Sharif College of Engineering and Technology, Lahore
Dept. of Natural Sciences.
Principles of Management
Introduction to Principles of Management
Lecturer B a b u r I q b a l
Email: baburlhr@gmail.com
1
Class Rules
✓ Come in time
✓ No disturbance during lecture
✓ Bring your text book, class notes, note book, pen
andcalculator
✓ DO NOT MISS YOUR QUIZ AND MID
EXAM
✓ No cell phone calls, No SMS
✓ Copying of assignments is strictly prohibited
✓ Meet the deadlines of assignments
✓ Maintain your attendance
Course name MGT211:Principles of Management
Lecturer Babur Iqbal
Credits 3 3-0
Pre- and co- 3rdYear Standing
requisites
3
Principles of Management
Course Outline
The following topics will be addressed during lectures
▪ Principles of management that have general applicability to
all types of enterprises
▪ Basic management philosophy and decision making
▪ Principles involved in planning
▪ Organizing
▪ Leading
▪ Recent concepts in management
▪ Evolution and best practices that are being used in today’s
modern era will also be learnt.
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Principles of Management
Components of the Assessment
The final course mark will be made up as
follows:
• Quizzes 20%
• Midterm test 20%
• Assignment/ tutorial 20%
• Final Exam 40%
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Text and Reference Book
Management by Stephen P. Robbins,
Mary A. Coulter, 12th Edition,
Pearson, 2013
Reference Books
Any other standard book on Principles of Management & You may
7
get
help from Google search engine
Chapter Introduction to
1 Management and
Organizations
LE AR NI N G OUT LIN E
Follow this Learning Outline as you read and study this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.
Learning Outcomes
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• Discuss the changes that are impacting manager ’s jobs.
• Explain why customer service and innovation are
important to the manager ’s job.
Learning Outcomes
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a manager.
What Is Management?
• Managerial Concerns
Efficiency
✓ Doing things righ ”
⁻ Getting the most output for
the least inputs
Effectiveness
✓ Doing the right thing ”
⁻ Attaining organizational
goals
What Is Management?
▪ Management involves coordinating and overseeing the work activities
of others so that their activities are completed efficiently and
effectively.
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Exhibit 3 Effectiveness and Efficiency in
Management
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Who Are Managers?
▪ Manager
Someone who coordinates and oversees the work of other people so
that organizational goals can be accomplished.
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Classifying Managers
▪ Firs line Managers
Individuals who manage the work of no -
managerial employees.
▪ Middle Managers
Individuals who manage the work of firs line
managers.
▪ Top Managers
Individuals who are responsible for making
organizatio wide decisions and establishing
plans and goals that affect the entire
organization.
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Managerial Levels
1–17
What Managers Do?
▪ Three Approaches:
✓ Functions they perform.
✓ Roles they play.
✓ Skills they need.
Functions of Management
Planning
▪ Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
▪ Arranging and structuring work to accomplish organizational
goals.
Leading
▪ Involves motivating subordinate , influencing individuals or
teams as they work, selecting the most effective
communication channels
Controlling
▪ Monitoring, comparing, and correcting work.
1–23
What Managers Do (Mintzberg)
▪ Actions
✓ thoughtful thinking
✓ practical doing
Management Roles
Interpersonal roles
Leader
Figurehead
Negotiator Managerial Monitor
Resource roles
Allocator
Disturbance
handler Spokesperson
Entrepreneur
Decisional roles Informational roles
Interpersonal Roles
▪ Roles that involve interacting with other people
inside and outside the organization
▪ Interpersonal roles:
✓ Figureheads: Greet visitors, Represent the
company at community events
✓ Leader: Influence, motivate, and direct others
as well as strategize, plan, organize, control, and
develop
Informational Roles
▪ Collecting, Processing
▪ Roles: Monitor, and spokesperson
Decisional Roles
▪ Whereas interpersonal roles deal with people and
informational roles deal with knowledge, decisional roles deal
with action
▪ Decisional roles:
✓ Entrepreneur: Managers must make sure their
organizations innovate, change, develop, and adopt
✓ Disturbance handler: Addressing unanticipated problems
as they arise and resolving them.
✓ Resource allocator: How best to allocate resources
✓ Negotiator: Negotiation is continual for managers
1–28
✓ interpersonal roles deal with people
✓ informational roles deal with knowledge,
✓ decisional roles deal with action
1–29
What Is An Organization?
▪ An Organization Defined
▪ An intentional arrangement of people to
accomplish Some specific purpose (that
individuals independently could not accomplish alone).
▪ Common Characteristics of Organizations
▪ Have a distinct purpose (goal)
▪ Composed of people
▪ Have a deliberate structure
1–30
Exhibit 9 Characteristics of Organizations
1–31
What Managers Do?
▪ Skills Managers Need
✓ Technical skills
Knowledge and proficiency in a specific field
✓ Human skills
The ability to work well with other people
✓ Conceptual skills
The ability to think and conceptualize about abstract and
complex situations concerning the organization
1–32
Skills Needed at Different Management Levels
1–33
How The Manager’s Job Is Changing
▪ The Increasing Importance of Customers
✓ Customers the reason that organizations exist
❖ Managing customer relationship is the responsibility of all
managers and employees.
❖ Consisten high quality customer servic is essential for
survival.
▪ Innovation
✓ Doing things differently, and taking risks
❖ Managers should encourage employees to be aware of and act
on opportunities for innovation.
1–34
Why Study Management?
▪ The Value of Studying Management
✓ The universality of management
Good management is needed in all organizations.
✓ The reality of work
Employees either manage or are managed.
✓ Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards
for their efforts.
1–35
Universal Need for Management
Terms to Know
✓ manager ✓ management roles
✓ first-line managers ✓ interpersonal roles
✓ middle managers ✓ informational roles
✓ top managers ✓ decisional roles
✓ management ✓ technical skills
✓ efficiency ✓ human skills
✓ effectiveness ✓ conceptual skills
✓ planning ✓ organization
✓ organizing ✓ universality of management
✓ leading
✓ controlling
1–
36
© 2007 Prentice Hall, Inc. All rights
reserved.
Thank you
• Questions….
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