Principles of ManagementMGT 301Muhammad Jameel Qazi

Management: A Competency Base Approach

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Chapter 1Managing in a Dynamic Environment

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

Introductory Concepts: What Are Managerial Competencies?Competency a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectivenessManagerial 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

Why are Managerial Competencies Important?You need to use your strengths to do your bestYou need to know your weaknessesYou need developmental experiences at work to become successful leaders and address your weaknessYou probably like to be challenged with new learning opportunitiesOrganizations do not want to waste human resourcesGlobalization deregulation, restructuring, and new competitors add to the complexity of running a business

A Model of Managerial Competencies(adapted from Figure 1.1)TeamworkCompetencyGlobalAwarenessCompetencyStrategicActionCompetencyPlanning andAdministrationCompetencySelf-ManagementCompetencyCommunicationCompetency

A Model of Managerial Competencies(adapted from Figure 1.1)TeamworkCompetencyGlobalAwarenessCompetencyStrategicActionCompetencyPlanning andAdministrationCompetencySelf-ManagementCompetencyCommunicationCompetencyManagerialEffectiveness

What Is An Organization?A formal and coordinated group of people who function to achieve particular goalsThese goals cannot be achieved by individuals acting aloneAn organization has a structure, discussed in depth in Chapter 11

Characteristics of an OrganizationAn organization has a structure.

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

ManagementOrganizationTwo or more people who work together in a structured way 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 ManagementTo 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 organizations goals.

ManagementManagement 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.

Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or productionFocus on technical areas of expertiseUse communication, planning and administration, teamwork and self-management competencies to get work doneFunction: A classification referring to a group of similar activities in an organization like marketing or operations.

General Managers: responsible for the operations of more complex unitsfor example, a company or divisionOversee work of functional managersResponsible for all the activities of the unitNeed to acquire strategic and multicultural competencies to guide organization(contd)Many Other types of managers

Basic Managerial Functions (adapted from Figure 1.2)

Management Process and Goal Attainment

Management and Organizational Resources

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.

PlanningDetermining organizational goals and means to reach themManagers plan for three reasonsEstablish an overall direction for the organizations futureIdentify and commit resources to achieving goalsDecide which tasks must be done to reach those goalsDiscussed in depth in Chapter 7 & 8

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

OrganizingProcess of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the companyIncludes 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 organizations goalsCrucial element in all functionsDiscussed throughout the book and in depth in Chapter 15Dynamics of Leadership

1. Gather information that measures recent performance2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards

Controlling

Process by which a person, group, or organization consciously monitors performance and takes corrective action

Discussed in depth in Chapter 10

Basic Levels of Management (adapted from Figure 1.3)Top Managers

Middle Managers

First-Line Managers

Nonmanagers

Top ManagersResponsible for providing the overall direction of an organizationDevelop goals and strategies for entire organizationSpend most of their time planning and leadingCommunicate with key stakeholdersstockholders, unions, governmental agencies, etc., company policiesUse of multicultural and strategic action competencies to lead firm is crucial

Levels of Management

First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisorsMiddle Managers:Coordinate employee activitiesDetermine which goods or services to provideDecide how to market goods or services to customersAssistant Manager, Manager (Section Head)Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President

First-line ManagersDirectly responsible for production of goods or servicesEmployees who report to first-line managers do the organizations workSpend little time with top managers in large organizationsTechnical expertise is importantRely on planning and administration, self-management, teamwork, and communication competencies to get work done

Middle ManagersResponsible for setting objectives that are consistent with top managements goals and translating them into specific goals and plans for first-line managers to implementResponsible for coordinating activities of first-line managersEstablish target dates for products/services to be deliveredNeed to coordinate with others for resourcesAbility to develop others is importantRely on communication, teamwork, and planning and administration competencies to achieve goals

Management Level and Skills

Introductory Concepts: What Are Managerial Competencies?Competency a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectivenessManagerial 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

Six Core Managerial Competencies:What It Takes to Be a Great ManagerCommunication CompetencyPlanning and Administration CompetencyTeamwork CompetencyStrategic Action CompetencyMulticultural CompetencySelf-Management Competency

Communication CompetencyAbility to effectively transfer and exchange information that leads to understanding between yourself and othersInformal CommunicationUsed to build social networks and good interpersonal relationsFormal CommunicationUsed to announce major events/decisions/ activities and keep individuals up to dateNegotiationUsed 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 doneInformation gathering, analysis, and problem solving from employees and customersPlanning and organizing projects with agreed upon completion datesTime managementBudgeting and financial management

Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordinationDesigning teams properly involves having people participate in setting goalsCreating a supportive team environment gets people committed to the teams goalsManaging team dynamics involves settling conflicts, sharing team success, and assign tasks that use team members strengths

Strategic Action CompetencyUnderstanding the overall mission and values of the organization and ensuring that employees actions match with themUnderstanding how departments or divisions of the organization are interrelatedTaking key strategic actions to position the firm for success, especially in relation to concern of stakeholdersLeapfrogging competitors

SnapshotSony 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

Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nationsCultural knowledge and understanding of the events in at least a few other culturesCultural openness and sensitivity to how others think, act, and feelRespectful of social etiquette variationsAccepting of language differencesMulticultural Competency

Self-Management Competency Developing yourself and taking responsibility Integrity and ethical conduct Personal drive and resilience Balancing work and life issuesSelf-awareness and personal development activities

SnapshotMy 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, XeroxSelf-Management Competency

Learning Framework for ManagingPart I: Overview of ManagementPart II: Managing the EnvironmentPart III: Planning and ControlPart IV: OrganizingPart V; Leading

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