Management Theory & Practice(Robbins, S. Coulter M.)

Imran Ashiq Computer People 20001
Lecture No. 1
Introduction to
Management and
Organization

Imran AshiqComputer People 20002
Management
 The process of Coordinating and Overseeing
work activities so that they are completed
efficiently and effectively with and through
other people.
 The process means ongoing functions performed by
managers like planning, organizing, leading & controlling.
 Efficiency means getting the most output form the least
amount of input.
 Effective means doing the right things, that is those
activities that will help organization reaches its goal.

Management
Efficiency(Means) Effectiveness(Ends)
Low Waste High Attainment
Resource
Usage
Goal
Attainment
Management Strives for:
Low Resource Wastage(High Efficiency)
High Goal Attainment(High Effectiveness)

Who are Manager?
 Someone who works with and through other
people by coordinating their work in order to
accomplish organizational goals. For example,
Coordinating the work of departmental group.
Supervising single person.
Coordinating the work of team compose of
several department's s persons.

Types of Managers
 There are three type of managers.
– First Line Managers, Middle Managers, Top Managers
Top
Managers
Middle
Mangers
First-Line
Manager
Nonmanagerial Employees

Who are Manager?
 First line Manager:
 are the lowest level of management and manage the work
of nonmanager individuals who are involved with the
production of Org.’s Products.
 For example: Supervisor, Office manager, Line manager
 Middle manager:
 include all the level of management between the top and
lower level of Org.
 They manage work of first line manager.
 For example department head, project leader, plant
manager or division manager.

Who are Manager?
 Top Management:
 At or near the top level of Org.
 Responsible for making Org.-wide decisions
 Also establish the plans and goals that effect the entire
Org.
 For example: President, Managing Director, Chairman,
Chief Executive Officer, Chief Operating Officer.

What Managers do?
 All manager perform four management functions:
 Planning:
 Process of defining goals,
 Establishing strategies for achieving those goals,
 Developing plans to integrate and coordinate activities.
 Organizing:
 Determining what task to be done, Who is to do them,
 How the tasks are to be group,
 Who reports to whom,
 Where decisions are to be made.

What Manager do?
 Leading:
 Involves motivating subordinate, influencing individuals as
they work.
 Selecting the most effective communication channels, or
dealing in any way with employee behavior.
 Controlling:
 Involves monitoring actual performance, comparing actual
to standard and taking action, if necessary.

What Manager do?
Planning Organizing Leading Controlling
Defining
Goals,
establishing
strategy and
developing
subplans.
Determining
what needs
to be done,
how it will be
done.
Directing
and
motivating
all involved
parties and
resolving
conflicts.
Motoring
activities to
ensure that
they are
accomplished
as planned.
Achieving the
Organization’s
Goals

Management Process
 The management process is the set of ongoing
process and work activities
in which managers engage as they
plan, organize, lead and control.

Management Role
 What manager do can best be describe by
looking at the roles they play.
 The term management role refers to specific
categories of managerial behavior.
 For example different role and behavior as student,
employee, manager,worker, etc.
 There are three types of managerial role.

Management Role
 Interpersonal Role:
 Involve people and their duties that are ceremonial and
symbolic in nature.
 For example figurehead, leader and liaison.
 Informational Roles:
 Involve receiving, collecting and disseminating information.
 For example monitor, spokesperson and disseminator.
 Decisional Roles:
 Revolve around making choices.
 The four decisional roles include entrepreneur, disturbance
handler, resource allocator and negotiator.

Management Skills:
 Manager’s job is varied and complex.
 Manager need certain skills to perform the
duties and activities associate with being
manager.
 Managers need three essential skills or
competencies.

Management Skills:
 Technical Skills:
 Knowledge of and proficiency in a specialized field.
 For example: Engineering, Computers, Accounting etc,
 These skills are very important at lower level as managers
are dealing with employees doing Org. work.
 Human Skills:
The ability to work well with other people individually
and in group.
Manager deal directly with human.
Manager with good communication skills are able to
get best out of their people.

Management Skills
 Conceptual Skills:
The ability to think and conceptualize about abstract
and complex situations.
Using these skills manager must able to see org. as a
whole, understand the relationships among various
subunits, and visualized how the org. fits into broader
environment.
These skills are important at top level management.

Management Skills
Conceptual
Skills
Human
Skills
Technical
Skills
Top
Management
Middle
Management
Lower-Level
Management
Level of Importance

Managing System:
 Another way to look at the manager’s Job is
from the perspective of managing system.
– A system is interrelated and interdependent parts
arranged in a manner that produce a unified whole.
 There are two types of system.
Close System: are not influence by and do not
interact with their environment.
Open system dynamical inter with their
environment.

Managing System:
System
Feedback
Inputs
Raw Material
Human Resource
Capital
Technology
Outputs
Products & services
Financial Results
Information
Human Results
Transformation
Employee’s
Work Activities
Management Activities
Technology &
Operations Methods
Environment

Managing System:
 According to this approach:
Job of manager is to coordinate the work
activities of the various parts of the organization
And ensure that all the interdependent parts of
organization are working together
So that the organization goal can be achieved.
 An important part of Manager’s Job is
recognizing and understanding the impact of
the various external factors.

Managing in different and changing
situations:
 Management is not based on simple principles.
 Different and changing situations require
managers to use different approaches and
techniques.
 The Contingency Perspective:
An approach that says that org. are different,
Faces different situations
And require different ways of managing.

Managing in different and changing
situations:
 The contingency variables like Org. size,
Routine ness of task technology, Environment
uncertainty and individual difference can have
a significant impact on what managers do.
 Process Approach: The production of items in
continuous process.

What is an Organization:
 Organization is deliberate arrangement of
people to accomplish some specific purpose.
– For example College, University any company.
 All Org. has three common characteristics.
Distinct
Purpose
Deliberate
Structure
People

 Distinct Purpose:
– This purpose is typically expressed in terms of a goal or set of
goals that the org. hopes to accomplished.
 People:
– All the org. are composed of people and these people help
org. to accomplish their goal.
 Deliberate Structure:
– All the org. develop some sort of structure so that their people
can do their work.

 Due to changing of world economy, E-
businesses, Information technology, Free
trade, globalization and workers expectations
org. are changing form traditional to new
dynamic org.

Why study Management:
 Studying management is very important as it is
need of every org.
 The Universality of Management:
The management is needed in all type and sizes
of org., at all org.’s level in all the org. areas and
in org. in all the countries around the globe.

The Universality of Management:
All Size Organization
Small Large
All Organizational Areas
Manufacturing---Market.
HR----Accounting
All type of Org.
Profit Nonprofit
All Organization Levels
Bottom Top
Management
Is needed
In……

 The Reality of work:
– Most of the college graduate after their graduation
will become manager or be managed by somebody.
– Understanding the management process forms
foundation upon which management skills are build.
– Most of people need some kind of managerial
responsibilities even though they are not on
managerial position.

Rewards and Challenges of being a Manager:
Rewards
 Create a work
environment in which
Org. members can work
to best of their ability.
 Have opportunities to
think creatively & use
imagination.
 Help others find meaning
and fulfillment in work
Challenges
 Do hard work
 Have to deal with a
variety of personalities.
 Have to work with limited
resources.
 Motivate others.

Rewards and Challenges of being a Manager:
 Support, coach and work
with variety of people.
 Work with a variety of
people.
 Receive recognition and
status in Org. and
community.
 Receive high salary,
bonuses and stock
options.
 Good managers are
needed by org.
 Successfully blend
knowledge, skills and
other things of a group.
 Success depends upon
others work
performance.

Introduction to Management &
Organizations:(Summary)
 Who are Managers?
 What is Management?
 What do Managers do?
 Management Functions and Process, Management Roles,
Management Skills, Managing systems, Managing in
different & changing situation
 What is an Organization?
 Why study Management?
 The universality of management, The Reality of Work,
Rewards and challenges of being a manager.

Questions appear in Exam.
 What are the basic functions of management?
 Classify the three levels of managers and explain the
primary responsibility of each group.
 Do you think that contingency approach of
management is different from the system approach?
What are the strength and weakness of both these
approaches?
 Management is the goal oriented process. Comment?

Management Theory & Practice(Robbins, S. Coulter M.)

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