Managerial roles involve interpersonal, informational, and decisional responsibilities. Interpersonal roles like leader and liaison involve relationships with subordinates and external parties. Informational roles like monitor and disseminator involve collecting and sharing information. Decisional roles like disturbance handler and resource allocator involve making choices. Managers need skills in areas like planning, human relations, conceptual thinking, interpersonal interaction, technical expertise, and politics. Organizations operate within an internal environment of structure and culture and an external environment influenced by economic, demographic, technological, sociocultural, political/legal, and global forces that impact managerial decisions.

1. MANAGERIAL
READINGS
MOHAMMED.S QADIR
2019-2020

2. Introduction
Organization and management is twin terms that exist side by side with each
other, each one needs and supports the other. Organizations will be inert and
useless if there is no management that will steer it; management will be hollow
and meaningless if there’s no organization to manage.
In the real world of administration, organization and management are essential
elements through which human actions and objectives are carried out and
accomplished. In a manner of speaking, organization and management become a
means to an end.
you may hear these questions, or some of them may come to your mind, namely,
"what is management? who is the manager?" or you may say to yourself " I'm
only an- employee, what I need to learn the administrative process?! Not this is
the work of presidents and managers!?
so. Here we will try to simplify this process, and explain it briefly, it is enough that
the individual made up an overview of this important process’

3. The personal goal of learning management is divided into two parts:
• increase the skills.
• Enhance the value of self-development.

4.  A system of coordinated activities of a group of people working
cooperatively toward a common goal under authority and leadership.
A deliberate arrangement of people brought together to accomplish a
specific purpose.
Common characteristics of organizations
 Goals
 People
 Structure
Financial

5. Types of organizations
The organization can be classified according to:
1-Main classification
-public (governmental org.)
-private (companies)
2- classification in term of profit
-profit (industrial, service)
-non profit (humanity, political)
3- classification by expansion
-local
-national
-global (international)

6. •Management is a role or set of duties, responsibilities
and relationships which are different from those
performed by non-managerial employees
•management is a process that involves guiding or
directing a group of people toward organizational goals
or objectives.
•Management is achieves the goals by carrying out five
basics administrative functions (planning, organizing,
staffing, directing, controlling).

7. •Efficiency
• “Doing things right”
•Effectiveness
• “Doing the right things”
Management is the process of getting things done effectively and
efficiently, with and through people.

8. How are manager different from non-managerial employees?
Manager: individuals in organization who direct the activities of other
Non-managerial employee: people who work directly on a job or task
and have no responsibility for overseeing the work of others
Example: team members

9. Management Levels
The term “Levels of Management’ refers to a line of
demarcation between various managerial positions
in an organization. The number of levels in
management increases when the size of the business
and work force increases and vice versa.
The level of management determines a
chain of command, the amount of authority &
status enjoyed by any managerial position

10. The levels of management can be classified in three broad
categories:
•Top level / Administrative level
•Middle level / Executory
•Low level / Supervisory / Operative
Top management
Make decision about the direction of the organization
Example: president, chief executive officer, vice president

11. The role of the top management can be summarized as follows
• Top management lays down the objectives and broad policies of the
organization.
• It issues necessary instructions for preparation of department budgets,
procedures, schedules etc.
• It prepares strategic plans for the organization.
• It appoints the executive for middle level i.e. departmental managers.
• It controls & coordinates the activities of all the departments.
• It is responsible for maintaining a contact with the outside world.
• It provides guidance and direction.
• The top management is also responsible towards the shareholders for
the performance of the organization.

12. Middle management
Mange the activities of other managers
Example: division manager
First-line management
Direct non-managerial employees
Example supervisor, team leader

13. The role of the middle management can be summarized as follows
• They execute the plans of the organization in accordance with the policies
and directives of the top management.
• They make plans for the sub-units of the organization.
• They participate in employment & training of lower level management.
• They interpret and explain policies from top level management to lower
level.
• They are responsible for coordinating the activities within the division or
department.
• It also sends important reports and other important data to top level
management.
• They evaluate performance of junior managers.
• They are also responsible for inspiring lower level managers towards better
performance.

14. The activities of lower level include-
• Assigning of jobs and tasks to various workers.
• They guide and instruct workers for day to day activities.
• They are responsible for the quality as well as quantity of production..
• They communicate workers problems, suggestions, and recommendatory appeals
etc. to the higher level and higher-level goals and objectives to the workers.
• They help to solve the grievances of the workers.
• They supervise & guide the sub-ordinates.
• They are responsible for providing training to the workers.
• They arrange necessary materials, machines, tools etc. for getting the things done.
• They prepare periodical reports about the performance of the workers.
• They ensure discipline in the enterprise.
• They motivate workers.

15. Schools of Management Thought:
1- The Scientific Management Movement:
This school started at the period 1880-1930. This
school of thought focused its attention on improving
productivity through studying the worker, the job and
the workplace.
Frederick. W Taylor considered the founder of the
scientific management movement. He wrote a book
called (The Principles of Management Movement)

16. 2- The Administrative school:
Henry Fayol the French industrialist was the founder of
this school he was suggested (14) principles of
management in his book, the most important of these
principles are:
• The relationship of authority to responsibility.
• The unity of command.
• The chain of command should be started from the
higher to the lowest level.

17. 3- Max Weber's Theory of Bureaucracy:
Max Weber (1864-1920) the German sociologist was the
founder of this school. He was interested in:
Bureaucratic organization is the most sensible way of
controlling.
Formal organization.
Division of labor.
Clear line of authority.
System of rules to coordinate actions.

18. 4- The Human Relations School:
This school started at the period 1930-1950. The
major idea of this school came from (Elton Mayo)
and his famous series of studies called (The
Hawthorne Experiments) who was interested in
the management of working level employee and
increasing their productivity.

19. 5-The Behavioral School
The research done by this school introduced (5) area of
behavioral methods to be used in the practice of
management. These methods are:
• Employee motivation.
•Viewing the organization as a social system.
• Leadership.
• Communication.
• Employee development.

20. Maslow’s hierarchy of needs

21. What are management roles?
A managerial role referred to specific categories of managerial actions or behaviors often
grouped around interpersonal relationship, information transfer, and decision making.
• The interpersonal roles are ones that involve people (subordinate and persons outside
the organization) and other duties that are ceremonial and symbolic in nature. The
three interpersonal roles are figurehead, leader, and liaison.
• The informational roles involve collecting, receiving and dissemining information. The
three-information role are monitor, disseminator and spokesperson.
• Finally, the decisional roles entail making decisions or choice. The four decisional roles
are disturbance handler, resource allocator, and negotiator.

22. What Skills do Manager Need?
• Planning skills
involve deciding what objective to achieve during a future
time period and how to achieve those objectives.
•Human relation skills
involve understanding human behavior and being able to
work with people weather inside or outside the
organization.
• Conceptual skills
Used to analyze and diagnose complex situation.

23. • Interpersonal skills
Used to work with, understand and motivate
individuals and groups.
• Technical skills
Involve job-specific knowledge and technique
required to perform tasks
• Political skills
Used to build a power base and establish
connections

24. The management environment
No successful organization or its manager can operate without understanding and
dealing with the dynamic environment external or internal that surround it. One the
biggest mistake managers make today is failing to adopt to the chaining world.
Organizations that are too bound by tradition and don't (or refuse) change are less and
less likely to survive the turbulence in today's world. To better understand this issue, we
need to look at the important forces in the management environment that are affecting
the way organizations are managed today.
• The term external environment refers to factors, forces,
situations and events outside the organization that affect
its performance.

25. • Structure
• Goals
• Human resource
• Procedures
• Organizational culture
The Organization
External environment
Internal environment

26. •The economic component encompasses factor such as
interest rates, inflation, change in disposable income,
stock market fluctuations and business cycle stage.
•The demographic component is concerned with
trends in population characteristics such as age, race
gender, education level, geographic location, income,
and family composition.
•The technological component is concerned with
scientific or industrial innovation.

27. • The sociocultural component is concerned with social
and cultural factors such as values, attitudes, trends,
tradition, lifestyle, tastes, and patterns of behavior.
• The political/legal component looks at federal, state,
and local laws as well as the laws of other countries
and global laws. It also includes a country's political
and stability.
• The global component encompasses those issues (like
a volcano eruption) associated with globalization and a
world economy.

28. What is organizational culture and why is it important?
Organizational culture has been described as the shared
values, principles, traditions, and way of doing things that
influence the way organizational members act.
In most organization, these shared values and practices have
evolved over time and determine to a large extend, how
things are done around here.

29. Our definition of culture implies three things.
First, culture is perception. It's not something that can be physically
touched or seen, but employee perceive it on the basis of what they
experience within the organization.
Second, organizational culture is descriptive. It's concerned with how
members perceive or describe the culture, not with whether they like
it.
Finally, even though individuals may have different background or
work at different organization levels, they tend to describe the
organization's culture in similar terms. That's the shared aspect of
culture.

30. Manager's Decisions
Manager's decisions are affected by a large number of factors like:
1. Legal forces.
Such as laws and government regulation. There are laws on pricing,
product safety, labor and worker safety. These laws are affected on
manager's decisions.
2. Political factors.
Firm that do business in foreign markets are greatly affected by the
type of political system and those are affected on manager's decisions.
3. Consumer forces
In order to succeed management, we should consider the consumer's
behavior and preferences in products those are affected on manager's
decisions.

31. 4. Economic condition
We mean the state of the economy whether it is prosperous, developing
countries, inflation, level of employment, size of consumer demand, taxes,
government spending and interest rate. Those factors are affecting on manager's
decisions for future plans of the firm.
5. Technology
Advances in technology have helped to improve the ways that firms manufacture
products. Firms nowadays can distribute their goods and services more
effectively due to technology development.
6. Social responsibilities
Business firms are expected to do business in a socially responsible manner.
They should make decisions that is fair to all members of society. So, business
must also contribute to support the social causes.