Managment ion

8/9/2019 Managment ion

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PeshgamPeshgam

Institute of HigherInstitute of HigherEducationEducation

Basic ManagementBasic Management

BBABBACourse Code BBA 503Course Code BBA 503


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Lesson PlanLesson Plan

Tuesday, 29/07/08Tuesday, 29/07/08

IntroductionIntroduction LectureLectures self introductions self introduction Course outline:Course outline:

-- Quizzes, assignments, final test and markingsQuizzes, assignments, final test and markings

Overall objective and importance of managementOverall objective and importance of management

15 minutes15 minutes

Chapter OneChapter One 1. Definition of management1. Definition of management2. What is the environment of business2. What is the environment of business

3. What is a system and types of it3. What is a system and types of it

4. What the business ecology means4. What the business ecology means


Chapter oneChapter one 1. Inputs, process & outputs1. Inputs, process & outputs2. Types of environment2. Types of environment

3. Environmental forces3. Environmental forces


ClosingClosing Closing and attendanceClosing and attendance 5 minutes5 minutes


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Know your TrainerKnow your Trainer

Muhammad Iqbal AmanMuhammad Iqbal Aman

Trains in;Trains in;

Management, OB, HRM, Economics, PH, HM,Management, OB, HRM, Economics, PH, HM,

LeadershipLeadership

Works at;Works at;

HRM, Public Health coordination,HRM, Public Health coordination,

Health system developmentHealth system development

AMI,UNICEF,AKDAMI,UNICEF,AKD--AKUSON, OPM, REACHAKUSON, OPM, REACH--MSH,MSH,TechTech--Serve _MSHServe _MSH

Formal Education;Formal Education;

MD from Balkh Medical Faculty (1993MD from Balkh Medical Faculty (1993--1999)1999)

DBA from Kardan Institute of BusinessDBA from Kardan Institute of Business

& Administation(2005& Administation(2005--2006)2006)MPHMPH--HM from UNSWHM from UNSW-- SydneySydney--AustraliaAustralia

(2006(2006--2007)2007)

Contact:Contact:

[email protected][email protected]

www.kardan.afwww.kardan.af
http://www.kardan.af/http://www.kardan.af/http://www.kardan.af/


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Course OutlineCourse Outline

First SemesterFirst Semester

ChaptChapt

er Noer No11

22

55

66

77

88

11111313

Final examFinal exam

Q. NoQ. No1,21,2

3,43,4

5,65,6

7,87,8

99

1010

11111212

Chapter HeadingChapter Heading

The Environment of the BusinessThe Environment of the Business

The Nature and Meaning of ManagementThe Nature and Meaning of Management

The Planning FunctionThe Planning Function

The Organizational FunctionThe Organizational Function

The Controlling FunctionThe Controlling Function

The Staffing FunctionThe Staffing Function

Motivation EmployeesMotivation Employees

Participation in OrganizationParticipation in Organization

BookBook EditionEdition AuthorAuthor

ManagementManagement 1111thth Joseph M Putti

AssigAssig

..QuizsQuizs C. Part./Attend Mid term T Total T. exam Final eval. PassC. Part./Attend Mid term T Total T. exam Final eval. Passing marksing marks

1010 1010 5 25 50 505 25 50 50 100 60%100 60%

Joseph M Putti

Final Examination Question PaperFinal Examination Question Paper Required: 9 review questions out of 12Required: 9 review questions out of 12


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Overall objective & Importance ofOverall objective & Importance of

ManagementManagementTo get an exposure to :To get an exposure to :

How to participate in organizationsHow to participate in organizations

How to manage productivityHow to manage productivity What are effective management practicesWhat are effective management practices

The culture within and outside theThe culture within and outside theorganizationorganization


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What is Management?What is Management?

Management is the process of designing andManagement is the process of designing and

maintaining an environment in whichmaintaining an environment in which

individuals, working together in groups,individuals, working together in groups,

efficiently accomplish selected aimsefficiently accomplish selected aims


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The Environment of BusinessThe Environment of Business

Any business needs environmentAny business needs environment

The need for the environment required forThe need for the environment required forthe business has been neglectedthe business has been neglected

-- the business organization viewed in athe business organization viewed in aclosedclosed--systemsystem


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What is a system?What is a system?

A system is one which has interrelatedA system is one which has interrelated

parts and functions as a wholeparts and functions as a whole

Examples:Examples:

Human bodyHuman bodyAn organizationAn organization


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Types of systemsTypes of systems

Generally characterized as:Generally characterized as:

Closed & OpenClosed & Open


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Closed systemClosed system

It is all related to the external environmentIt is all related to the external environment

Consequences of closed systemConsequences of closed system

think of some examples.think of some examples.


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Open systemOpen system

Is one which is linked to its externalIs one which is linked to its external

environmentenvironment Contains social and technical aspectsContains social and technical aspects

The technical aspect affects:The technical aspect affects:-- inputs and outputsinputs and outputs

The social system determinesThe social system determineseffectiveness & efficiency of the utilizationeffectiveness & efficiency of the utilization

of technologyof technology


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Open system can be illustrated asOpen system can be illustrated as

belowbelow

Input

Labour, Rawmaterials,

Machineries,Finance, etc..

Process

Manufacturing

Output

ProductsAndServices

Environment


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InputsInputs

ManagementManagement

Labour ( time, energy, knowledge, skills)Labour ( time, energy, knowledge, skills) CapitalCapital

Attitudes and values of staff in organizationAttitudes and values of staff in organization Raw materialsRaw materials

FundsFunds InformationInformation


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ProcessProcess

Transformation process contributes toTransformation process contributes to

production and servicesproduction and services Transformation process can be variedTransformation process can be varied

between business doing production andbetween business doing production and

delivering servicedelivering service Planning, coordination, communicationPlanning, coordination, communication

and control are included in bothand control are included in both Transformation in production companiesTransformation in production companies

are of analytical and syntheticare of analytical and synthetic


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OutputsOutputs

ProductsProducts

ServicesServices

What are the advantages of outputs?What are the advantages of outputs?

What is really important about outputs?What is really important about outputs?


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Types of environmentTypes of environment

Type of EnvironmentType of Environment

a. Placid, randomizeda. Placid, randomized

b. Placid, clusteredb. Placid, clustered

CharacteristicsCharacteristics

Simple and static situationSimple and static situation

Minimum influence of theMinimum influence of the

environment on organizationsenvironment on organizations

Single and quite smallSingle and quite smallorganizations operate in suchorganizations operate in such

environmentsenvironments

Environment is still not changingEnvironment is still not changing

rapidly although it is possible to makerapidly although it is possible to make

probability estimates of relationshipprobability estimates of relationshipbetween cause and effectbetween cause and effect


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ContinuedContinued....

c. Disturbed,c. Disturbed,

reactivereactive

Under these conditions,Under these conditions,

organizations become hierarchicalorganizations become hierarchical

with centralized controlwith centralized control

Existence of number of similarExistence of number of similar

organizationsorganizations

Knowledge of competitions isKnowledge of competitions is

essentialessential


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ContinuedContinued

d. Turbulent field:d. Turbulent field: Dynamic and veryDynamic and very

disruptive environmentdisruptive environment

Greatly influences theGreatly influences the

internal organization andinternal organization and

managementmanagement

Heavy reliance on:Heavy reliance on:

research and developmentresearch and development

to meet competitiveto meet competitive

challengechallenge


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ContinuedContinued..

Stable environment:Stable environment:

Not much change, routineNot much change, routine

and greater degree ofand greater degree of

certaintycertainty

InIn--between Environment:between Environment:

Somewhat stable andSomewhat stable and

somewhat dynamicsomewhat dynamic

Organizations operating in thisOrganizations operating in this

environment have rigid formalenvironment have rigid formal

structure with routine operationsstructure with routine operations

Example: container manufacturingExample: container manufacturing

Organizations operating in thisOrganizations operating in this

environment face some stabilityenvironment face some stability

and some change. Theirand some change. Their

structures are not that rigid andstructures are not that rigid and

formal.formal.

Example: Food manufacturingExample: Food manufacturing


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Continued..Continued..

Dynamic Environment:Dynamic Environment:

Constantly facingConstantly facingchange, greater degreechange, greater degree

of uncertainty and theirof uncertainty and their

structures are lessstructures are lessformalformal

Organizations operatingOrganizations operating

in this environment facein this environment facegreater degree ofgreater degree of

change and to adapt tochange and to adapt to

these changes,these changes,Example: ChemicalExample: Chemical

industriesindustries

Think of more examplesThink of more examples

for each categoryfor each category


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Environmental ForcesEnvironmental Forces

LabourUnions

CompetitorsGovernment

Public

BusinessOrganizations

MaterialSuppliers

FinancialInstitutions

Owner

Stockholders

Customers

Managment ion

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