Principles of Management
16
Principles of Management Text Book Robbins, Stephen and Coulter, Mary Management 7 th Ed, Prentice Hall Inc. 2002 Bartol, Kathryn and Martin, David Management: 3rd Ed., McGraw-Hill Inc.2003 Lesson 1 Learning Objectives: After listening and reading this lecture we will be able to: Discuss what are management and its importance in daily life. Discuss historical background of Management. Discuss who is manager and what his responsibilities are. Overview Management o People o Purpose o Process Organizations o What is an organization o Types of organizations Historical Back ground of Management o The Egyptian Pyramid o Great China wall o Sydney opera house Managers Lesson 2 Learning Objectives After listening and reading this lecture we will be able to: Discuss why we study management Discuss how can you bring quality in an organization Discuss managerial roles in an organization Overview Who are managers? What do Managers do? o Planning o Organizing o Leading o Controlling What is Management? o People o Purpose o Process Why study Management Lesson 3 Learning Objectives At the end of this lecture we will be able to understand: The definition of Role 1 Syed Ahtasham ul haq.
-
Upload
syed-ahtasham-ul-haq -
Category
Documents
-
view
842 -
download
2
Transcript of Principles of Management
Principles of Management
Text Book
Robbins, Stephen and Coulter, Mary Management 7th Ed, Prentice Hall Inc. 2002
Bartol, Kathryn and Martin, David Management: 3rd Ed., McGraw-Hill Inc.2003
Lesson 1
Learning Objectives:
After listening and reading this lecture we will be able to:
Discuss what are management and its importance in daily life. Discuss historical background of Management. Discuss who is manager and what his responsibilities are.
Overview
Managemento People o Purposeo Process
Organizationso What is an organizationo Types of organizations
Historical Back ground of Managemento The Egyptian Pyramido Great China wallo Sydney opera house
ManagersLesson 2
Learning Objectives
After listening and reading this lecture we will be able to:
Discuss why we study management Discuss how can you bring quality in an organization Discuss managerial roles in an organization Overview Who are managers?
What do Managers do?o Planning o Organizing o Leading o Controlling
What is Management?o People o Purposeo Process
Why study ManagementLesson 3
Learning Objectives
At the end of this lecture we will be able to understand:
The definition of Role
What is Role of Management in Organization
Types of Roles performed by the Management
Overview
Definition Of Role
Management’s Role by Dr. Henry Mintzberg
1 Syed Ahtasham ul haq.
o Interpersonal Role o Informational Role
o Decisional Role
Interpersonal Role
o Figurehead o Leader
o Liaison
Informational Role
o Monitor o Disseminator
o Spokesperson
Decisional Role
o Entrepreneur o Disturbance Handler
o Resource Allocator o Negotiator
Lesson 4
Managerial Functions i.e. POLCA
Learning Objectives
At the end of this lecture we will be able to understand:
What POLCA stands for
Management Process
Difference between efficiency and Effectiveness
Mistakes Managers often make
Overview
POLCA as Functions:
o Planning o Organizing
o Leading o Controlling
o Assurance
Management Process
o Work Methods, Managerial Roles, and Managerial Work Agenda
o Application in both Profit and Non-Profit Organization
Efficiency
Effectiveness
Managerial Mistakes
o Incentives to Others: abrasive, intimidating, bullying style
o Cold, Aloof, Arrogant
o Betrayal of Trust
o Overly Ambitious: Thinking of next job, Playing Policies
o Specific Performance Problems with the business
o Over Managing: unable to delegate or build a team
o Unable to staff effectively
o Unable to think strategically
o Unable to adapt to boss with different style
o Over Dependence
2 Syed Ahtasham ul haq.
Lesson 5
Learning Objectives:
After listening and reading this lecture we will be able to:
Understand relation of management with other fields of study
Learn about the historical background of Management
Analyze different evolution of management theories
Overview
Management’s Connection to other Fields of Study
o Anthropology o Economics
o Philosophy o Political science
o Psychology o Sociology
Historical Background of Management
Pre-Classical Ideas
o Egyptian Pyramid o Division of Labor
o Industrial revolution
Early Management Ideas
o Robert Owen o Charles Babbage
o Henry E. Towne
Classical Ideas
o Scientific Management o Bureaucratic management
o Administrative management
Behavioral Theories
o Hawthorne Experiments o Human Relation Views
o Behavioral Science
Quantitative Approaches
o Operations Research o Operations Management
o MIS
Lesson 6
Learning Objectives
At the end of this lecture we will be able to understand:
What are Scientific Management Theories
Important Contributions in the Scientific Management
Hoe do Today’s Managers Use Scientific Management
Bureaucratic Management Theories
Max Weber’s Ideal Bureaucracy
Contribution of the Classical Viewpoint
Overview
Definition of Scientific Management
Important Contributions
o Frederick Winslow Taylor
3 Syed Ahtasham ul haq.
Four Principles of Management
o Frank and Lillian Gilbreth
Time and Motion Theory
o Henry L. Gantt
Incentive system and Social Responsibility of Business
Gantt Charts
How do Today’s Managers Use Scientific Management
o Raises the standard of Living
o Many tools and techniques are in use today
Definition of Bureaucratic Management Theories
Max Weber’s Ideal Bureaucracy
o Impersonality o Formal Rules & Procedures
o Well-defined Hierarchy o Specialization of Labor
o Career Advancement on basis of Merit
Contribution of the Classical Viewpoint
o Highlight the need for the scientific management
o Point out that work methods often can be improved through study
o Identifies a number of important principles that are useful in organization efficiently.
Lesson 7
Learning Objectives
After listening and reading this lecture we will be able to:
Discuss Fayol’s 14 Management Principles Discuss behavioral theories of management
Overview
Administrative Managemento Henri Fayol (1841-1925)
Fayol’s 14 principle of management
o Division of work o Authorityo Discipline o Unity of commando Unity of direction o Remunerationo Centralization o Scalar Chaino Order o Equityo Stability of tenure of personnel o Initiativeo Esprit de corps
Behavioral Theories
o Hawthorne Experiments o Human relation viewso Behavioral Science
Lesson 8
Learning Objectives
After listening and reading this lecture we will be able to:
Discuss the contributions of the early advocated of OB Discuss the contributions of the Hawthorne studies to the field of management Discuss Maslow’s hierarchy of need theory and McGregor’s theory X and Y
4 Syed Ahtasham ul haq.
Overview
Early Advocates
o Robert Owen o Hugo Munsterbergo Mary Parker Follett o Chester Barnard
Behavioral Viewpoint
o Hawthorne Experiments(1920-1930)
Maslow’s hierarchy of needs theory o Physiological needs o Safety needso Social needs o Esteem needso Self-actualization
Mc Gregor’s theory X and Y
o Theory X Work avoiding Need to control Avoid responsibility Workers seek security
o Theory Y Work is necessary Capable of self direction Seek responsibility Can make good decisions
Lesson 9
Learning Objectives:
After listening and reading this lecture we will be able to:
Learn about the Quantitative approach to Management.
Learn about the different branches of quantitative management.
Learn about the importance of contemporary viewpoints.
Learn about the Emerging views of management.
Overview
Quantitative Approaches to Management
How quantitative approaches help managers
Branches of Quantitative management
o Operations Research
o Operations Management
o Management Information System
Contemporary Viewpoints
o The System Theory
o Contingency Theory
Emerging Views
o Globalization
o Entrepreneurship
o Managing in an E-business World
E-business
E-commerce
5 Syed Ahtasham ul haq.
o Need for innovation and flexibility
o Quality Management System
o Learning Organization
o Knowledge Management
o Theory Z
Lesson 10
Learning Objectives:
After listening and reading this lecture we will be able to:
Understand the importance of a system.
Understand the system theory.
Learn about the characteristics of open and close system.
Overview
Managing Systems
o System
Open System
Close system
The System Theory
o Inputs o Transformation process
o Outputs o Feedback
Open versus close system
Characteristics of Open System
o Negative entropy o Synergy
Lesson 11
Learning Objectives:
At the end of this lecture we will understand:
What is environment The main types of environment
Types of External Environment Major elements of Mega Environment
What is Task Environment Elements of Task Environment
Organizational Relationship with stakeholders The Organizational Culture
Overview
Definition of Environment
Types of Environment
o External Environment o Internal Environment
External Environment
o Types of External Environment
The Mega environment The Task Environment
o Major elements of Mega Environment
Technological element Political Elements
Legal Political Elements Socio-cultural Elements
6 Syed Ahtasham ul haq.
International Elements
Task Environment
o Elements of Task Environment
Customers and clients Competitors
Suppliers Labor Supply
Government Agencies
Organizational Relationship with stakeholders
Internal Environment
o The Organizational Culture
Lesson 12
Learning Objectives:
At the end of this lecture we will be able to understand:
The Organizational Social Responsibility
o Social responsibility, Social Obligation, Social Responsiveness
Relationship between Social Responsibility and Economic Performance
Managerial Ethics
Moving towards improving Ethical Behavior
Different concepts of 21st Century
Overview
Organizational Social Responsibility
o Social Responsibility o Social obligation
o Social Responsiveness
Social Responsibility and Economic Performance
Managerial Ethics
o Utilitarian view of Ethics o Rights View of Ethics
o Theory of Justice view of Ethics o Integrative Social Contract theory
Towards improving Ethical Behavior
Different Concepts of 21st century
o Entrepreneurship o Managing in an E-Business World
o Globalization
Lesson 13
Learning Objectives:
At the end of this lecture we will understand:
What is Global Environment What Planning is all about
Overview
Global Environment
o Regional Trade Alliances
European Union (EU)
North American Free Trade Agreement (NAFTA)
7 Syed Ahtasham ul haq.
Association of Southeast Asian Nations (ASEAN)
South Asian Alliance for Regional Cooperation (SAARC)
o World trade Organization (WTO)
Definition of Planning
Why do managers Plan
o Purposes of Planning
Gives direction Reduces impact of changes
Reduces uncertainty Coordination among activities
Reduces overlapping and wasteful activities
Establish standards used in controlling
Lesson 14
Learning Objectives:
After listening and reading this lecture we will be able to:
Understand the importance of Decision Making
Differentiate between Decision Making and Decision Taking
Understand the Decision Making Process
Analyze different situations of Decision Making
Overview
Importance of Decision Making
Approaches to Decision Making
o Descriptive decision making o Normative decision making
Decision Making Process
o Define the problem o Gather information
o Identify and assess the Alternatives o Choose a course of Action
Decision Making Situations
o Certainty o Uncertainty
o Risk
Lesson 15
Learning Objectives:
At the end of this lecture we will learn:
Managers as a decision makers
Nature of managerial decision making
Different decision making models
Overview
Managers as a decision making body
Nature of managerial decision making
o Decision making
Crises problem Non-crises problems
Opportunity Problems
Models of Decision Making
8 Syed Ahtasham ul haq.
o Rational decision making o Non-Rational decision making
Rational decision Making
o Steps involved in rational decision making models
Identify the problem Identify the decision criteria
Allocate weight to criteria Develop alternatives
Analyze the alternatives Selection of alternatives
Choosing and implementing the course of action Evaluation of the decision’s
effectiveness
Lesson 16
Learning Objectives:
At the end of this lecture we will understand:
The Nature of Managerial Decision Making Types of Problems and Decisions
What are the general Organizational Situations Different Decision Making Styles
Overview
Nature of Managerial Decision Making
o Programmed decisions o Non-Programmed decisions
Types of Problems and Decisions
o Well Structured Problems and use of Programmed decision
Procedure Rule
Policy
o Poorly structured Problems and the use of Non-Programmed decisions
General Organizational Situations
o Higher level management and Poorly structured problems
o Lower level management and well structured Problems
o Some Decisions are based on the basis rationality, bounded rationality, or intuition
Decision making styles
o Individual’s way of thinking-------rational or intuitive and the other is individual’s tolerance for
ambiguity ------low or high
Four Decision Making Styles
Directive style Analytical style
Conceptual style Behavioral style
o Dominant style and alternate styles
Lesson 17
Learning Objectives:
At the end of this lecture we will understand:
Non Rationality Model Satisficing Models
Incremental Model Garbage-can decision making model
What is Group Decision Making
Different steps to avoid pitfalls of group decision making
Tactics to avoid pitfalls of groupthink
Overview
9 Syed Ahtasham ul haq.
Non Rationality Model
Satisficing Model
o Bounded Rationality
o Constraints of decision making process
Inadequate information Time and cost factor
Decision maker’s prejudices Limited human memory
Incremental Model
o Decisions are not based upon information
o More useful in short run rather than in long run
Garbage-can Model
o Personal interest are involved o Useful in the absence of strategic management
Group Decision Making
o Advantages o Disadvantages
Pitfalls of Group Decision Making
o Involve only relevant information o Groups should be heterogeneous
Tactics to avoid Group think
o Devil’s Advocates o Dialectical Inequity
Lesson 18
Learning Objectives:
At the end of this lecture we will understand:
Group decision Making Creativity Factor in decision making
Tactics to enhance Group Creativity Lateral Thinking vs. Vertical Thinking
Other decision Making Models Deming’s Tool for improvements and innovations
Overview
Group decision Making
o Advantages o Disadvantages
Tactics to avoid the pitfall of Group Thinking
o Devil’s advocates o Dialectical inequity
The creativity factors in decision making
o Creativity versus Innovation
Creativity Innovation
o Creativity requires
Convergent Thinking Divergent Thinking
o Creativity has three ingredients
Domain relevant skills Creativity relevant skills
Task motivation
o Creativity passes through different stages
Individual’s immersion Incubation
Illumination verification
Tactics to enhance Group Creativity
10 Syed Ahtasham ul haq.
o Brainstorming o Nominal Group Technique
Lateral vs. Vertical Thinking
Other decision Making Methods
o Delphi Method o Scenario Analysis
Deming’s Tool for Improvement and Innovation
Lesson 19
Learning Objectives:
At the end of this lecture we will understand:
Techniques for assessing Environment Forecasting
Suggestions for improving forecasting Methods of Forecasting
Delphi Method and Scenario Analysis Benchmarking
Overview
Techniques for assessing Environment
o Environmental Scanning o SWOT analysis
o Competitor Analysis
Forecasting
Suggestions for improving forecasting
o Use simple techniques o Compare every forecast
o Don’t rely on single result o Shorten the length of forecast
o Don’t assume that actual results are found
Methods of Forecasting
o Quantitative Forecasting o Qualitative Forecasting
o Judgmental Forecasting
Quantitative Forecasting
o Time Series Method o Explanatory or Casual Models
o Regression Method o Econometric Method
o Leading Indicators
Qualitative Forecasting
Judgmental Forecasting
o Jury of Executive opinion o Sale force composite
Benchmarking
Lesson 20
Learning Objectives:
At the end of this lecture we will understand:
Techniques for Allocating Resources Contemporary Planning Techniques
Other Planning Techniques
Overview
Techniques for Allocating Resources
o Budgeting
Revenue budget Cash budget
11 Syed Ahtasham ul haq.
Profit budget
Scheduling
o GANTT Chart o PERT analysis
o Breakeven analysis o Linear Programming
Contemporary Planning Techniques
o Project Management o Scenario Planning
Other Planning Techniques
o Queuing or waiting-line models o Simulation models
o Decision trees
Lesson 21
Learning Objectives:
At the end of this lecture we will understand:
What is Planning Why managers have to plan
How the managers plan The role of goals and plans in planning
The nature of Organizational Goals What are the three levels of Goals
Link of Goals and Plans
Overview
Definition of Planning
Why do managers plan
How do managers Plan
The role of goals and Plans
o Stated Goals o Real Goals
Nature of Organizational Goals
o Performance can be improved o Expectation can be improved
o Controlling function facilitated
Three levels of Goals
o Strategic Goals o Tactical Goals
o Operational Goals
Linkage of Goals and Plans
o Plans like Goals enter into a hierarchy of levels
Strategic plans Tactical plans
Operational plans
o Categories of Plans
Single use plans
Program Project
Standing Plans
Policy Procedures
o Relate to different Time horizon
o Promote innovation
12 Syed Ahtasham ul haq.
