History overview of management, Understanding management concepts, Functions of management, Characteristics of management, Management skills, Management roles in Organization, Management and Managers, 21st Century management trends, What is Social responsibility, Ten major arguments for social responsibility, Six major arguments against social responsibility.

2. Introduction of Management and Organizations
From
Rizwan Ahmed Tahir

3. Tentative Topics
Historical overview of Management
Understanding Management Concepts
Functions of Management
Characteristics of Management
Management Skills
Managerial roles in Organization
Management and Managers
21st Century Management Trends
What is Social Responsibility?

4. Historical overview of Management
Egyptian Pyramids and the Great Wall of China.
Egyptians were building a civilization edge on the rest of the world.
Tangible evidence that projects of tremendous scope.
Single Pyramid occupied 100,000 workers for 20 years.
Covers thirteen acres and contains 2,300,000 stone blocks.
The stones were transported and set in.
Place by slave labor and precision planning.

5. MANAGEMENT
 Management is the attainment of organizational goals.
 Effective and efficient manner doing right things.
 Simply speaking, management is what managers do.
 Process of dealing, controlling thing or people.
 Process of coordinating and integrating work activities.
 Process represents the ongoing functions of primary activities engaged
in by managers.
 Organizational resources include men(human beings), money,
machines and materials.

6. Why Study Management?
 Management is important for our society, industry and government
organizations.
 Top-performing companies recognize the importance of work force.
 Companies use ideas such as employee satisfaction.
 High wages , reduction of status differences, sharing information.
 Good management can increase customer satisfaction.
 Investing in people will create long-lasting competitive advantages.
 Substantial advantages in sales, revenues, and customer satisfaction.

7. Planning
Organizing
Leading
Controlling
Determining organizational goals and the means for achieving them.
Deciding the decisions will be made,
jobs and tasks, and who will work.
Inspiring and motivating workers to work,
hard to achieve organizational goals.
Monitoring progress towards goal achievement and
taking corrective action when needed.
Functions of Management

8. Characteristics of Management
a. Management is a distinct process.
b. Management is an organized activity.
c. Management aims at the accomplishment of predetermined
objectives.
d. Management is both a science and an art.
e. Management is a group activity.
f. Management principles are universal in nature.
g. Management integrates human and other resources.

9. Management Level
Top
level
Management
Middle level
Management
First Line
Management
Non-Managerial
Management
CEO, CFO,BOH, HOD
Brach Manager, Area Manager,
Zonal Manager, Sector Manager,
Executive Manager, Branch Head,
Secretary
Supervisor
Labour and Employer
Centralization
Decentralization

10. Management and Managers
A manager is someone who works with
and through other people by coordinating
their work activities in order to accomplish
organizational goals.
Management process is the set of ongoing
decisions and work activities in which managers
engage as they plan, organize, lead, and control.

11. Good managers are those who assure themselves
to perform these functions making things happen,
meeting the competition, organizing people, leading
to motivating and inspiring workers as very well.
To be Successful Manager

12. Management
Skills
Technical Skills
Human Skills
Conceptual
Skills
Organizing
Management Skills

13. Managerial Roles in Organization
Managers fulfill a variety of roles.
A role is an organized set of behaviors
that is associated with a particular office or
position.
Interpersonal roles
Informational roles
Decisional roles

14. Interpersonal roles
Grow directly out of the authority of
a manger’s position and involve developing and
maintaining positive relationships with significant others.
1) Figurehead: Performs symbolic legal or social duties.
2) Leader: Builds relationships with employees and communicates with,
motivates, and coaches them.
3) Liaison: Maintains a network of contacts outside the work unit to obtain information.

15. Informational roles
Pertain to receiving and transmitting information so
that managers can serve as the nerve
centers of their organizational units.
1) Monitor: Seeks internal and external information about issues that can
affect the organization.
2) Disseminator: Transmits information internally that is obtained from either
internal or external sources.
3) Spokesperson: Transmits information about the organization to outsiders.

16. Decisional roles
Involve making significant decisions that affect the organization.
1) Entrepreneur: Acts as an initiator, designer, and encourager of change and innovation.
2) Disturbance handler: Takes corrective action when the organization faces important,
unexpected difficulties.
3) Resource allocator: Distributes resources of all types, including time,
funding, equipment, and human resources.
4) Negotiator: Represents the organization in major negotiations affecting
the manager’s areas of responsibility.

17. We believe are changing the way managers
do their jobs: globalization, entrepreneurship, managing in
an e-business world.
21st CENTURY MANAGEMENT TRENDS

18. What is Social Responsibility?
The classical view is the view that
management’s only social responsibility is to maximize profits.
Milton Friedman is the most outspoken advocate of this view.
He argues that managers’ primary responsibility is to operate the business
In the best interests of the stockholders—the true owners of the organization.

19. The argument behind this view is that corporations.
Also, modern organizations are no longer just economic
institutions.
Are not independent entities responsible only to stockholders.
2. The socioeconomic view is the view that management’s
social responsibility goes well beyond the making
of profits to include protecting and improving society’s welfare.

20. Ten Major Arguments for Social Responsibility
 Public expectations
 Long-run profits
 Ethical obligation
 Public image
 Better environment
 Discouragement of further government regulation
 Balance of responsibility and power
 Stockholder interests
 Possession of resources
 Superiority of prevention over cures

21. Six Major Arguments Against Social Responsibility
 Violation of profit maximization
 Dilution of purpose
 Costs
 Too much power
 Lack of skills
 Lack of accountability