1st Lecture BBA Intro - Main

8/2/2019 1st Lecture BBA Intro - Main

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Part 1: IntroductionPart 1: Introduction

INTRODUCTION


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L E A R N I N G O U T C O M E S

After reading this chapter, You will be

able to:

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1. Describe the difference betweenmanagers and operative employees.

2. Explain what is meant by the termmanagement.

3. Differentiate between efficiency andeffectiveness.

4. Describe the Five primary processes ofmanagement.

5. Classify the three levels of managers andidentify the primary responsibility of

each group.


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L E A R N I N G O U T C O M E S

(contd)

After reading this chapter, you will be ableto:

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6. Summarize the essential roles

performed by managers.

7. Describe the four general skillsnecessary for becoming a successfulmanager.

8. Describe the value of studyingmanagement.

9. Identify the relevance of popularhumanities and social science courses tomanagement practices.


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Organizations

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Organization

A systematic arrangement of people broughttogether to accomplish some specific purpose(that individuals independently could notaccomplish alone); applies to all organizations

for-profit as well as not-for-profit organizations.Where managers work (manage)

Common characteristics

Have a distinct purpose (Goal)Have a deliberate structureComposed ofpeople


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Common Characteristics of Organizations

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EXHIBIT 1.1


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People Differences

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Operatives / Non ManagerialemployeesPeople who work directly on a job or task

and have no responsibility for overseeing

the work of others

ManagersIndividuals in an organization who direct

the activities of others


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Organizational Levels

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EXHIBIT 1.2

/ Operatives


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Identifying Managers

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First-line managers

Supervisors responsible for directing the day-to-day activities ofoperative employees.

Managers who supervise and coordinate the activities of operatingemployees.

Middle managers

Individuals at levels of management between the first-line manager

and top management.Largest group of managers in organizations who are primarily

responsible for implementing the policies and plans of topmanagers. They also supervise and coordinate the activities of lowerlevel managers.

Top managers Individuals who are responsible for making decisions about the

direction of the organization and establishing policies that affect allorganizational members.

The relatively small group of executives who manage the overall

organization. They create the organizations goals, overall strategy,and o eratin olicies.


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Organizational Resources

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HUMAN RESOURCESManagerial talent and labour

FINANCIAL RESOURCESCapital investments to support ongoing and

long-term operations

PHYSICAL RESOURCESRaw materials; office and

production facilities,and equipment

INFORMATIONUsable data, information linkages


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OrganizationsORGANIZATION HUMAN

RESOURCESFINANCIAL

RESOURCESPHYSICAL

RESOURCESINFORMATIONRESOURCES

Shell Oil DrillingWorkersCorporateExecutives

ProfitShareholdersInvestment

RefineriesOffice Building

Sales ForecastOPEC updates

University ofPeshawar

FacultySecretarial

Staff

HEC GrantStudents fee

Alumnicontributions

ComputersCampus

FacilitiesVehicles

ResearchReports

GovernmentPublications

CityGovernmentPeshawar

PoliceOfficersMunicipal

employees

ProvincialGovernmentGrant

Tax revenue

MunicipalBuildingVehicles

SanitationEquipment

EconomicForecastCrime Statistics

Health Updates

24/7 SuperStore

Sales MenStore KeeperCashier

ProfitOwnerInvestments

Store BuildingShelvesFreezers

Pricelist fromSuppliersNewspapers

ads forcom etition


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Management Defined

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ManagementA set of activities directed at an organizations

resources with the aim of achieving organizationalgoals in an efficient and effective manner.

The process of getting things done, effectivelyand efficiently, through and with other people

EfficiencyDOING THINGS RIGHTGetting the most output for the least inputs

Means doing the thing correctly; refers to the relationshipbetween inputs and outputs; seeks to minimize resourcecosts

EffectivenessDOING THE RIGHT THINGSAttaining organizational goals


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EFFICIENTLYUsing resources wisely andUsing resources wisely and

in a cost-effective wayin a cost-effective way

EFFECTIVELYEFFECTIVELYMaking the right decisions andMaking the right decisions and

successfully implementing themsuccessfully implementing them

AndAnd


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Effectiveness and Efficiency in Management

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EXHIBIT 1.3


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Management Process Activities

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EXHIBIT 1.4

Management

process:

1.Planning

2.Organizing

1.Staffing

1.Leading and

2.Controlling

STAFFING


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Management Process

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PlanningPredetermining a course of action for

accomplishing organizational objectives.Includes defining goals, establishing strategy, and

developing plans to coordinate activities.

OrganizingArranging the relationships among work units for

accomplishment of objectives and the granting ofresponsibility and authority to obtain those

objectives.Includes determining what tasks to be done, who is

to do them, how the tasks are to be grouped, whoreports to whom, and where decisions are to be

made


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Management Process

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StaffingSelecting and training people for positions in the

organization.

Leading (Directing)Creating an atmosphere that will assist and

motivate people to achieve desired end results.Includes motivating employees, directing the

activities of others, selecting the most effectivecommunication channel, and resolving conflicts

ControllingEstablishing, measuring, and evaluating

performance of activities toward plannedobjectives.

The process of monitoring performance,


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Kinds of Managers by Leveland Area

Marke

ting

Administra

tion

Othe

r

Human

resources

Operations

Finance

Middle managers

Areas of Management

Levels of Management

First-line managers

Top managers


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Mintzbergs Managerial Roles

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INTERPERSONALFigureheadLeaderLiaison

INFORMATIONALMonitorDisseminatorSpokesperson

DECISIONALEntrepreneurDisturbance handerResource allocatorNegotiator

EXHIBIT 1.5


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Ten Basic Managerial Roles

Category Role Sample Activities

Interpersonal Figurehead Attending ribbon-cutting ceremony for new plantLeader Encouraging employees to improve productivityLiaison Coordinating activities of two projects

Informational Monitor Scanning industry reports to stay abreast of

developmentsDisseminator Sending memos outlining new organizationalinitiatives

Spokesperson Making a speech to discuss growth plans

Decisional Entrepreneur Developing new ideas for innovationDisturbance

handler

Resolving conflict between two subordinates

Resource allocator Reviewing and revising budget requestsNegotiator Reaching agreement with a key supplier or labor

union


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Is The Managers JobUniversal?

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Level in the organizationDo managers manage differently based on where they

are in the organization?

Profit versus not-for-profit

Is managing in a commercial enterprise different thanmanaging in a non-commercial organization?

Size of organizationDoes the size of an organization affect how managers

function in the organization?

Management concepts and national bordersIs management the same in all economic, cultural,

social and political systems?


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Distribution of Time per Activity byOrganizational Level

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EXHIBIT 1.6Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,The Job(s) of Management, Industrial Relations 4, No.2 (1965), p.103.


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Importance of

Managerial Roles inSmall and LargeBusinesses

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EXHIBIT 1.7Source: Adapted from J. G. P. Paolillo, The Managers Self Assessments of Managerial Roles:Small vs. Large Firms,American Journals of Small Business, JanuaryMarch 1984, pp.6162.


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General Skills for Managers

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Conceptual skillsA managers mental ability to coordinate all of

the organizations interests and activities

Interpersonal/Human skills

A managers ability to work with, understand,mentor, and motivate others, both individuallyand in groups

Technical skillsA managers ability to use the tools, procedures,

and techniques of a specialized fieldPolitical skillsA managers ability to build a power base and

establish the right connections


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Exhibit 15 Skills Needed at Different Management Levels


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Specific Skills for Managers

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Behaviors related to a managerseffectiveness:Controlling the organizations environment

and its resources.

Organizing and coordinating.Handling information.Providing for growth and development.Motivating employees and handling conflicts.

Strategic problem solving.

MANAGEMENT CHARTER INITIATIVE COMPETENCIES FOR MIDDLE


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MANAGEMENT CHARTER INITIATIVE COMPETENCIES FOR MIDDLEMANAGERS

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1. Initiate andimplement changeand improvement inservices, products,and systems.

2. Monitor maintain, and

improve service andproduct delivery.

3. Monitor and controlthe use of resources.

4. Secure effectiveresource allocationfor activities andprojects.

5. Recruit and select

6. Develop teams,individuals, and self

to enhanceperformance.

7. Plan, allocate, andevaluate work carriedout by teams,individuals and self.

8. Create, maintain, andenhance effectiveworking

relationships.

9. Seek, evaluate, andorganize informationfor action.

10.Exchange information


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How Much Importance Does TheMarketplace Put On Managers?

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Good (effective) managerial skills are ascarce commodity.Managerial compensation packages are one

measure of the value that organizations placeon them.Management compensation reflects the market

forces of supply and demand.

Management superstars, like superstar athletes inprofessional sports, are wooed with signing bonuses,interest-free loans, performance incentive packages,and guaranteed contracts.


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Why Study Management?

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We all have a vested interest in improvingthe way organizations are managed.Better organizations are, in part, the result of

good management.

You will eventually either manage or bemanagedGaining an understanding of the management

process provides the foundation for

developing management skills and insight intothe behavior of individuals and theorganizations.


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Management: Science or Art?Science of Management

Assumes that problems can be approachedusing rational, logical, objective, andsystematic ways.Requires the use of technical, diagnostic, and

decision-making skills and techniques to solveproblems.

Art of ManagementDecisions are made and problems solved

using a blend of intuition, experience, instinct,and personal insights.Requires the use of conceptual,

communication, interpersonal, and time-management skills to successfully accomplish

the tasks associated with managerial


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How Does Management Relate ToOther Disciplines?

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AnthropologyAnthropology

EconomicsEconomics PhilosophyPhilosophy

Political SciencePolitical Science PsychologyPsychology

SociologySociology

ManagementManagement

Managing in Organizations


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Managing in OrganizationsFor-profit OrganizationsLarge businesses

Industrial firms, commercial banks, insurancecompanies, retailers, transportation companies,utilities, communication companies, serviceorganizations

Small businesses and start-up businessesInternational management

Not-for-profit OrganizationsGovernmental organizationslocal, state, and

federalEducational organizationspublic and private

schools, colleges, and universitiesHealthcare facilitiespublic hospitals and

HMOsNontraditional settingscommunity, social,


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Terms to Knowmanagerfirst-line managers

middle managers

top managers

management

efficiency

effectiveness

planningorganizing

leading

controlling

management rolesinterpersonal roles

informational roles

decisional roles

technical skills

human skills

conceptual skills

organizationuniversality of

management

1st Lecture BBA Intro - Main

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