INTRODUCTION TO

MANAGEMENT AND
ORGANIZATIONS
(Chapter-I)

Dr. Rafique Ahmed Khan

03212386601
rak@bimcs.edu.pk
 Managers and their Job
• A manager is a person who coordinates and
oversees the work of other people in order to
accomplish organizational goals.

• Managers are the individuals who achieve goals

through other people.

Managerial Activities:

• Make decisions
• Allocate resources
• Direct activities of others to attain goals
 Classification of Managers
• Top Managers: Managers at or near the upper level
of the organization structure who are responsible for
making organization-wide decisions and establishing
the goals & plans that affect the entire organization.

• Middle Managers: Managers between lowest level

and top level of the organization, who manage the
work of first line managers.

• First-line Managers: Managers at the lowest level

who manage the work of non-managerial employees
and are directly or indirectly involved in producing
products or rendering services.
 What is Management?
Management refers to coordination and oversight of the
work activities of others so that their activities are
completed efficiently and effectively.

• Efficiency: It refers to getting the most output from

the least amount of inputs; also known as “doing things
right”. It is concerned with means to ends.

• Effectiveness: It refers to completing the task as per

expectations and quality standards so that
organizational goals are achieved; also known as
“doing right things ”. It is concerned with end results.
• Management strives for both Efficiency (low expense
of resources) and Effectiveness (high goal
achievement).
 Management Functions

Planning Organizing

Management
Functions

Controlling Leading
 Management Functions
• Planning. A management function that involves
defining goals, establishing strategies for achieving
those goals, and developing plans to integrate and
coordinate activities.

• Organizing. A management function that involves

determining what tasks are to be done, how tasks are
to be grouped, who reports to whom, and where
decisions are to be made.

• Leading. A management function that includes

motivating subordinates, directing others, selecting
the most effective communication channels, and
resolving conflicts.
 Managerial Functions

• Controlling. A management function that involves

monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
 Managerial Roles
Roles are the specific categories of managerial
behaviors which are required to be displayed at work
place.

• Interpersonal role: A managerial role that involves

people and other duties that are ceremonial and
symbolic in nature.

• Informational role: A managerial role that involves

collecting, receiving and disseminating information.

• Decisional role: A managerial role that revolves

around making choices.
 Interpersonal Role
ROLE DESCRIPTION EXAMPLE
 Figurehead A symbolic head; Handles ceremonies,
performs a number of signing of documents
duties of legal/ social
nature.

 Leader Is responsible for Performs managerial

motivation & direction of activities involving
subordinates. subordinates

 Liaison Maintains a network of Acknowledges mail,

outside contacts to get external board work.
favor & information.
 Informational Role
ROLE DESCRIPTION EXAMPLE
 Monitor Receives wide variety of Handles all mail &
information; acts as contacts related to
centre of internal/ receipt of information.
external information.

 Disseminator Transmits info received Disseminates info to all

from outsiders or internally & makes
subordinate members of verbal contacts for it.
the organization.

 Spokesperson Transmits info to Attends board meeting;

outsiders on org plans, handles contacts to
actions, policies, results. transmit info to outside.
 Decisional Role
ROLE DESCRIPTION EXAMPLE

Entrepreneur Searches organization and its Holds ‘strategy and review’

environment for opportunities sessions involving initiation
and initiates projects to bring or design of improvement
out change. projects.

Disturbance Is responsible for corrective Holds ‘strategy and review’

handler action when organization faces sessions involving
important, unexpected disturbances and crisis.
disturbances.

Resource Makes or approves significant Handles scheduling;

organizational decisions. requests for authorization;
Allocator
budgeting; the programming
of subordinates’ work.
Negotiator Is responsible for representing
the organization at major Handles contract and other
negotiations. similar negotiations.
 Skills That Managers Need

Technical Conceptual Human

 Managerial Skills
• Technical Skills. The ability to apply specialized
knowledge, expertise & techniques needed to work
proficiently.

• Conceptual Skills. The ability to think, analyze and

conceptualize about abstract & complex situations.

• Human Skills. The ability to work well with others;

understand and inspire other people, both individually
and in groups.
Managerial Skills
 What is an Organization?
• A deliberate arrangement of people to accomplish
some specific purpose. Hence three common
characteristics of an organization are, People,
Deliberate structure and Distinct purpose.

• A consciously coordinated social unit, composed of

two or more people, that functions on a relatively
continuous basis to achieve a common goal or a set
of goals, and where people have:

• Structured patterns of interaction

• Coordinated tasks
• Work toward some purpose
 Why Manager’s Job is Changing
Manager’s job is changing due unavoidable
environmental changes, as discussed below:

• Changing Technology (Digitization):

• Shifting organizational boundaries

• Virtual workplaces

• More mobile workforce

• Flexible work arrangements

• Empowered employees

• Work life – Personal life balance

 Why Manager’s Job is Changing
Changing Securities Threats:

• Risk management

• Uncertainty over future energy resources/prices

• Restructures workplace

• Discrimination concerns

• Globalization concerns

• Employee assistance
 Why Manager’s Job is Changing
Increased Emphasis on Organizational and Managerial
Ethics:
• Redefined values
• Rebuilding trust
• Increased accountability

Increased Competitiveness:
• Customer service
• Innovation
• Globalization
• Efficiency / productivity
 Why to Study Management?
Universality of Management: The reality that manage-
ment is needed in all types and sizes of organizations,
at all organizational levels, in all organizational areas,
and in organization no matter where located.
All Sizes
Small Large

All areas
Manufacturing,
Management All Types
Marketing, HR,
Accounting, IT is Needed in… Profit Not for profit
etc.

All levels
Bottom Top
 Rewards and Challenges of a Manager
Rewards Challenges
• Create a work environment where • Do hard work.
employees can do their best. • May have duties that are
• Think creatively & use more clerical in nature
imagination. than managerial.
• Help others find meaning & • Have to deal with variety
fulfillment in work. of personalities.
• Support, coach and nurture • Often have to make do
others. with limited resources.
• Work with a variety of people. • Motive workers in
• Receive recognition and status in chaotic and uncertain
organization and community. situations.
 Rewards and Challenges of a Manager
Rewards Challenges
• Play a role in influencing • Blend knowledge, skills,
organizational outcomes. ambitions & experiences
of a diverse work group.
•Receive compensation in the form
of salaries, bonuses and stock • Success depends on
options. others work performance.

• Good managers are needed by

organizations.
THANKS