Principle of Management

Kamran Khan

Chapter 1 Manager and

Management
Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers possess?

Whats the organization?

Definition:
An organization is a systematic arrangement
of people brought together to accomplish some
specific purpose.

Three common characteristics of the

organization
purpose
Organizations are made up
of people. Making a goal
into reality entirely
depends on peoples
decisions and activities in
the organization.

Every organization has its distinct

purpose, which is typically
expressed in terms of a goal or set
of goals.

Organization
People

Structure
All organizations develop a systematic structure
that defines and limits the behavior of its
members.

Chapter 1:Manager & Management

Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers possess?

Managers & operative employees

Managers---------- individuals in an organization
who direct the activities of other people.

Operatives ----------people who work directly on

a job or task and have no responsibility
for overseeing the work of others.

Organizational Level
Responsibility

Title
vice president/president/chancellor/
chief operating officer/
chief executive officer/
chairperson of the board

Making decisions about the direction

of the organization and establishing
policies that affect all organizational
members.
Translating the goals set by top
management into specific details
that lower-level managers can perform

Directing the day-to-day

activities of operatives

Top
managers
Middle-line
managers
First-line managers
Operatives

department or agency head/

project leader/ unit chief/
district manager/dean/
bishop/division manager

supervisors

Chapter 1 Manager and

Management
Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers possess?

What is management?
Definition

The term management refers to the process of getting

things done, effectively and efficiently, through and with
other people. Several components in this definition need
discussion. These are terms process, effectively, and efficiently.

Efficiency & Effectiveness

Efficiency means doing the task correctly and

refers to the relationship between inputs and

outputs. Management is concerned with
minimizing resource costs.

Effectiveness means doing the right things. In an

organization, that translates into goal attainment.

Chapter 1 Manager and

Management
Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers possess?

 Management processes / management functions

Management roles

Management Functions

Planning

Organizing Leading

1.Defining goals
2.Establishing
strategy
3.Developing
sub plans
coordinate
activities

1.Determining
what needs to
done
2.How it will
be to done
3.who is to do
it

Controlling

1.Directing
Monitoring
2.Motivating activities to
all involved ensure that
parties
they are
3.Resolving
accomplished
conflicts
as planned

Resulting in

Achieving the
organizations
stated purpose

 Management processes / management functions

Management roles

Management Roles
Mintzberg concluded that managers perform 10 different but highly
interrelated roles. These 10 roles can be grouped under three primary
headings:
Interpersonal
Role
`
Roles of a manager that deal with working with other people.

Informational Role
Roles of a manager that deal with the gathering and sharing of information about the company.

Decisional Role
A managerial role dealing with how decisions are made and conflicts are resolved.

Interpersonal Role
This part encompasses three roles:
Role

Description
Role of a manager involving performing symbolic duties for the
company.

Figurehead

Leader

e.g. routine legal or social duties, Greeting visitors; signing

documents.
Role of a manager involving motivating & fostering individual
employees.
e.g. Motivating sales staff, encouraging teams for better results.

Role of a manager involved in building up contacts outside of

the company.

Liaison
e.g. PR Departments, Media Relations, Professional
Relationships.

Informational Role
The informational roles also include three roles:
Role
Monitor

Description
Role of a manager involving gathering and organizing of
Internal and External information about the company.
e.g. Reading periodicals and reports; maintaining personal
contact.

Disseminator

Transmits information received from other employees to

members of the organization.
e.g. Holding informational meetings; making phone calls
to relay information & use of Speakers. (Policies &
Guidelines)

Spokesperson

Transmit information to outsiders on organizations plan,

policies, actions, results, etc.
e.g. Holding board meeting; giving information to the
media, Social Media etc. (K-Electric)

Decision Making
The decisional roles include four roles:
Role

Description

Entrepreneur

Searches for development opportunities in the dynamic

environment and initiates improvement projects to bring about
change.
e.g. New Programs in KASBIT

Disturbance
handler

Responsible for corrective action when organization faces

important disturbances.
e.g. K-Electric Power Breakdown, Airblue Crash

Resource
allocator

Negotiator

Role of a manager involving the deciding of where, when, and

how the resources of a company are going to be used.
e.g. Placement of Staff as per Skills & Requirement, equipments as
per usage etc
Role of a manager involving conflict resolution between various
groups, both internal and external to the company.
e.g. Conflict between departments, Conflicts with outsiders

Chapter 1 Manager and

Management
Whats the organization
Who are managers?
What is management?
What do managers do?
What skills should successful managers possess?

SKILLS
Technical skills

Knowledge and proficiency in a specific field.

Human skills

The ability to work well with other people.

Conceptual skills

Conceptual skill is the ability to visualize (see) the

organization as a whole. It includes Creative and
Initiative skills. It helps the manager to identify the
causes of the problems and not the Symptoms.
Mostly Required By The Top-level Management.

Skills at Different Levels