PRINCIPLES OF MANAGEMENT

By

Syed Shahid Hussain

MS-Management / M.Sc. Eco / MBA (HRM)

Email:
Cell#:

sshahidhusain@gmail.com
0307-4440590

Introduction to Management
and Organizations

LEARNING OUTCOMES
After this lecture you will be able to explain
o

Historical Overview of Management

Who are Managers?

What is Management?

What do Managers Do?

What is An Organization?

Why study Management?

Egyptian Pyramids
Massive Stone Design

Built 4500 years ago

2.3 mil stone blocks

Egyptian Pyramids
Height 146 m
Built using rollers,
ropes, and levers

Great China Wall

688 BC to 1644 AD
300 yrs 500 KM
Total 6000 KM
Renovation took 200 yrs

Great China Wall

Base 20 feet wide
Top 11 feet wide
Height 7 to 37 feet
All made by Hands

Great China Wall

To mark Territories
To defend the area
To protect Silk Road

Who Are Managers?

Manager
Someone who coordinates and oversees
the work of other people so that
organizational goals can be
accomplished.

Managerial Levels

Classifying Managers
First-line Managers
Individuals who manage the work of non-managerial
employees.

Middle Managers
Individuals who manage the work of first-line
managers.

Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

What Is Management?
Managerial Concerns
Efficiency
Doing

things right
Getting the most
output for the least
inputs

Effectiveness
Doing

the right things

Attaining
organizational goals

Effectiveness and Efficiency in Management

What do Managers Do?

Functional Approach
Planning
Defining

goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

Organizing
Arranging

and structuring work to accomplish

organizational goals.

Leading
Working

with and through people to accomplish goals.

Controlling
Monitoring,

comparing, and correcting work.

Management Functions

What Do Managers Do? (contd)

Management Roles
Approach (Mintzberg)
Interpersonal roles
Figurehead,

leader, liaison

Informational roles
Monitor, disseminator,

spokesperson

Decisional roles
Entrepreneur, disturbance

handler, resource allocator,

negotiator

What Managers Actually Do (Mintzberg)

Interaction
with others
with the organization
with the external context
of the organization

Reflection
thoughtful thinking

Action
practical doing

1.Interpersonal Role
Figurehead
Oblige to perform a number of routine duties legal or
social nature

Leader
Responsible for the motivation of subordinates

Liaison
Maintain self-developed network of inside and outside

Interpersonal Role
Involves developing
and maintaining
positive relationship
with others !

2.Informational Role
Monitor
Seeks and receives wide variety of information

Disseminator
Transmits info. received from outsiders or from
subordinates to member of the org.

Spokesperson
Transmits info. to outsiders on organizations plans.

3.Decisional Role
Entrepreneur
Looking for opportunities and taking risk.

Disturbance Handler
Responsible for corrective action.

Resource Allocator
Responsible for the allocation of organizational resources of all kind.

Negotiator
Responsible for representing the organizations at major negotiations.

Decisional Role
involves making
significant decisions
that affect the
organization !

What do Managers Do? (contd)

Skills Approach
Technical skills
Knowledge

and proficiency in a specific field

Human skills
The

ability to work well with other people

Conceptual skills
The

ability to think and conceptualize about

abstract and complex situations concerning
the organization

Skills Needed at Different Management Levels

Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation
Recognizing problem areas and implementing
solutions
Selecting critical information from masses of
data
Understanding of business uses of technology
Understanding of organizations business model

Communication Skills
Ability to transform ideas into words and actions
Credibility among colleagues, peers, and
subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic
formats

Effectiveness Skills
Contributing to corporate mission/departmental
objectives
Customer focus
Multitasking: working at multiple tasks in parallel
Negotiating skills
Project management
Reviewing operations and implementing
improvements

Effectiveness Skills (contd)

Setting and maintaining performance standards
internally and externally
Setting priorities for attention and activity
Time management

Interpersonal Skills (contd)

Coaching and mentoring skills
Diversity skills: working with diverse people and
cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment

The MDs Diary

If you talk about my role in the organization
and where I put my efforts then the first area is
in the strategic direction of the organization. I
spend most of my time thinking about where
the organization is going and how we are
going to move it there. The vision of the
organization and strategic direction is of
critical importance.

Thats what I see my role. So a lot of my time is

making sure that I am coaching, and directing and
leading people in the direction that will deliver that
vision and those key strategic objectives. Thats
where most of my effort goes.
We do the work today but I try to maintain my focus
out another year or two all the time and where we
want to be in 3 years time.
Apart from that are normal operational requirements
of --- making sure that costs are under control,
quality and safety is addressed to and customers are
being supported in the right way. Thats my time !

The subordinates Log

Being the first line manager means you are the meat in
the sandwich. You have responsibilities for subordinates
and are yourself a subordinate.
Since I was promoted from the ranks (non-managers), I face
a number of challenges. Those who were friends and
colleagues yesterday were all of a sudden individuals, I
needed to direct. I needed to deal with the personal internal
conflict of what was best for the firm , and what was best
for my subordinates. What was comfortable for me and
what was satisfying senior management.

Another issue was that I had to manage senior

individuals with greater experience and
knowledge of the business than I had.
I am trying to keep balance between
colleagues, customers and the administrative
and reporting functions that senior
management required.

Class Activity

Management Skills and Management Function Matrix

How The Managers Job is Changing?

The Increasing Importance of Customers
Customers: the reason that organizations exist
Managing customer relationships is the responsibility of all
managers and employees.
Consistent high quality customer service is essential for
survival.

Innovation
Doing things differently, exploring new territory, and
taking risks

Managers should encourage employees to be aware of and

act on opportunities for innovation.

Changes Impacting
the Managers Job

What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

Characteristics of Organizations

The Changing Organization

Why Study Management?

The Value of Studying Management
The universality of management

Good management is needed in all organizations.

The reality of work

Employees either manage or are managed.

Rewards and challenges of being a manager

Management offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewards

for their efforts.

Universal Need for Management