1.  1. Principles of Management MGT 301 Muhammad Jameel Qazi
 2. Management: A Competency Base Approach
 3. Methodology        Lectures Videos Cases Presentations Discussions and debates
Research reports Projects
 4. Webpage, Blog, Wiki, email  http://faculty.kfupm.edu.sa/MGM/jamilqaz/ 
http://mgt301.pbwiki.com/  http://mgt301.blogspot.com/  mgt301.072@gmail.com
 5. Chapter 1 Managing in a Dynamic Environment
 6. Learning Objectives    Define Managers And Management. Explain What Managers Do.
Describe The Competencies Used In Managerial Work And Assess Your Current Competency
Levels.
 7. Introductory Concepts: What Are Managerial Competencies?  Competency – a combination of
knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness  Managerial
Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective
in a wide range of positions and various types of organizations
 8. Why are Managerial Competencies Important?  You need to use your strengths to do your best
 You need to know your weaknesses  You need developmental experiences at work to become
successful leaders and address your weakness  You probably like to be challenged with new
learning opportunities  Organizations do not want to waste human resources  Globalization
deregulation, restructuring, and new competitors add to the complexity of running a business
 9. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency
Teamwork Competency Planning and Administration Competency Global Awareness Competency
Strategic Action Competency Self-Management Competency
 10. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency
Teamwork Competency Global Awareness Competency Managerial Effectiveness Self-Management
Competency Planning and Administration Competency Strategic Action Competency
 11. What Is An Organization?  A formal and coordinated group of people who function to achieve
particular goals  These goals cannot be achieved by individuals acting alone  An organization has
a structure, discussed in depth in Chapter 11
 12. Characteristics of an Organization   An organization has a structure. An organization consists
of a group of people striving to reach goals that individuals acting alone could not achieve.
 13. Management Organization Two or more people who work together in a structured way to
achieve a specific goal or set of goals. Goals Purpose that an organization strives to achieve;
organizations often have more than one goals, goals are fundamental elements of organization. The
Role of Management To guide the organizations towards goal accomplishment
 14. - People responsible for directing the efforts aimed at helping organizations achieve their goals. -
A person who plans, organizes, directs and controls the allocation of human, material, financial, and
information resources in pursuit of the organization’s goals.
 15. Management  Management refers to the tasks and activities involved in directing an
organization or one of its units: planning, organizing, leading, and controlling.  The process of

2. reaching organizational goals by working with and through people and other organizational
resources.
 16.  Function: A classification referring to a group of similar activities in an organization like
marketing or operations.  Functional Managers: A manager responsible for just one organizational
activity such as accounting, human resources, sales, finance, marketing, or production  Focus on
technical areas of expertise  Use communication, planning and administration, teamwork and
selfmanagement competencies to get work done
 17. (cont’d)  General Managers: responsible for the operations of more complex units—for
example, a company or division  Oversee work of functional managers  Responsible for all the
activities of the unit  Need to acquire strategic and multicultural competencies to guide organization
 Many Other types of managers
 18. Basic Managerial Functions (adapted from Figure 1.2) Organizing Leading Planning Controlling
 19. Management Process and Goal Attainment
 20. Management and Organizational Resources
 21. Planning involves tasks that must be performed to attain organizational goals, outlining how the
tasks must be performed, and indicating when they should be performed.
 22. Planning  Determining organizational goals and means to reach them  Managers plan for
three reasons 1. Establish an overall direction for the organization’s future 2. Identify and commit
resources to achieving goals 3. Decide which tasks must be done to reach those goals  Discussed
in depth in Chapter 7 & 8
 23. Organizing means assigning the planned tasks to various individuals or groups within the
organization and cresting a mechanism to put plans into action.
 24. Organizing  Process of deciding where decisions will be made, who will perform what jobs and
tasks, and who will report to whom in the company  Includes creating departments and job
descriptions
 25. Leading (Influencing) means guiding the activities of the organization members in appropriate
directions. Objective is to improve productivity.
 26. Leading  Getting others to perform the necessary tasks by motivating them to achieve the
organization’s goals  Crucial element in all functions  Discussed throughout the book and in
depth in Chapter 15—Dynamics of Leadership
 27. 1. Gather information that measures recent performance 2. Compare present performance to
pre-established standards 3. Determine modifications to meet pre-established standards
 28. Controlling  Process by which a person, group, or organization consciously monitors
performance and takes corrective action  Discussed in depth in Chapter 10
 29. Basic Levels of Management (adapted from Figure 1.3) Top Top Managers Managers Middle
Managers Middle Managers First-Line Managers First-Line Managers Nonmanagers Nonmanagers
 30. Top Managers  Responsible for providing the overall direction of an organization  Develop
goals and strategies for entire organization  Spend most of their time planning and leading 

3. Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company
policies  Use of multicultural and strategic action competencies to lead firm is crucial
 31. Levels of Management  First-line Managers: have direct responsibility for producing goods or
services Foreman, supervisors, clerical supervisors  Middle Managers: Coordinate employee
activities  Determine which goods or services to provide  Decide how to market goods or services
to customers Assistant Manager, Manager (Section Head) Top Managers: provide the overall
direction of an organization Chief Executive Officer, President, Vice President  
 32. First-line Managers  Directly responsible for production of goods or services  Employees who
report to first-line managers do the organization’s work  Spend little time with top managers in large
organizations  Technical expertise is important  Rely on planning and administration, self-
management, teamwork, and communication competencies to get work done
 33. Middle Managers  Responsible for setting objectives that are consistent with top management’s
goals and translating them into specific goals and plans for first-line managers to implement 
Responsible for coordinating activities of first-line managers  Establish target dates for
products/services to be delivered  Need to coordinate with others for resources  Ability to develop
others is important  Rely on communication, teamwork, and planning and administration
competencies to achieve goals
 34. Management Level and Skills
 35. Introductory Concepts: What Are Managerial Competencies?  Competency – a combination of
knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness  Managerial
Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective
in a wide range of positions and various types of organizations
 36. Six Core Managerial Competencies: What It Takes to Be a Great Manager  Communication
Competency  Planning and Administration Competency  Teamwork Competency  Strategic
Action Competency  Multicultural Competency  Self-Management Competency
 37. Communication Competency  Ability to effectively transfer and exchange information that leads
to understanding between yourself and others  Informal Communication  Used to build social
networks and good interpersonal relations  Formal Communication  Used to announce major
events/decisions/ activities and keep individuals up to date  Negotiation  Used to settle disputes,
obtain resources, and exercise influence
 38.  Deciding what tasks need to be done, determining how they can be done, allocating resources
to enable them to be done, and then monitoring progress to ensure that they are done  Information
gathering, analysis, and problem solving from employees and customers  Planning and organizing
projects with agreed upon completion dates  Time management  Budgeting and financial
management
 39.  Accomplishing tasks through small groups of people who are collectively responsible and
whose job requires coordination  Designing teams properly involves people participate in setting
goals having  Creating a supportive team environment gets people committed to the team’s goals
 Managing team dynamics involves settling conflicts, sharing team success, and assign tasks that
use team members’ strengths
 40. Strategic Action Competency  Understanding the overall mission and values of the organization
and ensuring that employees’ actions match with them  Understanding how departments or

4. divisions of the organization are interrelated  Taking key strategic actions to position the firm for
success, especially in relation to concern of stakeholders  Leapfrogging competitors
 41. Snapshot “Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with
films, music, and game software. That means selling off its businesses in its Sony Financial
Holdings, which are very profitable.” Howard Stringer, CEO, Sony
 42. Multicultural Competency  Understanding, appreciating and responding to diverse political,
cultural, and economic issues across and within nations  Cultural knowledge and understanding of
the events in at least a few other cultures  Cultural openness and sensitivity to how others think,
act, and feel  Respectful of social etiquette variations  Accepting of language differences
 43. Self-Management Competency  Developing yourself and taking responsibility  Integrity and
ethical conduct  Personal drive and resilience  Balancing work and life issues  Self-awareness
and personal development activities
 44. Self-Management Competency Snapshot “My strengths and weaknesses haven’t changed a lot
in 51 years. The important thing is to recognize the things you don’t do well and build a team that
reflects what you know the company needs.” Anne Mulcahy, CEO, Xerox
 45. Learning Framework for Managing Part I: Overview of Management Part II: Managing the
Environment Part III: Planning and Control Part IV: Organizing Part V; Leading