Principles of Management MGT 301

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Principles of ManagementMGT 301

• Muhammad Jameel Qazi

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Management A Competency Base Approach
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Methodology

• Lectures
• Videos
• Cases
• Presentations
• Discussions and debates
• Research reports
• Projects

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Webpage, Blog, Wiki, email

• http//faculty.kfupm.edu.sa/MGM/jamilqaz/
• http//mgt301.pbwiki.com/
• http//mgt301.blogspot.com/
• mgt301.072_at_gmail.com

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Chapter 1

• Managing in a Dynamic
• Environment

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Learning Objectives

• Define Managers And Management.
• Explain What Managers Do.
• Describe The Competencies Used In Managerial Work
  And Assess Your Current Competency Levels.

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Introductory Concepts What AreManagerial
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

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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
  become successful 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

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A Model of Managerial Competencies(adapted from
Figure 1.1)
Communication Competency
Teamwork Competency
Planning and Administration Competency
Global Awareness Competency
Strategic Action Competency
Self-Management Competency
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A Model of Managerial Competencies(adapted from
Figure 1.1)
Communication Competency
Managerial Effectiveness
Teamwork Competency
Planning and Administration Competency
Global Awareness Competency
Strategic Action Competency
Self-Management Competency
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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

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Characteristics of an Organization

• An organization has a structure.
• An organization consists of a group of people
  striving to reach goals that individuals acting
  alone could not achieve.

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Management
Organization Two or more people who work together
in a structured way to achieve a specific goal or
set of goals. Goals Purpose 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
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Manager
- 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 organizations goals.
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Management

• Management refers to the tasks and activities
  involved 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.

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What are the Types of Managers?

• Function A classification referring to a group
  of similar activities in an organization like
  marketing or operations.

• Functional Managers A manager responsible for
  just one organizational activity such as
  accounting, human resources, sales, finance,
  marketing, or production

• Focus on technical areas of expertise

• Use communication, planning and administration,
  teamwork and self-management competencies to get
  work done

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What are the Types of Managers?
(contd)

• General Managers responsible for the operations
  of more complex unitsfor example, a company or
  division

• Oversee work of functional managers
• Responsible for all the activities of the unit
• Need to acquire strategic and multicultural
  competencies to guide organization

• Many Other types of managers

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Basic Managerial Functions (adapted from Figure
1.2)
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Management Process and Goal Attainment
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Management and Organizational Resources
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Planning
Planning involves tasks that must be performed
to attain organizational goals, outlining how the
tasks must be performed, and indicating when they
should be performed.
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Planning

• Determining organizational goals and means to
  reach them
• Managers plan for three reasons

1. Establish an overall direction for the
   organizations future
2. Identify and commit resources to achieving goals
3. Decide which tasks must be done to reach those
   goals

• Discussed in depth in Chapter 7 8

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Organizing
Organizing means assigning the planned tasks to
various individuals or groups within the
organization and cresting a mechanism to put
plans into action.
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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

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Leading
Leading (Influencing) means guiding the
activities of the organization members in
appropriate directions. Objective is to improve
productivity.
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Leading

• Getting others to perform the necessary tasks by
  motivating them to achieve the organizations
  goals
• Crucial element in all functions
• Discussed throughout the book and in depth in
  Chapter 15Dynamics of Leadership

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Controlling
1. Gather information that measures recent
performance 2. Compare present performance to
pre-established standards 3. Determine
modifications to meet pre-established standards
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Controlling

• Process by which a person, group, ororganization
  consciously monitors performance and takes
  correctiveaction
• Discussed in depth in Chapter 10

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Basic Levels of Management (adapted from Figure
1.3)
Top Managers Middle Managers First-Line
Managers Nonmanagers
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Levels of Management

• First-line Managers have direct responsibility
  for producing 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

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First-line Managers

• Directly responsible for production of goods or
  services
• Employees who report to first-line managers do
  the organizations 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 done

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Middle Managers

• Responsible for setting objectives that are
  consistent with top managements goals and
  translating them into specific goals and plans
  for first-line managers to implement
• Responsible for coordinating activities of
  first-line managers
• 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

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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 stakeholdersstockholders,
  unions, governmental agencies, etc., company
  policies
• Use of multicultural and strategic action
  competencies to lead firm is crucial

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Management Level and Skills
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Introductory Concepts What AreManagerial
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

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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

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Communication Competency

• Ability to effectively transfer and exchange
  information that 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

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Planning and 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 from employees and customers

• Planning and organizing projects with agreedupon
  completion dates

• Time management

• Budgeting and financial management

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Teamwork Competency

• Accomplishing tasks through small groups
  ofpeople who are collectively responsible
  andwhose job requires coordination

• Designing teams properly involves havingpeople
  participate in setting goals

• Creating a supportive team environment gets
  people committed to the teams goals

• Managing team dynamics involves
  settlingconflicts, sharing team success, and
  assign tasksthat use team members strengths

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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

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Strategic Action Competency
Snapshot
Sony must sell off businesses that dont 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
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Multicultural Competency

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

• Cultural knowledge and understanding of the
  events in at least a few other cultures

• Cultural openness and sensitivity to how others
  think, act, and feel

• Respectful of social etiquette variations

• Accepting of language differences

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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

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Self-Management Competency
Snapshot
My strengths and weaknesses havent changed a
lot in 51 years. The important thing is to
recognize the things you dont do well and build
a team that reflects what you know the company
needs.
Anne Mulcahy, CEO, Xerox
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Learning Framework for Managing
Part I Overview of Management
Part II Managing the Environment
Part III Planning and Control
Part IV Organizing
Part V Leading