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Principles of
  Management
     MGT 301



Muhammad Jameel Qazi
Management: A Competency Base Approach
Chapter 1

Managing in a Dynamic
    Environment
Learning Objectives
   Define Managers And Management.
   Explain What Managers Do.
   Describe The Competencies Used In
    Managerial Work And Assess Your Current
    Competency Levels.
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
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
A Model of Managerial
     Competencies
         (adapted from Figure 1.1)
               Communication
                Competency
                                 Planning and
 Teamwork
                                Administration
Competency
                                 Competency


  Global                          Strategic
 Awareness                         Action
Competency    Self-Management    Competency
                Competency
A Model of Managerial
     Competencies
         (adapted from Figure 1.1)
               Communication
                Competency
                                 Planning and
 Teamwork
                                Administration
Competency
              Managerial         Competency
             Effectiveness
  Global                          Strategic
 Awareness                         Action
Competency    Self-Management    Competency
                Competency
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
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.
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
- 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.
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 reaching organizational goals by
    working with and through people and other
    organizational resources.
 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 self-
      management competencies to get work
      done
(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
Basic Managerial Functions
           (adapted from Figure 1.2)


                 Organizing



                                       Leading
Planning



                 Controlling
Management Process and Goal Attainment
Management and Organizational
        Resources
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.
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
Organizing means assigning the planned tasks to
various individuals or groups within the
organization and cresting a mechanism to put plans
into action.
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
Leading (Influencing) means guiding the activities
of the organization members in appropriate
directions. Objective is to improve productivity.
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
1. Gather information that measures recent performance
2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards
Controlling


 Process by which a person, group,
  or
  organization consciously monitors
  performance and takes corrective
  action



 Discussed in depth in Chapter 10
Basic Levels of Management
      (adapted from Figure 1.3)



              Top
             Managers

          Middle Managers

        First-Line Managers

           Nonmanagers
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
 Communicate with key stakeholders—stockholders,
  unions, governmental agencies, etc., company
  policies
 Use of multicultural and strategic action
  competencies to lead firm is crucial
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
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
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
Management Level and Skills
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
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
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
 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
 Accomplishing tasks through small groups of
  people who are collectively responsible and
  whose job requires coordination
 Designing teams properly involves         having
  people participate in setting goals

 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
Strategic Action Competency

 Understanding the overall mission and values of
  the organization and ensuring that employees’
  actions match with them

 Understanding how departments or 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
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
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
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
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
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

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Management ppt

  • 1. Principles of Management MGT 301 Muhammad Jameel Qazi
  • 2. Management: A Competency Base Approach
  • 3. Chapter 1 Managing in a Dynamic Environment
  • 4. Learning Objectives  Define Managers And Management.  Explain What Managers Do.  Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.
  • 5. 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
  • 6. 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
  • 7. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency Planning and Teamwork Administration Competency Competency Global Strategic Awareness Action Competency Self-Management Competency Competency
  • 8. A Model of Managerial Competencies (adapted from Figure 1.1) Communication Competency Planning and Teamwork Administration Competency Managerial Competency Effectiveness Global Strategic Awareness Action Competency Self-Management Competency Competency
  • 9. 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
  • 10. 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.
  • 11. 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
  • 12. - 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.
  • 13. 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 reaching organizational goals by working with and through people and other organizational resources.
  • 14.  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 self- management competencies to get work done
  • 15. (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
  • 16. Basic Managerial Functions (adapted from Figure 1.2) Organizing Leading Planning Controlling
  • 17. Management Process and Goal Attainment
  • 19. 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.
  • 20. 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
  • 21. Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a mechanism to put plans into action.
  • 22. 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
  • 23. Leading (Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity.
  • 24. 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
  • 25. 1. Gather information that measures recent performance 2. Compare present performance to pre-established standards 3. Determine modifications to meet pre-established standards
  • 26. Controlling  Process by which a person, group, or organization consciously monitors performance and takes corrective action  Discussed in depth in Chapter 10
  • 27. Basic Levels of Management (adapted from Figure 1.3) Top Managers Middle Managers First-Line Managers Nonmanagers
  • 28. 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  Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies  Use of multicultural and strategic action competencies to lead firm is crucial
  • 29. 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
  • 30. 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
  • 31. 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
  • 33. 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
  • 34. 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
  • 35. 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
  • 36.  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
  • 37.  Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordination  Designing teams properly involves having people participate in setting goals  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
  • 38. Strategic Action Competency  Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them  Understanding how departments or 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
  • 39. 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
  • 40. 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
  • 41. 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
  • 42. 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
  • 43. 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