The document discusses the fundamental functions and concepts of management, including planning, organizing, leading, and controlling resources to achieve organizational goals. It outlines the different management levels, associated roles, and essential skills such as conceptual, human, and technical skills. Additionally, it contrasts characteristics of traditional and modern workplaces, emphasizing the shift towards flexible, empowered work environments driven by technology and collaboration.

1. MANAGEMENT 6th
Ed.
By: Richard Daft
Prepared By : ZAREEN SHAIKH, SZABIST Larkana
Session-1
Class-BBA.2

2.  The attainment of organizational goals in an
effective and efficient manner through planning,
organizing, leading, and controlling organizational
resources.

3.  Planning
 Management function concerned with defining goals for
future organizational performance and deciding on the tasks
and use of resources needed to attain them.
 Organizing
 Management function concerned with assigning tasks,
grouping tasks into departments, and allocating resources to
departments.

4.  Leading
 The management function that involves the use of influence
to motivate employees to achieve the organization’s goals.
 Controlling
 The management function concerned with monitoring
employees’ activities, keeping the organization on track
toward its goals, and making corrections as needed.

5. Planning
Select goals
and ways to
attain them
Controlling
Monitor
activities and
make
corrections
Leading
Use influence
to motivate
employees
Organizing
Assign
responsibility
for task
accomplish-
ment
Resources
-human
-financial
-raw
materials
-capital
Performanc
e
-attain goals
-products
-services
-efficiency
-effectivenes
s

6. Organization
 A social entity that is goal directed and deliberately
structured.
Social entity means being made up of two or more people.
Goal directed means designed to achieve some outcome,
such as make a profit.
Deliberately structured means that tasks are divided and
responsibility for their performance is assigned to organization
members.

7. Organizational Effectiveness
 The degree to which the organization achieves a stated
goal.
Organizational Efficiency
 The use of minimal resources – raw materials, money, and
people – to produce a desired volume of output.
* The ultimate responsibility of managers is to
achieve high performance, which is the
attainment of organizational goals by using resources
in an efficient and effective manner.

8. • Not reached goals
• Minimum use of
resources
• Reached goals
• Not minimum use of
resources
• Not reached goals
• Not minimum use of
resources
• Reached goals
• Minimum use of
resources
Effective Ineffective
Efficient
Inefficient

9.  Conceptual Skill
 The cognitive ability to see the organization as a whole and
the relationship among its parts.
 Human Skill
 The ability to work with and through other people and to
work effectively as a group member.
 Technical Skill
 The understanding of and proficiency in the performance of
specific tasks.

10. Management Level and SkillsManagement Level and Skills

11. Vertical Differences
 Top managerTop manager
 A manager who is at the top of the organizational
hierarchy and is responsible for the entire
organization.
 Middle managerMiddle manager
 A manager who works at the middle levels of the
organization and is responsible for major
departments.
 First-line managerFirst-line manager
 A manager who is at the first or second
management level and is directly responsible for
the production of goods and services..

12. Horizontal Differences
 Functional manager
 A manager who is responsible for a department
that performs a single functional task and has
employees with similar training and skills.
 General manager
 A manager who is responsible for several
departments that perform different functions.

14. MANAGERIAL
ACTIVITIES
ASSOCIATED
ROLES
DESCRIPTION
INTERPERSONAL
ROLES
• FIGUREHEAD
• Symbolic head; required to perform a
number of routine duties of a legal or
social nature.
• LIAISON
• Maintains a network of outside
contacts who provide favors and
information.
• LEADER
• Responsible for the motivation and
direction of employees.

15. MANAGERIAL
ACTIVITIES
ASSOCIATED
ROLES DESCRIPTION
INFORMATIONAL
ROLES
• MONITOR
• Receives wide variety of information;
serves as nerve center of internal and
external information of the
organization.
• DISSEMINATO
R
• Transmit information received from
outsiders or from other employees to
members of the organization.
• SPOKESMAN
• Transmit information to outsiders on
organization’s plans, policies, actions,
and results.

16. MANAGERIAL
ACTIVITIES
ASSOCIATED
ROLES
DESCRIPTION
DECISIONAL ROLES
• ENTREPRENE
UR
• Searches organization and its
environment for opportunities and
initiates projects to bring about
change.
• DISTURBANC
E HANDLER
• Responsible for corrective action
when organization faces important
unexpected disturbances.
• RESOURCE
ALLOCATOR
• Makes or approves significant
organizational decisions.
• NEGOTIATOR
• Responsible for representing the
organization at major negotiations.

17. Transition to a New Workplace
THE OLD
WORKPLACE
NEW WORKPLACE
CHARACTERISTI
CS
Resources Atoms – physical assets Bits – information
Work Structured, localized Flexible, virtual
Workers Dependable employees Empowered employees,
free agents

18. THE OLD
WORKPLACE
THE NEW
WORKPLACE
FORCES ON
ORGANIZATIONS
Technology Mechanical Digital, e-business
Markets Local, domestic Global, including
internet
Workforce Homogenous Diverse
Values Stability, efficiency Change, speed
Events Calm, predictable Turbulent, more
frequent crises

19. THE OLD
WORKPLACE
THE NEW
WORKPLACE
MANAGEMENT
COMPETENCIES
Leadership Autocratic Dispersed,
empowering
Focus Profits Connection to
customers,
employees
Doing Work By individuals By teams
Relationships Conflict, competition Collaboration
Design Efficient performance Experimentation,
learning
organization

20.  Stay Calm
 Be Visible
 Put People Before Business
 Tell the Truth
 Know When to Get Back to Business

21. Any clarifications?
HAVE A NICE DAY!!! 