Intro to Management

Date: 25th September 2023

 Instructor Profile

 Qazi Abdul Moqueet

 MS (Engineering Management) from CASE Islamabad

 BS Electrical (Telecom) from COMSATS Islamabad

 Previously worked at Islamic University Islamabad

 Working in CUST Islamabad since 2015

 [email protected], A Block First Floor

 Snapshots of the Course

 Course Structure:
 Interactive class sessions
 Case studies
 Video aid may be used
 Regular assignments and quizzes
 Final Project
 Mid term and Final exams
 Course Learning Outcomes

 CLO:1 Demonstrate a foundational knowledge of management principles and functions

and levels

 CLO:2 Demonstrate and apply effectively the various management theories. The nature
and purposes of planning and to identify your own personal strengths and weaknesses
and how to deal with them.

 CLO:3 Demonstrate the ability to recognize the need and adaptation to change, lead
change while also understanding the interests, abilities, strengths, and weaknesses at
both individual and group level.
 Brief Contents

 Introduction

 History of Management

 Manager as a decision maker

 Planning

 Organizing

 Leading

 Controlling
 Snapshots of the Course

 Grade Distribution (Subject to Change):

S.No. Grading % of Total Marks
i. Assignments 10
ii. Quizzes 10
iii. Project 20
v Mid-term Exam 20
vi. Final Exam 40
Total 100
 Snapshots of the Course

 Textbook:

 Essentials of Contemporary Management by Gareth R

Jones, 3rd Edition
 Stephen P. Robbins and Mary Coulter, Management, 13th
Edition
 Mode of Communication

 A Block First Floor

 Class Representative

 WhatsApp Group
The Management Process
Today
Chapter 1
 LET'S GO………

FACTS ARE SACRED

OPINIONS ARE TRIVIAL

Why Study Management?
Universality of Management

 The reality that management is needed in all types and sizes of organizations, at all
organizational levels, in all organizational areas, and in organizations no matter where
located.
 The Reality of Work

• Another reason for studying management is the reality that for most of you, once you

graduate from college and begin your career, you will either manage or be managed.

• It can be a tough and often thankless job.

• You’re responsible for creating a work environment in which organizational members

can do their work to the best of their ability and thus help the organization achieve its

goals.
What is Management?

 The planning, organizing, leading, and controlling of human and other

resources to achieve organizational goals effectively and efficiently

Primary Functions
Henri Fayol, a French businessman in the early part of the twentieth century, suggested that all managers
perform four functions.

Planning
 Process of identifying and selecting appropriate goals and courses of action
Primary Functions
Organizing
 Once a plan of action is designed, managers need to provide everything necessary to carry it out; including
raw materials, tools, capital and human resources. Identifying responsibilities, grouping them into
departments or divisions, and specifying organizational relationships
Primary Functions
Leading
 Articulating a clear vision and energizing and enabling organizational members so they understand the part
they play in attaining organizational goals
Primary Functions
Controlling
 Evaluating how well an organization is achieving its goals and taking action to maintain or improve
performance. The outcome of the control process is the ability to measure performance accurately and
regulate efficiency and effectiveness
Managers

Manager
 A person who plans, organizes, leads, and controls the work of others so that the organization
achieves its goals.
 Is responsible for contribution.
 Gets things done through the efforts of other people.
 Is skilled at the management process.
Who are the Managers?
Managers
 The people responsible for supervising the use of an organization’s resources to
meet its goals

 Resources include
people, skills, know-
how, machinery, raw
materials, computers,
IT, and financial capital
Management Process

HUMAN Planning PHYSICAL

RESOURCES RESOURCE
S

ng
lli
tro
ORGANIZATIONAL
n
Co

GOALS

in g
niz
ga
Or
INFORMATION Leading FINANCIAL
RESOURCES RESOURCE
S
Judgement of Organizational Performance

 Efficiency

 A measure of how well or productively resources are used to achieve a goal.

 Effectiveness

 A measure of the appropriateness of the goals an organization is pursuing and

the degree to which they are achieved.

 Levels of Management

 First line managers

 Responsible for the daily supervision of non-managerial employees

 Middle managers
 Supervise first-line managers and is responsible for finding the best way to use resources to achieve
organizational goals

 Top managers
 Establish organizational goals, decide how departments should interact, and monitor the performance
of middle managers
Managerial Skills

 Conceptual Skills
 The ability to analyze and diagnose a situation and distinguish between cause and effect.

 Human Skills
 The ability to understand, alter, lead, and control the behavior of other individuals and groups.

 Technical Skills
 The specific knowledge and techniques required to perform an organizational role.
Skills Needed at Levels of Management
Recent Changes in Management Practices

 Restructuring
 Downsizing an organization by eliminating the jobs of large numbers of top, middle, or
first-line managers and non-managerial employees
Recent Changes in Management Practices

 Outsourcing
 Contracting with another company, usually in a low-cost country abroad, to perform an activity the

company previously performed itself

 Promotes efficiency by reducing costs and allowing an organization to make better use of its

remaining resources
Empowerment and Self-Managed Teams

 Self-Managed Team
 A group of employees with the responsibility for organizing, controlling, and

supervising their own activities and for monitoring the quality of the goods and

services they provide

Building Competitive Advantage

 Core competency
 Specific set of skills, abilities, and experiences that allows one organization to outperform its
competitors

 Competitive Advantage
 Ability of one organization to outperform other organizations because it produces desired goods or

services more efficiently and effectively than they do

Building a Competitive Advantage

 Increasing Efficiency
 Increasing Quality
 Increasing Speed, Flexibility, and Innovation
 Increasing Responsiveness to Customers
 MANAGERIAL ROLES

The focus of descriptive research shifted to classifying the content of managerial activity in

terms of its purpose. A major difficulty in this research has been to determine what behavior

categories are meaningful, distinct, and relevant for classifying observed activities of

managers. In attempting to resolve this question, different researchers have developed

taxonomies of managerial roles or functions.

 MINTZBERG'S TAXONOMY OF
ROLES
Leader Role:

 Managers are responsible for making their organizational subunit function as an integrated whole in
the pursuit of its basic purpose. Consequently, the manager must provide guidance to subordinates,
ensure that they are motivated, and create favorable conditions for doing the work.

 A number of managerial activities are expressly concerned with the leader role, including hiring,
training, directing, praising, criticizing, promoting, and dismissing. However, the leader role pervades
all managerial activities, even those with some other basic purpose.
 MINTZBERG'S TAXONOMY OF
ROLES
Liaison Role:

 The liaison role includes behavior intended to establish and maintain a web of relationships
with individuals and groups outside of a manager’s organizational unit.

 These relationships are vital as a source of information and favors.

 The essence of the liaison role is making new contacts, keeping in touch, and doing favors
that will allow the manager to ask for favors in return.
 MINTZBERG'S TAXONOMY OF
ROLES
Figurehead Role:

 As a consequence of their formal authority as the head of an organization or one of its subunits,
managers are obliged to perform certain symbolic duties of a legal and social nature.

 These duties include signing documents (e.g., contracts, expense authorizations), presiding at
certain meetings and ceremonial events (e.g., retirement dinner for a subordinate), participating in
other rituals or ceremonies, and receiving official visitors.

 The manager must participate in these activities even though they are usually of marginal
relevance to the job of managing.
 MINTZBERG'S TAXONOMY OF
ROLES
Monitor Role:

 Managers continually seek information from a variety of sources, such as reading reports and memos,
attending meetings and briefings, and conducting observational tours.

 Some of the information is passed on to subordinates (disseminator role) or to outsiders

(spokesperson role). Most of the information is analyzed to discover problems and opportunities, and
to develop an understanding of outside events and internal processes within the manager’s
organizational subunit.
 MINTZBERG'S TAXONOMY OF
ROLES
Disseminator Role:

 Managers have special access to sources of information not available to subordinates. Some
of this information is factual, and some of it concerns the stated preferences of individuals
desiring to influence the manager, including people at high levels of authority.

 Some of the information must be passed on to subordinates, either in its original form or after
interpretation and editing by the manager.
 MINTZBERG'S TAXONOMY OF
ROLES
Spokesperson Role:

 Managers are also obliged to transmit information and express value statements to people outside
their organizational subunit. Middle managers and lower-level managers must report to their
superiors; a chief executive must report to the board of directors or owners.

 Each of these managers is also expected to serve as a lobbyist and public relations representative
for the organizational subunit when dealing with superiors and outsiders.

 As Mintzberg points out, “To speak effectively for his organization and to gain the respect of
outsiders, the manager must demonstrate an up-to-the-minute knowledge of his organization and its
 MINTZBERG'S TAXONOMY OF
ROLES
Entrepreneur Role:

 The manager of an organization or one of its subunits acts as an initiator and designer of
controlled change to exploit opportunities for improving the existing situation.

 Planned change takes place in the form of improvement projects such as development of a
new product, purchase of new equipment, or reorganization of formal structure.

 Some of the improvement projects are supervised directly by the manager, and some are
delegated to subordinates.
 MINTZBERG'S TAXONOMY OF
ROLES
Disturbance Handler Role:

 In the disturbance handler role, a manager deals with sudden crises that cannot be ignored,
as distinguished from problems that are voluntarily solved by the manager to exploit
opportunities (entrepreneur role).

 The crises are caused by unforeseen events, such as conflict among subordinates, the loss of
a key subordinate, a fire or accident, a strike, and so on. A manager typically gives this role
priority over all of the others.
 MINTZBERG'S TAXONOMY OF
ROLES
Resource Allocator Role:

 Managers exercise their authority to allocate resources such as money, personnel, material,
equipment, facilities, and services.

 Resource allocation is involved in managerial decisions about what is to be done, in the manager’s
authorization of subordinates’ decisions, in the preparation of budgets, and in the scheduling of the
manager’s own time.

 By retaining the power to allocate resources, the manager maintains control over strategy formation
and acts to coordinate and integrate subordinate actions in support of strategic objectives.
 MINTZBERG'S TAXONOMY OF
ROLES
Negotiator Role:

 Any negotiations requiring a substantial commitment of resources will be facilitated by the presence
of a manager having the authority to make this commitment.

 Managers may participate in several different types of negotiations, including negotiations with
unions involving labor-management contracts or grievances; contract negotiations with important
customers, suppliers, or consultants; employment negotiations with key personnel; and other non
routine negotiations (e.g., acquisition of another firm, application for a large loan).
 MINTZBERG'S TAXONOMY OF
ROLES
Interpersonal Roles: Informational Roles: Decisional Roles:
 MINTZBERG'S TAXONOMY OF
ROLES
Interpersonal Roles: Informational Roles: Decisional Roles:

 Figurehead

 Leader

 Liaison
 MINTZBERG'S TAXONOMY OF
ROLES
Interpersonal Roles: Informational Roles: Decisional Roles:

 Figurehead  Monitor

 Leader  Disseminator

 Liaison  Spokesperson
 MINTZBERG'S TAXONOMY OF
ROLES
Interpersonal Roles: Informational Roles: Decisional Roles:

 Figurehead  Monitor  Entrepreneur

 Leader  Disseminator  Disturbance Handler

 Liaison  Spokesperson  Resource Allocator

 Negotiator