li></ul><ul><li>Listening and asking questions </li></ul><ul><li>Presentation skills; spoken format </li></ul><ul><li>Presentation skills; written and/or graphic formats </li></ul>
  15. 15. Effectiveness Skills <ul><li>Contributing to corporate mission/departmental objectives </li></ul><ul><li>Customer focus </li></ul><ul><li>Multitasking: working at multiple tasks in parallel </li></ul><ul><li>Negotiating skills </li></ul><ul><li>Project management </li></ul><ul><li>Reviewing operations and implementing improvements </li></ul>
  16. 16. Effectiveness Skills <ul><li>Setting and maintaining performance standards internally and externally </li></ul><ul><li>Setting priorities for attention and activity </li></ul><ul><li>Time management </li></ul>
  17. 17. Interpersonal Skills <ul><li>Coaching and mentoring skills </li></ul><ul><li>Diversity skills: working with diverse people and cultures </li></ul><ul><li>Networking within the organization </li></ul><ul><li>Networking outside the organization </li></ul><ul><li>Working in teams; cooperation and commitment </li></ul>
  18. 18.
  19. 19. Challenges to Managers <ul><li>The Increasing Importance of Customers </li></ul><ul><li>Customers: The reason that organizations exist </li></ul><ul><ul><ul><li>Managing customer relationships is the responsibility of all managers and employees. </li></ul></ul></ul><ul><ul><ul><li>Consistent high quality customer service is </li></ul></ul></ul><ul><ul><ul><li>essential for survival. </li></ul></ul></ul><ul><li>Innovation </li></ul><ul><li>Doing things differently, exploring new territory, and taking risks </li></ul><ul><ul><li>Managers should encourage employees to be aware of and act on opportunities for innovation. </li></ul></ul>
  20. 20.
  21. 21. Why Study Management? <ul><ul><li>The universality of management </li></ul></ul><ul><ul><ul><li>Good management is needed in all organizations. </li></ul></ul></ul><ul><ul><li>The reality of work </li></ul></ul><ul><ul><ul><li>Employees either manage or are managed. </li></ul></ul></ul><ul><ul><li>Rewards and challenges of being a manager </li></ul></ul><ul><ul><ul><li>Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. </li></ul></ul></ul><ul><ul><ul><li>Successful managers receive significant monetary rewards for their efforts. </li></ul></ul></ul>
  22. 22.
  23. 23.
  24. 24. <ul><li>Asghar Ali Narejo </li></ul><ul><li>Contact: 0300-3141046 </li></ul><ul><li>E-mail: [email_address] </li></ul>

×