principles of management
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Principles of Principles of ManagementManagement
MGT 301MGT 301
Muhammad Jameel Muhammad Jameel QaziQazi
Management: A Competency Base Management: A Competency Base ApproachApproach
MethodologyMethodology
LecturesLectures VideosVideos CasesCases PresentationsPresentations Discussions and debatesDiscussions and debates Research reportsResearch reports ProjectsProjects
Webpage, Blog, Wiki, emailWebpage, Blog, Wiki, email
http://faculty.kfupm.edu.sa/MGM/jamilqaz/
httphttp://://mgt301mgt301..pbwikipbwiki..comcom//
http://mgt301.blogspot.com/http://mgt301.blogspot.com/
Chapter 1Chapter 1
Managing in a Dynamic Managing in a Dynamic
EnvironmentEnvironment
Learning ObjectivesLearning Objectives
Define Managers And Management.Define Managers And Management. Explain What Managers Do.Explain What Managers Do. Describe The Competencies Used In Describe The Competencies Used In
Managerial Work And Assess Your Managerial Work And Assess Your Current Competency Levels.Current Competency Levels.
Introductory Concepts: What AreManagerial Competencies?
Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness
Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
Why are Managerial Competencies Important?
You need to use your strengths to do your best
You need to know your weaknesses
You need developmental experiences at work to become successful leaders and address your weakness
You probably like to be challenged with new learning opportunities
Organizations do not want to waste human resources
Globalization deregulation, restructuring, and new competitors add to the complexity of running a business
A Model of Managerial A Model of Managerial CompetenciesCompetencies(adapted from Figure 1.1)(adapted from Figure 1.1)
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
A Model of Managerial A Model of Managerial CompetenciesCompetencies(adapted from Figure 1.1)(adapted from Figure 1.1)
TeamworkCompetencyTeamwork
Competency
GlobalAwareness
Competency
GlobalAwareness
Competency
StrategicAction
Competency
StrategicAction
Competency
Planning andAdministrationCompetency
Planning andAdministrationCompetency
Self-ManagementCompetency
Self-ManagementCompetency
CommunicationCompetency
CommunicationCompetency
ManagerialEffectivenessManagerial
Effectiveness
What Is An Organization?
A formal and coordinated group of people who function to achieve particular goals
These goals cannot be achieved by individuals acting alone
An organization has a structure, discussed in depth in Chapter 11
Characteristics of an Characteristics of an OrganizationOrganization
An organization has a structure.An organization has a structure.
An organization consists of a group of An organization consists of a group of people striving to reach goals that people striving to reach goals that individuals acting alone could not individuals acting alone could not achieve.achieve.
ManagementManagementOrganizationOrganization
Two or more people who work together in a structured Two or more people who work together in a structured way to achieve a specific goal or set of goals.way to achieve a specific goal or set of goals.
GoalsGoals
Purpose that an organization strives to achieve; Purpose that an organization strives to achieve; organizations often have more than one goals, goals are organizations often have more than one goals, goals are fundamental elements of organization. fundamental elements of organization.
The Role of ManagementThe Role of Management
To guide the organizations towards goal To guide the organizations towards goal accomplishmentaccomplishment
- People responsible for - People responsible for directing the efforts aimed directing the efforts aimed at helping organizations at helping organizations achieve their goals. achieve their goals.
- A person who plans, - A person who plans, organizes, directs and organizes, directs and controls the allocation of controls the allocation of human, material, financial, human, material, financial, and information resources and information resources in pursuit of the in pursuit of the organization’s goals.organization’s goals.
ManagementManagement
ManagementManagement refers to the tasks and activities refers to the tasks and activities involved in directing an organization or one of involved in directing an organization or one of its units: planning, organizing, leading, and its units: planning, organizing, leading, and controlling.controlling.
The process of reaching organizational goals by The process of reaching organizational goals by working with and through people and other orgworking with and through people and other organizational resources.anizational resources.
Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production
Focus on technical areas of expertise
Use communication, planning and administration, teamwork and self-management competencies to get work done
Function: A classification referring to a group of similar activities in an organization like marketing or opermarketing or operations.ations.
General Managers: responsible for the operations of more complex units—for example, a company or division
Oversee work of functional managers
Responsible for all the activities of the unit
Need to acquire strategic and multicultural competencies to guide organization
(cont’d)
Many Other types of managers
Basic Managerial FunctionsBasic Managerial Functions (adapted from Figure 1.2)(adapted from Figure 1.2)
OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading
Management Process and Goal Management Process and Goal AttainmentAttainment
Management and Management and Organizational ResourcesOrganizational Resources
Planning Planning involves tasks involves tasks that must be performed to that must be performed to attain organizational goals, attain organizational goals, outlining how the tasks outlining how the tasks must be performed, and must be performed, and indicating when they indicating when they should be performed.should be performed.
Planning
Determining organizational goals and means to reach them
Managers plan for three reasons
1. Establish an overall direction for the organization’s future
2. Identify and commit resources to achieving goals
3. Decide which tasks must be done to reach those goals
Discussed in depth in Chapter 7 & 8
Organizing means assigning the planned tasks to various Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a individuals or groups within the organization and cresting a mechanism to put plans into action. mechanism to put plans into action.
Organizing
Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company
Includes creating departments and job descriptions
Leading (Leading (InfluencingInfluencing) means guiding the activities ) means guiding the activities of the organization members in appropriate of the organization members in appropriate directions. Objective is to improve productivity.directions. Objective is to improve productivity.
Leading
Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals
Crucial element in all functions
Discussed throughout the book and in depth in Chapter 15—Dynamics of Leadership
1. Gather information that measures recent performance1. Gather information that measures recent performance2. Compare present performance to pre-established standards2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards3. Determine modifications to meet pre-established standards
Controlling
Process by which a person, group, ororganization consciously monitors performance and takes correctiveaction
Discussed in depth in Chapter 10
Basic Levels of ManagementBasic Levels of Management (adapted from Figure 1.3)(adapted from Figure 1.3)
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Top Managers
Middle Managers
First-Line Managers
Nonmanagers
Top Managers
Responsible for providing the overall direction of an organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies
Use of multicultural and strategic action competencies to lead firm is crucial
Levels of ManagementLevels of Management First-line Managers:First-line Managers: have direct responsibility for have direct responsibility for
producing goods or services producing goods or services Foreman, supervisors, clericForeman, supervisors, clerical supervisorsal supervisors
Middle Managers:Middle Managers: Coordinate employee activitiesCoordinate employee activities Determine which goods or services to provideDetermine which goods or services to provide Decide how to market goods or services to customersDecide how to market goods or services to customers
Assistant Manager, Manager (Section Head)Assistant Manager, Manager (Section Head) Top Managers:Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice President
First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the organization’s work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management, teamwork, and communication competencies to get work done
Middle Managers
Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line managers
Establish target dates for products/services to be delivered Need to coordinate with others for resources Ability to develop others is important Rely on communication, teamwork, and planning and
administration competencies to achieve goals
Management Level and SkillsManagement Level and Skills
Introductory Concepts: What AreManagerial Competencies?
Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness
Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
Six Core Managerial Competencies:What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
Communication Competency
Ability to effectively transfer and exchange information that leads to understanding between yourself and others
Informal Communication Used to build social networks and good
interpersonal relations
Formal CommunicationUsed to announce major events/decisions/
activities and keep individuals up to date
NegotiationUsed to settle disputes, obtain resources,
and exercise influence
Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done
Information gathering, analysis, and problem solving from employees and customers
Planning and organizing projects with agreedupon completion dates
Time management
Budgeting and financial management
Accomplishing tasks through small groups ofpeople who are collectively responsible andwhose job requires coordination
Designing teams properly involves havingpeople participate in setting goals
Creating a supportive team environment gets people committed to the team’s goals
Managing team dynamics involves settlingconflicts, sharing team success, and assign tasksthat use team members’ strengths
Strategic Action Competency
Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them
Understanding how departments or divisions of the organization are interrelated
Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders
Leapfrogging competitors
Snapshot
“Sony must sell off businesses that don’t fit its core strategy of fusing gadgets with films, music, and game software. That means selling off its businesses in its Sony Financial Holdings, which are very profitable.”
Howard Stringer, CEO, Sony
Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations
Cultural knowledge and understanding of the events in at least a few other cultures
Cultural openness and sensitivity to how others think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
Multicultural CompetencyMulticultural Competency
Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development activities
Snapshot
“My strengths and weaknesses haven’t changed a lot in 51 years. The important thing is to recognize the things you don’t do well and build a team that reflects what you know the company needs.”
Anne Mulcahy, CEO, Xerox
Self-Management Competency
Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing
Part V; Leading