Introduction to Management-Week 1

8/13/2019 Introduction to Management-Week 1

1/29

Introduction to Management

Instructor: Syed M. Zubair Azam

1www.Twitter.com/syedzubairazam


2/29

Topics to be explored

1. What Management is? What its benefits are?

2. Seven challenges to being an exceptional

manager

3. What managers do?

4. Pyramid Power: Levels and areas of

Management

5. Roles managers must play successfully

6. The skills exceptional managers need 2www.Twitter.com/syedzubairazam


3/29

Management Defined

the pursuit of organizational goals efficiently

and effectively (Konicki & Williams, 2011).

Getting work done from others (Follet, M. P) The Processof Planning, organizing, leading

and controllingthe organizational resources to

meet/fulfill organizational goals effectively

and efficiently.



4/29

What is a Process?

Task 1

Task 2

Activity1

Task 1

Task 2

Activity2

Task 1

Task 2

Activity3

Output of Activity 1

Is

Input of activity 2

Output of Activity 2

Is

Input of activity 3

Process:combination of different activities arranged in a sequence.

Activity:Sequential or Random or concurrent Combination of different Tasks.

Task:a single work being performed.



5/29

What are organizational resources?

Financial resources

Physical resources

Human resources Informational resources



6/29

Organizational Goals

Short-term goals

Long-term goals

Goals necessary to achieve in order to becalled successful; (The Bottom-Line)

Profitability

Customer retention

Employee Happiness

Culture of continuous Improvement

Integrity6www.Twitter.com/syedzubairazam


7/29

Efficiency vs. Effectiveness

Effectivenessis simply

meeting the ends or goals

the organization is trying

to achieve. Effective organizations

achieve results, make the

right decisions, and

successfully carry them

out so that the goals are

achieved

Efficiencyis the means

(Resources)of attaining

the organizations goals.

It is simply achieving thegoals by using the

minimum level of Means

or resources.

Efficient organizationsuse

resources like people,

money, and raw materials

wisely and cost effectively 7www.Twitter.com/syedzubairazam


8/29

What Managers Do:

The Four Principal Functions

Figure: The Management Process 8www.Twitter.com/syedzubairazam


9/29

Rewards of Management

you can benefit from andmanagement by;



10/29

ORGANIZATIONS VALUE MANAGERS

Good managers create value through the multiplier

effectwhere their influence on the organization is

multiplied beyond what could be achieved by someone

acting alone

The rewards of being an exceptional manager typically

include good salaries and many benefits.

The CEO of Chesapeake Energy earned $112 million

(including a $77 million bonus) in 2008



11/29

Six Challenges To Being

A Star Manager

To be a star manager, you need to

1. manage for competitive advantage

2. manage for diversity in race, ethnicity, gender,and so on

3. manage for the effects of globalization

4. manage for the effects of information

technology

5. manage to maintain ethical standards

6. manage for the achievement of your own

happiness and lifetime goals 11

www.Twitter.com/syedzubairazam


12/29

CHALLENGE # 1: MANAGING FOR COMPETITIVE

ADVANTAGESTAYING AHEAD OF RIVALS

Competitive Advantage is the ability of anorganization to produce goods or services

more efficiently than competitors do, thereby

outperforming them

CompetitiveAdvantage

Quality

Speed

Dependability

Flexibility

Cost



13/29

CHALLENGE # 2: MANAGING FOR DIVERSITYTHE

FUTURE WONT RESEMBLE THE PAST

In the future, managers will be challenged to

maximize the contributions of employees that

are diverse in gender, age, race, and ethnicity.



14/29

CHALLENGE#3: MANAGING FOR GLOBALIZATION

THE EXPANDING MANAGEMENT UNIVERSE

Managing for globalization is a complex,

ongoing challenge.

It is important for managers to understand how

cultural differences affect an organization.

In Japan it is considered rude to look directly in

the eye for more than a few seconds, and in

Greece the hand-waving gesture commonly

used in America for goodbye is considered an

insult.



15/29

CHALLENGE # 4: MANAGING FOR

INFORMATION TECHNOLOGY



16/29

CHALLENGE #5: MANAGING FOR ETHICAL

STANDARDS

Pressure to meet sales, production, and other

targets can create ethical dilemmas for

managers .



17/29

CHALLENGE # 6: MANAGING FOR YOUR OWN

HAPPINESS AND LIFE GOALS

Managers need to consider whether meeting

the organizations challenges is also personally

fulfilling



18/29

Power Pyramids: Levels and Areas of

Management



19/29

Power Pyramid: Levels of Management

Top managersmake long-term decisions about theoverall direction of the organization and establishthe objectives, policies, and strategies for it

Middle managersimplement the policies andplans of the top managers above them andsupervise and coordinate the activities of the first-line managers below them

First line managers make short-term operatingdecisions, directing the daily tasks of non-managerial personnel



20/29

Power Pyramid: Areas of Management

Functional managersare responsible for just

one organizational activity for example

Director of Finance

general managers are responsible for several

organizational activities like Executive Vice

President



21/29

Managerial Roles

Henry Herzberg, in 1960, observed 5 ChiefExecutives for 1 week.

"There was no break in the pace of activity

during office hours, The mail (average of 36pieces per day), telephone calls (average offive per day), and meetings (average ofeight) accounted for almost every minutefrom the moment these executives enteredtheir offices in the morning until theydeparted in the evening."



22/29


23/29

Managerial Roles

Interpersonal roles (figurehead, leader, andliaison) involve managers interacting withpeople inside and outside their work units

Informational roles (monitor, disseminator,and spokesperson) require managers to receiveand communicate information

Decisional roles (entrepreneur, disturbancehandler, resource allocator, and negotiator)require managers to make decisions to solveproblems or take advantage of opportunities



24/29

1. Interpersonal Roles

In your figurehead role, you show visitors aroundyour company, attend employee birthday parties,and present ethical guidelines to yoursubordinates. In other words, you performsymbolic tasks that represent your organization.

Figurehead

Role

In your role of leader, you are responsible forthe actions of your subordinates, since theirsuccesses and failures reflect on you. Yourleadership is expressed in your decisions abouttraining, motivating, and disciplining people.

Leadership

Role

In your liaison role, you must act like apolitician, working with other people outsideyour work unit and organization to developalliances that will help you achieve yourorganization's goals.

Liasion Role



25/29

Informational Roles

As a monitor, you should be constantly alert for usefulinformation, whether gathered from newspaper storiesabout the competition or gathered from snippets ofconversation with subordinates you meet in the hallway.Monitor Role

Workers complain they never know what's going on?That probably means their supervisor failed in the roleof disseminator. Managers need to constantlydisseminate important information to employees, as viae-mail and meetings.

Disseminator

Role

You are expected, of course, to be a diplomat, to put thebest face on the activities of your work unit ororganization to people outside it. This is theinformational role of spokesperson.

Spokesperson

Role



26/29

Decisional Roles

A good manager is expected to be an

entrepreneur, to initiate and encourage changeand innovation.EntrepreneurRole

Unforeseen problems-from product defects tointernational currency crises-require you be a

disturbance handler, fixing problems.

Disturbance

Handler

Because you'll never have enough time, money,and so on, you'll need to be a resource allocator,setting priorities about use of resources.

Resource

Allocator To be a manager is to be a continual negotiator,

working with others inside and outside theorganization to accomplish your goals.Negotiator Role



27/29


28/29

Skills, Exceptional Managers need

Good managers need to have

technical skills -the ability to perform a specific

job

conceptual skills -the ability to think

analytically and

human skills -the ability to interact with others



29/29

Assignment 1

Written Assignment: Explain the difference

between an Entrepreneur and a Manager.

Last Date of Submission

21-Fabruary-2014 (Friday).

Article to be studied: Five Forces Model

shaping the global economy

NO Plaigerism please, otherwise assignment will be

rejected


Introduction to Management-Week 1

Documents

Transcript of Introduction to Management-Week 1