2-Lectures Chapter 1

7/31/2019 2-Lectures Chapter 1

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Principles of

Management

MGT 301

Muhammad Jameel Qazi

Webpage, Blog, Wiki, email

http://faculty.kfupm.edu.sa/MGM/jamilqaz/

http://mgt301.pbwiki.com/

http://mgt301.blogspot.com/

mgt301.072@gmail.com

Learning Objectives

Define Managers And Management.

Explain What Managers Do.

Describe The Competencies Used InManagerial Work And Assess Your CurrentCompetency Levels.

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 becomesuccessful 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 ManagerialCompetencies(adapted from Figure 1.1)

Teamwork Competency

Global

AwarenessCompetency

Strategic

ActionCompetency

Planning and

AdministrationCompetency

Self-Management

Competency

Communication

Competency

A Model of ManagerialCompetencies(adapted from Figure 1.1)

Teamwork Competency

Global

AwarenessCompetency

Strategic

ActionCompetency

Planning and

AdministrationCompetency

Self-Management

Competency

Communication

Competency

Managerial

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

Organization An organization has a structure.

An organization consists of a group of people striving to reach goals thatindividuals acting alone could not achieve.

Management

Organization

Two or more people who work together in a structuredway to achieve a specific goal or set of goals.

GoalsPurpose that an organization strives to achieve;

organizations often have more than one goals, goals are

fundamental elements of organization.

The Role of Management

To guide the organizations towards goal

accomplishment

- People responsible for

directing the efforts aimed

at helping organizations

achieve their goals.

- A person who plans,organizes, directs and

controls the allocation of

human, material, financial,

and information resources

in pursuit of the

organization’s goals.

Management

Management refers to the tasks and activitiesinvolved in directing an organization or one of

its units: planning, organizing, leading, and

controlling. The process of reaching organizational goals by

working with and through people and other

organizational resources.

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 multiculturalcompetencies to guide organization

(cont’d)

Many Other types of managers

Basic Managerial Functions

(adapted from Figure 1.2)

Organizing

Planning

Controlling

Leading

Management Process and Goal Attainment

Management and OrganizationalResources

Planning involves tasks

that must be performed to

attain organizational goals,

outlining how the tasksmust be performed, and

indicating when they

should be performed.

Organizing means assigning the planned tasks tovarious individuals or groups within the

organization and cresting a 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 (Influencing) means guiding the activities

of the organization members in appropriate

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 performance

2. Compare present performance to pre-established standards

3. Determine modifications to meet pre-established standards

Controlling

Process by which a person, group,

organization consciously monitorsperformance and takes corrective

action

Discussed in depth in Chapter 10

Basic Levels of Management

(adapted from Figure 1.3)

TopManagers

Middle Managers

First-Line Managers

Nonmanagers

Levels of Management

First-line Managers: have direct responsibility forproducing goods or services Foreman, supervisors,

clerical supervisors

Middle Managers:

Coordinate employee activities

Determine which goods or services to provide

Decide how to market goods or services to customers

Assistant Manager, Manager (Section Head)

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

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-linemanagers

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

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

Management Level and Skills

Introductory Concepts: What Are

Managerial Competencies?

Competency – a combination of knowledge,

skills, behaviors, and attitudes that contribute topersonal effectiveness

Managerial Competencies – sets of knowledge,

skill, behaviors, and attitudes that a personneeds 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 informationthat leads to understanding between yourself and others

Informal Communication

Used to build social networks and good

interpersonal relations

Formal Communication

Used to announce major events/decisions/

activities and keep individuals up to date

Negotiation

Used 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 agreed

upon completion dates

Time management

Budgeting and financial management

Accomplishing tasks through small groups of

people who are collectively responsible and

whose job requires coordination

Designing teams properly involves having

people participate in setting goals

Creating a supportive team environment gets

people committed to the team’s goals

Managing team dynamics involves settling

conflicts, sharing team success, and assign tasks

that 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

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

2-Lectures Chapter 1

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