This document summarizes the evolution of management theories and the key roles and responsibilities of managers. It discusses early theories from Peter Drucker that emphasized creating value and harmonizing objectives. It also outlines management functions like setting objectives, organizing work, motivating employees, and measuring performance. The document notes that effective managers develop people, establish standards, collect and analyze data, and recognize their employees as the most important resource. Overall, it advocates that managers create focus through vision, communicate meaning, build trust, and develop themselves continuously to steer their organizations toward goals.

1. SQA HOT 103

2. A Managers Job
The Evolution of Management Theories
Quality Management
The Importance of Leadership
Conclusion

3. Nice Office,Perks,
Cars, Memberships
etc.
Not Precise & Easy Different Business
Different Things
Global Changes
• Manufacturing to Service

4. Peter Drucker
Creating
• Creation of true whole that is
larger than sum of its parts,
productive entity that turns out
more than some of resources put
into it
Harmonizing
• Harmonize in every decision &
action of requirements of
immediate & long-range future

5. Setting objectives
Organizing
Motivating & Communicating
Measuring performance
Developing people

6. Goals to Strive /
Objectives to
Achieve
Works to do to
reach to
Objectives
Direct &
Communicate to
get the job done

7. Analyze for work responsibility
Divide work in different jobs
Assign jobs to employees
Train some if required
Attila, 15th Century
Leader
Don’t delegate responsibility requiring
direct attention
Responsibility don’t require direct
attention should be delegated to most
able
Leader cannot accomplish every
responsibility by himself

8. Changing group
of individuals
into team
Listening to
problems & help
them in solutions
Wise & fair
decisions
Compensation &
Promotions
Encourage &
reward superior
performance
Oral & written
communications

9. Factor important
for success ?
Establish standard to
measure performance
Collect Data
• Statistical, Financial &
Qualitative
• Analyze & interpret results
• Share with Subordinates,
Superiors & Colleagues

10. Including himself /
herself
Continual learning to
move ahead
On Job training to
develop employees
Recognize people as
their most important
resource
Setting example is
surest & best example
Following good leader
leads in becoming good
leader themselves
Training;
• Product knowledge,
principals of success,
personal empowerment,
creating positive customer
experience

11. Classical Behavioral Quantitative Systems
Contingency Quality Customer

12. • Process
Classical
• People
Behavioral
Neo Classical
• Integrated
• Process
• People
• Environment
Modern

14. • Leaders create focus for their organizations
Attention through
Vision
• Leaders get others to share their dreams,
commitment, & enthusiasm
Meaning through
Communication
• Leaders know how to steer steady course
toward their goals
Trust through
Positioning
• Leaders compel themselves to develop &
improve their skillsSelf-Development

15. No Single Model or style in all situations
Managers have different personalities
Different solutions for same problem
Right or Wrong way of doing things
Management principles to produce results
Cannot be taught in class room but learned by experience
Eight Manager Roles …

16. Director Producer Coordinator Monitor
Mentor Facilitator Innovator Broker

17. Any questions