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Introduction To Principles of Management

The document provides an introduction to the principles of management course being taught. It outlines the course details including topics, assessment components, textbook and reference material. It also provides an overview of chapter 1 which introduces management and organizations, describing what managers do, their roles and skills, as well as the changing nature of management.

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56 views

Introduction To Principles of Management

The document provides an introduction to the principles of management course being taught. It outlines the course details including topics, assessment components, textbook and reference material. It also provides an overview of chapter 1 which introduces management and organizations, describing what managers do, their roles and skills, as well as the changing nature of management.

Uploaded by

Ab C
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Sharif College of Engineering and Technology, Lahore

Dept. of Electrical. Engg.

Principles of Management

Introduction to Principles of Management

Engr. Samaira Zahoor


Lecturer
Email: samaira.zahoor@yahoo.com
1
Date: 03/09/2018
Class Rules
✓ Come intime
✓ No disturbance during lecture
✓ Bring your text book, class notes, note book, pen and
calculator
✓ DO NOT MISSYOUR QUIZ AND MID EXAM

✓ No cell phone calls, No SMS


✓ Copying of assignments is strictly prohibited
✓ Meet the deadlines ofassignments
✓ Maintain your attendance
Course name MGT211:Principles of Management

Lecturer Samaira Zahoor

Credits 3 3-0

Pre- and co- 3rd Year Standing


requisites

3
Principles of Management

Course Outline
The following topics will be addressed during lectures
▪ Principles of management that have general applicability to
all types of enterprises
▪ Basic management philosophy and decision making
▪ Principles involved in planning
▪ Organizing
▪ Leading
▪ Recent concepts in management
▪ Evolution and best practices that are being used in today’s
modern era will also be learnt.

4
Principles of Management
Components of the Assessment
The final course mark will be made up asfollows:

• Quizzes 20%
• Midterm test 20%
• Assignment/ tutorial 20%
• Final Exam 40%

5
Text and Reference Book
Management by Stephen P. Robbins,
Mary A. Coulter, 12th Edition,
Pearson, 2013

Reference Books
Any other standard book on Principles of Management & You may get
7
help from Google searchengine
Chapter Introduction to
1 Management and
Organizations
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

1.1 Who Are Managers?


• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.
Learning Outcomes

1.3 What Do Managers Do?


• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• Discuss the changes that are impacting manager’s jobs.
• Explain why customer service and innovation are
important to the manager’s job.
Learning Outcomes

1.4 What Is An Organization?


• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.

1.5 Why Study Management?


• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a manager.
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
What Is Management?

▪ Management involves coordinating and overseeing the work activities


of others so that their activities are completed efficiently and
effectively.
13

Exhibit 1–3 Effectiveness and Efficiency in


Management
14

Who Are Managers?

▪ Manager
Someone who coordinates and oversees the work of other people so
that organizational goals can be accomplished.
15

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.
16

Managerial Levels
1–17

What Managers Do?


▪ Three Approaches:

✓ Functions they perform.


✓ Roles they play.
✓ Skills they need.
Functions of Management
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

▪ Involves motivating subordinates, influencing individuals or


teams as they work, selecting the most effective
communication channels
Controlling

▪ Monitoring, comparing, and correcting work.


1–23

What Managers Do (Mintzberg)

▪ Actions
✓ thoughtful thinking
✓ practical doing
Management Roles

Interpersonal roles

Leader
Figurehead

Negotiator Managerial Monitor


Resource roles
Allocator
Disturbance
handler Spokesperson
Entrepreneur
Decisional roles Informational roles
Interpersonal Roles

▪ Roles that involve interacting with other people


inside and outside the organization

▪ Interpersonal roles:
✓ Figureheads: Greet visitors, Represent the
company at community events

✓ Leader: Influence, motivate, and direct others


as well as strategize, plan, organize, control, and
develop
Informational Roles

▪ Collecting, Processing
▪ Roles: Monitor, and spokesperson
Decisional Roles

▪ Whereas interpersonal roles deal with people and


informational roles deal with knowledge, decisional roles deal
with action

▪ Decisional roles:
✓ Entrepreneur: Managers must make sure their
organizations innovate, change, develop, and adopt
✓ Disturbance handler: Addressing unanticipated problems
as they arise and resolving them.
✓ Resource allocator: How best to allocate resources
✓ Negotiator: Negotiation is continual for managers
1–28

✓ interpersonal roles deal with people

✓ informational roles deal with knowledge,

✓ decisional roles deal with action


1–29

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
1–30

Exhibit 1–9 Characteristics of Organizations


1–31

What Managers Do?

▪ Skills Managers Need

✓ 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
1–32

Skills Needed at Different Management Levels


1–33

How The Manager’s 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, and taking risks
❖ Managers should encourage employees to be aware of and act
on opportunities for innovation.
1–34

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.
1–35

Universal Need for Management


Terms to Know

✓ manager ✓ management roles


✓ first-line managers ✓ interpersonal roles
✓ middle managers ✓ informational roles
✓ top managers ✓ decisional roles
✓ management ✓ technical skills
✓ efficiency ✓ human skills
✓ effectiveness ✓ conceptual skills
✓ planning ✓ organization
✓ organizing ✓ universality of management
✓ leading
✓ controlling

1–
36
© 2007 Prentice Hall, Inc. All rights
reserved.
Thank you
• Questions….

24

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