Skill Development at it’s Best
Management
BBA and MBA
Module 1
Introduction to Management
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Outline of Today’s Lecture
• Introduction to “Management”
• The Management Process
• Types of Managers
• Management Roles and Skills
• Foundations of Modern Management
• Open Systems View
• Contingency Perspectives
• Key Issues Facing Managers Today
• Learning about Management and Being a
Successful Manager
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Foundations of Modern Management
• The concept of
Management and
Managers is new?
• Early examples of
management
– Pyramids
– Wars
– Great Wall of China
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Insights from Pyramids
• The Pyramids were
• Well Planned
• Activities were
coordinated
• Resources
were properly
controlled
• Tasks were
carried with and
through people
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Foundations of Modern Management
• Pre-1900 events
– Adam Smith writes Wealth of Nations
• Outlines division of labor
– Industrial Revolution
• Emergence of large organizations
• Modern Management
– Formal Organizational Structures
– Traditional Management Styles
• We are in the Post Modern Management Era
– Globalization
– Mergers & Alliances
– Information & Knowledge Worker Copyright 2024@MIRS
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Introduction to “Management”
• What is “Management”?
– Formal Definitions:
• “The attainment of organizational goals in an effective
and efficient manner through planning, organizing,
leading and controlling organizational resources” (Daft &
Marcic)
• “the process of coordinating work activities so that they
are completed efficiently and effectively with and through
other people” (Robbins)
• “A set of activities directed at an organization’s resources
with the aim of achieving organizational goals in an
efficient and effective manner” (Griffin)
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Who are Managers?
• Manager
– Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
– Changing nature of organizations and work has
blurred the clear lines of distinction between
managers and non-managerial employees
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Who are Managers? (continued)
• Managerial Titles
– First-line managers - manage the work of non-
managerial individuals who are directly involved with the
production or creation of the organization’s products
– Middle managers - all managers between the first-line
level and the top level of the organization who manage
first line managers
– Top managers - responsible for making organization-wide
decisions and establishing the plans and goals that affect
the entire organization
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Types of Managers
1. By Position 2. By Level in the Organization 3. By Functional Title
• Chief Executive Officer (CEO) • Chief Financial Officer (CFO)
• President Top • Chief Information Officer (CIO)
• Vice Presidents Managers • Vice President of Sales
• Director Middle • Director of Manufacturing
• Manager Managers • Human Resource (HR) Mgr.
• Supervisor First-line •Production Supervisor
• Assistant Manager Managers •Assistant HR Manager
Non-supervisory
Employees
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Introduction to “Organization”
• What is an organization?
– Formal Definitions:
• “A social entity that is goal directed and deliberately
structured” (Daft & Marcic)
• “A deliberate arrangement of people to accomplish
some specific purpose” (Robbins)
• “A group of people working together in a structured
and coordinated fashion to achieve a set of goals”
(Griffin)
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Characteristics of an Organization
Deliberate
Distinct Purpose
Structure
People
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NADRA (Example of an Organization)
• Introduction
– To cater for a cohesive and
unified approach in both
Registration and Social fields
NADRA was created on 10
March 2000 by merging the
National Database
Organization (NDO) and
Directorate General of
Registration
• Purpose
– Basic purpose is to carry out
the registration of things
(people, cars, houses and even
may be your pets…) Copyright 2024@MIRS
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NADRA (Products & Projects)
• Current Products
– Computerized National ID Cards (CNIC)
– National ID Cards for Overseas Pakistanis (NICOP)
– Pakistan Origin Card (POC)
– Children Registration Certificate (CRC)
– Machine Readable Passports (MRP)
– Vehicle Identification and Monitoring System (VIMS)
• Projects
– National Data Warehouse
– Swift Registration Centers
– Electoral Rolls
– Billing Machines (KIOSK)
– Geographical Information Systems
– Network Information Infrastructure
– Earthquake Affected Registration
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NADRA (NADRA Swift Registration
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Centre) (Few People)
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NADRA (Structure…)
Chairman
Board of
Governors
Printing National
RHQ’s Directorates
Facility Dataware House
NSRC’s DRO’s SSRC’s
MVR’s SDRO’s
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So What Managers in almost every
Organization do?
Planning Organizing
Staffing Leading
Controlling
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What do Managers do?
• Management Functions
– Planning - defining goals, establishing strategies for
achieving those goals, and developing plans to
integrate and coordinate activities
– Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where
decisions are to be made
– Leading - motivating subordinates and influencing
individuals or teams
– Controlling - monitoring actual performance
against goals
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The Management Process
• Planning
– Defining goals
– Establishing strategies to achieve those goals
– Developing rules and procedures
– Forecasting
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The Management Process
• Organizing
– Determining what tasks are to be done
– Deciding who is to do each task
– Grouping tasks together
– Establishing reporting and authority relationships
– Determining where decisions are to be made
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The Management Process
• Leading
– Influencing, directing, persuading, motivating
– Dealing with employee behavior issues
– Maintaining morale
– Molding company culture
– Handling conflicts
– Ensuring communication
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The Management Process
• Controlling
– Monitoring activities and outcomes
– Comparing results to standards
– Taking corrective action
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The Management Process
• Managers use four types of resources
– Financial Resources
– Physical Resources
– Information Resources
– Human Resources, a.k.a. “Human Capital”
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The Management Process
• Primary Organizational Goals
– Money
– Growth
– Quality
– Improve Human Condition
– Improve Environmental Condition
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The Management Process
• Determining Management Success
– Efficiency
• Measured by resource usage, “means”
• “Doing things right”
– Effectiveness
• Measured by goal attainment, “ends”
• “Doing the right things”
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What is Management? (continued)
• Elements of definition (continued)
– Efficiency - getting the most output from the least
amount of inputs
• “doing things right”
• concerned with means
– Effectiveness - completing activities so that
organizational goals are attained
• “doing the right things”
• concerned with ends
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Efficiency And Effectiveness in Management
Efficiency (Means) Effectiveness (Ends)
Resource Goal
Usage Attainment
Low Waste High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
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Management Roles and Skills
• Managerial Roles: What else do managers do?
– Interpersonal roles
• Figurehead
• Leader
• Liaison
– Informational roles
• Monitor
• Disseminator
• Spokesperson
– Decisional roles
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator
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Management Roles and Skills
• Technical Skills
– Knowledge of how the work is done
• Interpersonal Skills
– Knowledge of human behavior, social skills
• Conceptual Skills
– Intelligence, seeing the “whole” picture, understand
relationships of parts
• Diagnostic Skills
– Ability to identify true nature of problems
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SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© 2003 Pearson Education Canada Inc.
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Management Roles and Skills
• Importance of skills differs depending on level
in the organization
– Top managers: Conceptual and diagnostic skills
most important
– First-line managers: Technical and interpersonal
skills most important
– Middle managers: All skills important!
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Why Study Management? (continued)
• The Reality of Work
– Most people have some managerial responsibilities
– Most people work for a manager
• Importance of being a manager
– Create an environment that allows others to do their best
work
– Provide opportunities to think creatively
– Help others find meaning and fulfillment
– Meet and work with a variety of people
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Why Study Management?
• Universality of Management
– Management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all work areas
– Management functions must be performed in
all organizations
• consequently, have vested interest in improving
management
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UNIVERSAL NEED FOR MANAGEMENT
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Complementary Cases – Module 1
Lipschultz, Levin & Gray -The People’s
Company
The new way of looking at working
environment
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Lipschultz, Levin & Gray
• Introduction
• A Chartered Professional Accounting Company offering
variety of financial services to individuals and small &
Large organizations
• Stephen P. Seigel is the CEO facing new yet challenging
tasks
• Offer Financial consultancy to variety of organizations
and their people throughout the world
• Over 50 years of services for the accounting, tax and
consultancy needs of these organizations
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Lipschultz, Levin & Gray -The People’s
Company
• The Focus on People
• The norms of the organization are based upon people
involvement and participation
• Creative, talented & diversified employees are the key
components of company’s overall posture
• To have a unique and creative way of providing financial
services company focuses on acquiring and maintainning
group-based and friendly human resources
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Lipschultz, Levin & Gray -The People’s
Company
• Some significant changes at the company
• The use of non-conventional ways to achieve the tasks
• The dull CPA work is carried out with new exciting ways
• Innovation is there every where in the company
especially in the arrangements of things
• An example is a miniature “Golf Course”
• The idea is to create openness in the office environment
where people could interact with each other
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Lipschultz, Levin & Gray -The People’s
Skill Development at it’s Best
Company
• The Different look about the company
– The interior is quite unique and different
– The giant abacus (ancient computer)
– A welcome wall with something about business,
innovation and commitment
– The setting is based on fun and exciting environment but
employees are well focused on their tasks
– The tend to set new standards almost everyday, where to be
“great” is not enough
– The core of the company is based on services offered with
• Integrity, Confidentiality, Honesty and Openness
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Lipschultz, Levin & Gray -Discussion
Questions
• Keeping professional excited about work that can be
routine and standardized is a major challenge for
Siegel. How could he use technical, human, and
conceptual skills to maintain an environment that
encourages innovation and professionalism in his CPA
firm?
• What Management Roles would Siegel will be playing?
• Made a presentation to potential clients
• assessed the feasibility of adding a new consulting
service
• Kept employees focused on the company’s commitment
to customers
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Lipschultz, Levin & Gray -Discussion
Questions
• What can you tell about LLG’s emphasis on
customer service and innovation? In what ways
does the organization support its employees in
servicing customers and in being innovative?
• Would LLG’s approach work for all CPA firms?
Why or Why not? What could other managers
learn from Steven Siegel?
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C. F. Martins –the famous guitar
company
The story about successful management and
leadership
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C. F. Martins –the famous guitar
company
• Introduction
– Started in 1883 in United states offering acoustic
guitars
– That makes Martin one of the longest continually
owned and operated family businesses in America
– Martin acoustic guitars—considered the world over
to be the finest you can play
– longevity is sustained due to
– Quality
– Innovation
– Excellence
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C. F. Martins –the famous guitar
company
• The focus on quality
– A Martin guitar, because it is crafted with the best
raw materials, and made by world-renowned
skilled craftspeople, becomes a magical sensual
experience—to completely satisfy your personal
aesthetics
– Throughout these years the management and
employees have not compromised on quality
– The tools and techniques have changed but the
quality standards have remain at the same dazzling
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company
• The Core Survival Features
• Martins have also remained socially responsible and
ethical by utilizing legal natural materials rather
alternative wood species
• Martin used partially damaged woods for for their
guitars
• It follows the CITES guidelines (Convention for
International Trade in Endangered Species of Wild Fauna
and Flora
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company
• Martins as a Leader
– Chris the owner travels around the world to hold
instructional clinics
– Although company is rooted in past but Chris is
ready to use non-conventional means
– Chris launched a low priced model in 1990s and
that paid off for Martins
– Chris thought if Martins worship it past then there
will be no Martin left to worship
– Under his guidance company sales went up
– His management style is known as friendly and
personal, yet firm and direct
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C. F. Martins –the famous guitar
company- Discussion Questions
• Which Management skills- conceptual, human,
or technical- do you think would be most
important for Chris martin?
• How might a commitment to social
responsibility affect the way managers perform
the managerial functions?
• What management roles would Chris be
playing as he
• Visits Martin dealership arround the world
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C. F. Martins –the famous guitar
company- Discussion Questions
• Chris made the statement that “If Martins just
worship its past without trying new things,
there won’t be a Martin left to worship.” What
are the implications for managers throughout
the company as they plan, organize, lead and
control?
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