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Prof. Farah Naz Naqvi 1

Chapter Objective
i Introduction of managers and management
i Who are the managers and what the
management is
i What the managers do and what the
organization is
i Why it is important to study the
management.

Prof. Farah Naz Naqvi 2

WHO ARE MANAGERS
i Traditional View:
°
 


 

  

 
 
 



 

 

Features:
1. It was easy to distinguish between managers and
non managerial employees.
2. The non managerial means that they had to work
directly on the task and no one was reporting to
them.

Prof. Farah Naz Naqvi 3

Need for redefining the Managers
The changing nature of organization and work
has blurred the clear lines of distinction
between managers and non managerial
employees.

Many traditional non managerial jobs now

include managerial activities.

Prof. Farah Naz Naqvi 4

Manager (Definition)
i A manager is some one who works with
and through other people by coordinating
their work activities in order to accomplish
organizational goals.

Prof. Farah Naz Naqvi 5

Manager
i A manager¶s job is not about personal
achievement , it is about helping others do
their work and achieve.
i It may involves coordinating with the
activities of a single person or a department
i It It may involves the activities of people
from different departments and even the
people outside the organization.

Prof. Farah Naz Naqvi 6

Classification of Managers
i First Line Managers:
1. Lowest level of management
2. Manage the work of non managerial
employees who are directly or indirectly
involved in the production.
3. They are also called supervisors.

Prof. Farah Naz Naqvi 7

Middle Managers
i Managers between the first line and top
managers.
i They use to manage the work of first line
managers.
i They may be called ³Regional Managers,
Plant Manager, Project Manager or
Division Manager.

Prof. Farah Naz Naqvi 8

Top Managers.
i Managers at the top level or near the top
level of the organization.
i They are responsible for making the
organization-wide decisions
i They establish the goals and plans that
affect the entire organization.

Prof. Farah Naz Naqvi 9

What is Management (Definition)
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Prof. Farah Naz Naqvi 10



i Getting the most output from the least
amount of inputs
i It is also referred to´ doing the things
right´ means no wastage of resources
which are scarce.
i Efficiency is concerned with the
means of getting the things done

Prof. Farah Naz Naqvi 11

Effectiveness
i It refers to doing the right things.
i Effectiveness means completing activities so that
organizational goals are attained
i Effectiveness is concerned with the ends or
attainment of goals.
i Good management takes both efficiency and
effectiveness hand to hand
i Poor management means inefficiency and
ineffectiveness or to be effective with
inefficiency.
Prof. Farah Naz Naqvi 12
What do Managers do
Three specific categorization
i Functions approach
i Roles approach
i Skills approach

Prof. Farah Naz Naqvi 13

MANAGEMENT FUNCTIONS
i Planning

i Organizing

i Leading

i Controlling.
Prof. Farah Naz Naqvi 14
Planning
i It involves defining goals,
i establishing strategies for achieving those
goals,
i and developing plans to integrate and
coordinate activities.

Prof. Farah Naz Naqvi 15

Organization
i It is management function that involves in
determining
1. What tasks are to be done
2. Who is to do them,
3. How the tasks are to be grouped
4. Who reports to whom
5. And where decisions are to be made.

Prof. Farah Naz Naqvi 16

Leading
i Management function that involves
1. Motivating subordinates,
2. Influencing individuals or teams as they
work
3. Selecting the most effective
communication channels
4. Or dealing in any way in employee
behavior issue.

Prof. Farah Naz Naqvi 17

Controlling
i Management function that involves
1. Monitoring of actual performance
2. Comparing actual to standard,
3. Taking correcting action if necessary

Prof. Farah Naz Naqvi 18

Mintzberg¶s Management Roles
i Interpersonal Roles
i Informational Roles
i Decisional Roles

Prof. Farah Naz Naqvi 19

Interpersonal Rolls
Description Identifiable
Activities
i Õ    
i Greeting visitors signing
 


  








number of documents.
 

  

 

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i Performing virtually all
  


 

activities that involve
 

 




subordinates.
  


i Acknowledge mails,
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doing external board
 

 


work performing other

 



  


 
  



activities that involves


  
 outsiders.
Prof. Farah Naz Naqvi 20
 Informational Roles
Description Identifiable
Activities
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i Reading periodical

 







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reports and maintaining

 

 



the personal contacts.

 






.
i Disseminator: °

i Holding informational

  


 
meetings, making phone
 

 
 


calls to relay information
 



 


i Spokes  
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i Holding board meetings,





giving information to the
media.

Prof. Farah Naz Naqvi 21

 Decisional Rolls
Description 
 

i 
  
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i Organizing strategy and

 




 
review sessions to
 

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develop new programs.
  changes
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i Organizing strategy and

 




review sessions

 

 
 



involving the

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disturbance and crisis.
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i Any activity that

  




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involves the budgeting
 





and programming of the

 



subordinate¶s work.
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i Participation in union
 




 



 


  


contract negotiation.

Prof. Farah Naz Naqvi 22

Management Skills
by Robert L. Katz
i Technical Skills
i Human Skills
i Conceptual skills

Prof. Farah Naz Naqvi 23

Technical Skills.
i Knowledge and proficiency in certain
specialized field
i These skill are more important at lower
level of management as they have direct
dealing with the employees doing the
organizational work directly.

Prof. Farah Naz Naqvi 24

Human Skills
i The ability to work well with other people
individually and in a group.
i It is most important because managers directly
deals with other.
i The managers with good human skill can get out
the best because they know how to lead, motivate
and build enthusiasm and trust.
i It is most appropriate at middle level
management.

Prof. Farah Naz Naqvi 25

Conceptual Skills
i The ability to think and to conceptualize about
abstract and complex situations.
i These skills are more appropriate at top level
i Using these skills managers must be able to see
the organization as a whole, understand the
relationship among its subunits and visualize how
the organization fits in to broader environments

Prof. Farah Naz Naqvi 26

Management skills
‰
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i Conceptual Skills
i Communication Skills
i Effectiveness Skills
i Interpersonal Skills

Prof. Farah Naz Naqvi 27

Conceptual Skills
i Ability to use information to solve business
problems.
i Identification of opportunities for innovations.
i Recognizing problem area and implementing
solutions.
i Selecting critical information from masses of
data.
i Understanding of business and usage of
technology.
i Understanding of organization's business model.
Prof. Farah Naz Naqvi 28
Communication Skills.
i Ability to transform ideas into words and
actions.
i Credibility among colleagues, peers, and
subordinates
i Listening and asking questions,
i Presentation skills , spoken format.
i Presentation skills, written or graphic form.

Prof. Farah Naz Naqvi 29

Effectiveness skills.
i Contributing to corporate mission and objectives.
i Customer focus
i Multitasking: working at multiple tasks parallel.
i Negotiating skills
i Project management
i Reviewing operations and implementing
improvements.
i Setting and maintaining performance standard
internally and externally.
i Time Management.
Prof. Farah Naz Naqvi 30
Interpersonal Skills
i Coaching and mentoring skills
i Diversity Skills: Working with diverse
people and cultures.
i Networking within the organization.
i Networking outside the organization.
i Working in teams, cooperation and
commitment.

Prof. Farah Naz Naqvi 31

How the Manager¶s Job is changing.
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Prof. Farah Naz Naqvi 32
CHANGE
INCREASED EMPHASIS ON
ORGANIZATIONAL AND
MANAGERIAL ETHICS
INCREASED COMPETITIVENESS
Prof. Farah Naz Naqvi
IMPACT
Redefined values
Rebuilding Trust
Increased accountability.
Customer Service
Innovation
Globalization
Efficiency/productivity.
33
 IMPORTANCE OF CUSTOMERS TO THE
MANAGER¶S JOB
i Employees play a 

 in customers satisfaction
i Managers are beginning to feel and understand that
delivering a good and 



  is essential
in today¶s competitive environments and 

are important part of that equation.
i To make an organization customer responsive the
employees should be  




 


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Prof. Farah Naz Naqvi 34
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i Nothing is more 
that being




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i Innovation means doing 

 
,
exploring new territories and taking risks.
i The Managers have to   
and encourage the



 in which employees feel free to


 

Prof. Farah Naz Naqvi 35

,&$°

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i A deliberate



  to
accomplish some 
  .
CHARACTERSTICS(GOAL, PEOPLE,
STRUCTURE.)
i Each organization has a distinct purpose. This
purpose is expressed in terms of  .
i It is composed of people.it takes   to
perform what is necessary to achieve the
organizational goal.
i All organizations develop some structures so that
their members canProf.do the work.
Farah Naz Naqvi 36
°&
&$Ê Ê
! $Ê.$°Ê.
The concept of organization is changing, it is no
longer appropriate to assume that organizations
are structured, clearly identifiable divisions,
departments and work units.
The world has changed. Technology, societal,
economic, political, global, changes have created
an environment in which successful organization
must embrace new ways to get the work done.

Prof. Farah Naz Naqvi 37

°&
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! $Ê.°Ê ! $Ê.$°Ê
i STABLE i DYNAMIC
i INFLEXIBLE i FLEXIBLE
i JOB-FOCUSED i SIKLLS FOCUSED
i WORK IS DEFINED BY i WORK IS DEFINED IN TERMS
OF TASKS TO BE DONE
JOB POSITIONS
i TEAM ORIENTED
i INDIVIDUAL ORIENTED
i TEMPORARY JOBS
i PERMANENT JOBS
i INVOLVEMENT
i COMMAND ORIENTED ORIENTED
i EMPLOYEES
i MANAGERS ALWAYS INVOLVEMENT
MADE DECISIONS INDECISION MAKING.
i CUSTOMER ORIENTED
i RULE ORIENTED
Prof. Farah Naz Naqvi 38
The changing organization.
i RELATIVELY i Diverse work force
HOMOGENEOUS
WORKFORCE
i WORKDAYS DEFINED Work days have no time
AS 9 TO 5 boundaries.
i HIERARCHICAL
RELATIONSHIPS Laterals and networked
i WORK AT relationships
ORGANIZATIONAL
FACILITY DURING Work any where any
SPECIFIC HOURS time.

Prof. Farah Naz Naqvi 39

,&

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We study Management because of its
universality.
The Management is needed at all types and
sizes of organizations, at all levels of
organizations, in all organizational areas in
all the countries and around the globe.

Prof. Farah Naz Naqvi 40

REALITY OF WORK

i An other reason of studying the

management that after completing
your studies you will start your career.
You will either manage or be
managed.
i One can get great insight of the way
your boss behave or organizational
working by studying management. 41
Prof. Farah Naz Naqvi
REWARD OF BEING A
MANAGER.
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Prof. Farah Naz Naqvi 42

REWARD OF BEING A
MANAGER.
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Challenges of being a Manager,
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Prof. Farah Naz Naqvi 44

Challenges of being a Manager,
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Prof. Farah Naz Naqvi 45