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PRINCIPLE OF MANAGEMENT FINAL PROJECT PRESENTATION

BBA(B)GROUP-1

ZEESHAN BUTT 021314061SAAD ARIF SAIR 021314054 SEHER NASEEM 021314052ANIQA TARIQ 021314074

RAZIA RAUF 0213140INZA TABASSUM 021314087

UOG Sialkot Campus

Hellriegel, Jackson, and SlocumMANAGEMENT: A Competency-Based ApproachSouth-Western College PublishingCopyright © 2002

Aniqa Tariq021314074


Sehar Naseem021314052


Basic managerial functions


Planning

Planning involves choosing tasks that must be

performed to attain organizational goals.

Outlining how the tasks must be performed.

indicating when they should be performed.


ORGANISING

• Assign staff to be accountable for each area.

• Divide the workload as equitably as possible.

• Delegate any authority necessary

to get the job done


LEADING

Leading requires managers to motivate

employees to achieve business objectives

and goals.

Leading also involves supervision

of employees and their work.


CONTROLLING

Gather information that measures performance

Compare present performance to pre established

performance norms.

Determine the next action plan and modifications for

meeting the desired performance parameters.


Zeeshan Butt021314061


What Are Managerial 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


A Model of Managerial Competencies

TeamworkCompetency

CommunicationCompetency

Planning and Administration Competency

Global Awareness

Competency

Strategic Action

CompetencySelf-

Management Competency

ManagerialEffectiveness


Basic Managerial Functions

Organizing

Planning Leading

Controlling


Dimensions of Communication Competency

Ability to effectively transfer and exchange information that leads to understanding between yourself and others

Informal Communication• Flexible and varies approach in different situations

Formal Communication• Writes clearly, concisely and effectively, using

traditional as well as electronic media

Negotiation• Skilled at developing relationships and exercising

influence in all directions


Dimensions of Planning & Administration Competency

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.

Planning and Organizing Project.

Time Management.

Budgeting and Financial Management.


Dimensions of Teamwork Competency

Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordination

Designing Teams Creating a Supportive Environment Managing Team Dynamics


Dimensions of Strategic Action Competency

Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them

Understanding the Industry Understanding the Organization Taking Strategic Actions


Dimensions of Global Awareness Competency

Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations

Cultural Knowledge and Understanding

Cultural Openness and Sensitivity


Dimensions of Self-Management Competency

Developing yourself and taking responsibility

Integrity and Ethical Conducts Balancing Work and Life Issues Self-Awareness and Development


Saad Arif Sair021314054


1. Study the way workers perform their tasks, gather all the informal job knowledge that workers possess and experiment with ways of improving how tasks are performed.

Time-and-motion study

Four Principles of Scientific Management (Frederick Taylor)


Four Principles of Scientific Management (Frederick Taylor)

2. Codify the new methods of performing tasks into written rules and standard operating procedures.


Four Principles of Scientific Management (Frederick

Taylor)3. Carefully select workers who possess skills and abilities

that match the needs of the task, and train them to perform the task according to the established rules and procedures.


Four Principles of Scientific Management (Frederick

Taylor)4. Establish a fair or acceptable level of performance for a

task, and then develop a pay system that provides a reward for performance above the acceptable level.


Razia Rauf0213140


THEORY’S( X,Y,Z)


CONTINUE…

Theory X(1950’s): Theory x states that workers are normally lazy they just want money and avoid hard work. Theory Y (1960’s): Theory y states that workers needs incentives ,

medical facilities and all such type of facilities which motivates

them than they will give us a full desired result. Theory Z (1980’s): Theory Z states that employees can work hard

in such a state when we empower them and allow them to work . So in such a that state they can give us a result according to our expectations.


Inza Tabasum021314087


Administrative Management Theory

Administrative Management Theory (Max Weber):

A formal system of organization and administration to ensure effectiveness and efficiency.


Administrative Management Theory

A manager’s formal authority derives from the position he holds in the organization.

People should occupy positions because of their performance, not because of their social standing or personal contacts.

The extent of each position’s formal authority and task responsibilities and it’s relationship to other positions should be clearly specified.

Authority can be exercised effectively when positions are arranged hierarchically, so employees know whom to report to and who reports to them.


Conclusion

Conclusion: It basically that a person who is responsible for all the

activities in an organization is known as manager .Holding different skills at different level.

Sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organization.

Organizational resources : Input Process output. Weber’s 4 principles of bureaucracy.