Week 11 & 12-2

Module: Introduction To Business
Topic: Management
Ms. Nazia Jabeen

Department of Business Administration
naziafarzand@uosahiwal.edu.pk
Week 11 & 12
Recap of Previous Week
 Discussed marketing communication methods

 Elaborated types of marketing communication methods
 Explained advertising and public relations
 Differentiated among personal selling, sales promotions and social
media marketing
 Explained product life cycle
Module Learning Outcomes
 Understanding various functions of management that are
important for the effective functioning of a business
 Define management and managers

 Explain classification of mangers
 Discuss functions of management
 Explain various management roles
 Differentiate among different management skills
 Discuss the importance of management
Who managers are?
Someone who coordinates and

oversees the work of other
people in order to accomplish
organizational goals.
How to classify managers in organizations?
Traditional Pyramid Form of Management Level
Top
Managers
Middle Managers
First-Line Managers
Non-Managerial
Employees
Functional Areas R&D Marketing Finance Production HR
I. Lowest Level of Management
 First-line managers: manage the work of non-managerial

employees who typically are involve with producing the
organization’s products or servicing the organization’s
customer
 They are often called: supervisor, shift manager, district

manager, department manager, office manager
II. Middle Level of Management
 Middle managers: manage work of first-line managers
 They are often called: regional manager, project leader,

store manager, division manager
III. Upper Level of Management
 Top managers: are responsible for making organization wide

decisions and establishing the plans and goals that affect the
entire organization.
 set organizational goals, strategies to implement them
and make decisions
 They are often called: executive vice president, president,

managing director, chief operating officer, chief executive
officer
What is Management?
 Management involves
coordinating and overseeing the
work activities of others so that
their activities are completed
efficiently and effectively.
 Or Management is the art of

getting work done through others
2 IMPORTANT WORDS FOR MANAGEMENT:
EFFICIENCY AND EFFECTIVENESS
Efficiency and Effectiveness
Efficiency Effectiveness
 Efficiency = getting the most  Effectiveness = do those work
output from the least amount of activities that will help the
inputs organization reach its goals
 “doing things right”  “doing the right things”
 concern with means(ways) of  concern with ends(result) of
getting things done organizational goal achievement
Efficiency and Effectiveness
Efficiency Effectiveness
 Efficiency = getting work done with  Effectiveness = accomplish tasks
a minimum effort, expense, or that help fulfill organizational
waste objectives
 (use resources – people, money,  (make the right decisions and
raw materials– wisely and cost- successfully carry them out to
effectively) accomplish the org. goal)
Efficiency and Effectiveness in
Management
Efficiency (Means) Effectiveness (Ends)
Resource Usage Goal Attainment
Low Waste High Attainment
Management Strives for:

Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
Management Functions
PLANNING ORGANIZING
MANAGER
LEADING CONTROLLING
1. PLANNING
 Define goals
 Establish strategies for achieving those goals
 Develop plans to integrate and coordinate activities
Setting goals and plans (how to achieve them)

2. ORGANIZING
 Determine
 What tasks are to be done ?
 Who is to do them ?
 How tasks are to be grouped ?
 Who reports to whom ?
 Where decisions are to be made ?
Arrange tasks and other resources to accomplish

organization’s goals
3. LEADING
 Motivate subordinates(lower positions)

 Help resolve group conflicts
 Influence individuals or teams as they work
 Select the most effective communication channel
 Deal with employee behavior issues
Hire, train, motivate(lead) people

4. CONTROLLING
 Monitor activities’ performance

 Compare actual performance with the set goals
 Evaluate activities’ performance whether things are going as
planed
 Correct any disturbance to get work back on track and
achieve the set goals
Ensure all activities are accomplished as planned

Area of Management:
 Functional Managers V.S. General Managers

Area of Management:
 Functional Manager is responsible for just 1

organizational activity
 General Manager is responsible for several

organizational activities
Management Roles
Management Roles
 Specific actions or behaviors expected of a manager
 3 types of managerial roles:

 Interpersonal
 Informational
 decisional
Mintzberg’s Managerial Roles
 Interpersonal Roles: involve people (subordinates and

person outside the organization) and other duties that are
ceremonial and symbolic in nature
 Informational Roles: involve collecting, receiving, and

disseminating information
 Decisional Roles: entail making decisions or choices

1. Interpersonal Roles
 Figurehead: perform ceremonial duties like greeting

company visitors, speaking at the opening of a new facility, or
representing the company at a community luncheon to
support local charities
 Ethical guidelines and the principles of behavior
employees are to follow in their dealings with customers
and suppliers
1. Interpersonal Roles (Cont)
 Leader: motivate and encourage workers to accomplish

organizational objectives. A leader give direct commands
and orders to subordinates and make decisions
 Liaison: deal with people outside their units to develop

alliances that will help in org. goal achievement.
 Coordinate between different departments and establish
alliances between different organizations
2. Informational Roles
 Monitor: scan environment for information, actively contact

others for information, continually update news/ stories
related to their business (inside and outside org.). Evaluate
the performance of managers in different functions
 Disseminator: share the information they have collected with
their subordinates and others in the company. communicate
to employees the organization’s vision and purpose
2. Informational Roles (Cont)
 Spoke person: share information with people outside their

departments and companies. Give a speech to inform the
local community about the organization’s future intentions
3. Decisional Roles
 Entrepreneur: adapt themselves, their subordinates, and
their units to change/ innovation. Commit organization
resources to develop innovative goods and services
 Disturbance Handler: respond to pressures and problems

demand immediate attention and action.
 to take corrective action to deal with unexpected
problems facing the organization from the external as well
as internal environment
3. Decisional Roles (Cont)
 Resource Allocator: set priorities and decide about use of

resources. Allocate existing resources among different
functions and departments
 Negotiator: continual negotiate schedules, projects, goals,

outcomes, resources, and employee raises in order to
accomplish the goals.
 work with suppliers, distributors and labor unions
Mintzberg groups managerial activities and roles as
involving:
Managerial activities Associated roles
interpersonal roles: arising from formal •figurehead

authority and status and supporting the •liaison
information and decision activities. •leader
•monitor
Informational roles •disseminator
•spokesman
•improver/changer (entrepreneur)
decisional roles: making significant •disturbance handler
decisions •resource allocator
•negotiator
Management Skills
Management Skills
Three types of basic skills required for managers;

 Technical Skills
 Human Skills
 Conceptual Skills
TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use of any process or
technique constitutes his technical skills.
It is job-specific knowledge and techniques needed to proficiently perform work
tasks
For example: Engineer, accountant, data entry operator, lawyer, doctor etc.
HUMAN SKILLS
An individuals’ ability to cooperate with other members of the organization and

work effectively in teams.
Ability to work well with other people both individually and in group
For example: Interpersonal relationships, solving people’s problem and

acceptance of other employees.
CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations and to rationally process
and interpret available information.
Ability to see the organization as a whole, understand the relationships among
various subunits, visualize how the organization fits into its external
environment
For example: Idea generation and analytical process of information.
Skills Needed at Different Managerial
Levels
Top Managers Conceptual

Skills
Human Skills
Middle Managers
Technical Skills
Low-Level Managers
*Dark color = necessary to have

What is an Organization?
 A deliberate arrangement of people to accomplish some

specific purpose
Deliberate
Distinct Purpose
Structure
People
Why Study Management?
 The universality of management

 The reality that management is needed in all types, sizes, level,
areas of organizations.
 The reality of work

 You will either manage or be managed in your future career
Rewards and challenges of being a
manager
Rewards Challenges
Create work environment where org. members can work Do hard work
to the best of their ability
Have opportunity to think creatively & use imagination May have duties that are more clerical than managerial
Help others find meaning & fulfillment in work Have to deal with a variety of personalities
Support, coach, and nurture others Often have to deal with limited resources
Work with variety of people Motivate workers in chaotic and uncertain situations
Receive recognition & status in org. and community Blend knowledge, skills, ambitions, and experiences of
a diverse workgroup
Play a role in influencing org. outcomes Success depends on others’ work performance
Receive appropriate compensation in form of salaries,
bonuses, and stock options
Any Questions?
For any queries please email on the following address;
naziafarzand@uosahiwal.edu.pk
Thank you!

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Module: Introduction To Business

Ms. Nazia Jabeen

 Discussed marketing communication methods

 Define management and managers

Someone who coordinates and

Traditional Pyramid Form of Management Level

 First-line managers: manage the work of non-managerial

 They are often called: supervisor, shift manager, district

 Middle managers: manage work of first-line managers

 They are often called: regional manager, project leader,

 Top managers: are responsible for making organization wide

 They are often called: executive vice president, president,

 Or Management is the art of

Resource Usage Goal Attainment

Low Waste High Attainment

Management Strives for:

Setting goals and plans (how to achieve them)

Arrange tasks and other resources to accomplish

 Motivate subordinates(lower positions)

Hire, train, motivate(lead) people

 Monitor activities’ performance

Ensure all activities are accomplished as planned

 Functional Managers V.S. General Managers

 Functional Manager is responsible for just 1

 General Manager is responsible for several

 Specific actions or behaviors expected of a manager

 3 types of managerial roles:

 Interpersonal Roles: involve people (subordinates and

 Informational Roles: involve collecting, receiving, and

 Decisional Roles: entail making decisions or choices

 Figurehead: perform ceremonial duties like greeting

 Leader: motivate and encourage workers to accomplish

 Liaison: deal with people outside their units to develop

 Monitor: scan environment for information, actively contact

 Spoke person: share information with people outside their

 Disturbance Handler: respond to pressures and problems

 Resource Allocator: set priorities and decide about use of

 Negotiator: continual negotiate schedules, projects, goals,

interpersonal roles: arising from formal •figurehead

Three types of basic skills required for managers;

An individuals’ ability to cooperate with other members of the organization and

For example: Interpersonal relationships, solving people’s problem and

Top Managers Conceptual

*Dark color = necessary to have

 A deliberate arrangement of people to accomplish some

 The universality of management

 The reality of work

For any queries please email on the following address;

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