bba 1st notes

8/10/2019 BBA 1st Notes

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LearningObjectives

You should learn to:

Explain what a manager is and how the role of a managerhas changed

Define managementDistinguish between efficiency and effectiveness

Describe the basic management functions and themanagement process

Identify the roles performed by managers

Syed Afzal Shah, AP,CIIT,Atd

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Learning Objectives (cont.)

You should learn to:

Describe the skills managers need

Explain what managers do using the systemsperspective

Identify what managers do using thecontingency perspective

Describe what an organization is and how the

concept of an organization has changedExplain the value of studying management


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Who Are Managers?

Manager

someone who works with and through other

people by coordinating their work activities in

order to accomplish organizational goals

changing nature of organizations and work has

blurred the clear lines of distinction between

managers and non-managerial employees


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Who Are Managers? (cont.)

Managerial Titles

F irst-l ine managers- manage the work of non-managerial individuals who are directly involved with the

production or creation of the organizations products

M iddle managers- all managers between the first-line

level and the top level of the organization

manage the first-line managers

Top managers- responsible for making organization-

wide decisions and establishing the plans and goals thataffect the entire organization


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Organizational Levels

Non-managerial Employees

Top

Managers

Middle

Managers

First-line

Managers


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What is Management? (cont.)

Management (cont.)

elements of definitionEff iciency- getting the most output from the

least amount of inputs

doing things rightconcerned with means

Effectiveness- completing activities so that

organizational goals are attaineddoing the right things

concerned with ends


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Efficiency and Effectiveness in Management

Management Strives For:

Low resource waste (high efficiency)

High goal attainment (high effectiveness)

Resource

Usage

Efficiency (Means)

Goal

Attainment

Effectiveness (Ends)

Low Waste High Attainment


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What Do Managers Do?

Management Functions and Process

most useful conceptualization of the managers jobPlanning- defining goals, establishing strategies for

achieving those goals, and developing plans to integrateand coordinate activities

Organizing- determining what tasks are to be done, whois to do them, how the tasks are to be grouped, whoreports to whom, and where decisions are made

Leading- directing and motivating all involved parties

and dealing with employee behavior issuesControll ing- monitoring activities to ensure that they are

going asplanned


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What Do Managers Do? (cont.)

Management Functions and Process (cont.)

Management process

set of ongoing decisions and work activities in

which managers engage as they plan, organize,

lead, and control

managerial activities are usually done in a

continuous manner


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Management Roles

specific categories of managerial behavior

I nterpersonal- involve people and duties that

are ceremonial and symbolic in nature

I nformational- receiving, collecting, and

disseminating information

Decisional- revolve around making choices

emphasis that managers give to the various roles

seems to change with their organizational level


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EXHIBIT 1.4: MINTZBERGS MANAGERIAL ROLES


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Management Skills

Technical- knowledge of and proficiency in a certainspecialized field

Human- ability to work well with other people bothindividually and in a group

Conceptual- ability to think and to conceptualize aboutabstract and complex situations

see the organization as a whole

understand the relationships among subunits

visualize how the organization fits into its broaderenvironment


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EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS


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What Do Managers Do? (cont.)Managing Systems

System- a set of interrelated and interdependent partsarranged in a manner that produces a unified whole

provides a more general and broader picture of whatmanagers do than the other perspectives provide

Closed system- not influenced by and do not interactwith their environment

Open system- dramatically interact with theirenvironment

organizations - take in inputs from their environmentstransform or process inputs into outputs

outputs are distributed into the environment


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System

The Organization As An Open System

Transformation

Employees workactivities

Management

activities

Technology and

operations methods

OutputsInputs

Raw materialsHuman resources

Capital

Technology

Information

Products and servicesFinancial results

Information

Human results

Environment

Environment

Feedback


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Managing Systems (cont.)

managers must

coordinate various work activities

ensure that interdependent parts work together

recognize and understand the impact of variousexternal factors

decisions and actions taken in one organizational

area will affect other areas and vice versa


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Managing in Different and Changing Situations

require managers to use different approaches andtechniques

Contingency perspective- different ways of

managing are required in different organizationsand different circumstances

stresses that there are no simplistic or universal

rulescontingency variable


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EXHIBIT 1.8: POPULAR CONTINGENCY VARIABLES


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What Is An Organization?

Organization

a deliberate arrangement of people to accomplish somespecific purpose

elements of definition

each organization has a distinct purpose

each organization is composed of peopleall organizations develop some deliberate structure

todays organizations have adopted:

flexible work arrangements

open communications

greater responsiveness to changes


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1 10 C A G G O GA A O


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EXHIBIT 1.10: THE CHANGING ORGANIZATION


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h d


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Why Study Management?

Universality of Management

management is needed in all types and sizes of organizations

at all organizational levels

in all work areasmanagement functions must be performed in all

organizations

consequently, have vested interest in improvingmanagement


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EXHIBIT 1 11 UNIVERSAL NEED FOR MANAGEMENT


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EXHIBIT 1.11: UNIVERSAL NEED FOR MANAGEMENT


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Wh S d M ? ( )


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Why Study Management? (cont.)

The Reality of Work

most people have some managerialresponsibilities

most people work for a manager

Challenges of Being a Manager

- being a manager is hard work

- must deal with a variety of personalities

- must motivate workers in the face of uncertainty


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Wh S d M ? ( )


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Why Study Management? (cont.)

Rewards of Being a Manager

create an environment that allows others to dotheir best work

provide opportunities to think creatively

help others find meaning and fulfillment

meet and work with a variety of people


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27Syed Afzal Shah, AP,CIIT,Atd

1-271-#

References:

Robbins S.P & Coulter M (2004),

MANAGEMENT, 8th Edition, Prentice

Hall Publication.


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28Syed Afzal Shah, AP,CIIT Atd

1-281-#

hank You

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