Management Thoughts Practices

1. Management Thoughts & Practices (Course Overview & Introduction) By: Farhan Mir

2. Lectures 1 Administration Introducing Myself Course Introduction Few Words on Articles & Additional Readings Management Overview My Own Website as Online Resource Center (www.themirs.net)

3. Course Lecturer (Brief Introduction) Farhan Azmat Mir MIMS [Monash University Melbourne] MBA (MIS) [B.Z.U] Gold Medal Some Words regarding my Academic and Professional Life 2 Years at IMS (as Student) 1.5 Years at Melbourne 3 Years at IMS (as Lecturer) Some Words on the Future

4. Current Responsibilities at IMS Advisor Students (Evening) All issues and queries relating to evening programs including BBA-IT, MBA-IT, MBA (Banking) and MBA (Executive)   Coordination of all academic and extra-curricular functions relating to evening programs including “Formal Orientations", "Welcome & Farewells Parties" Coordinator BBA-IT Program Curriculum Development and Review All office documentation (Course Files and Quality documents) Coordination with Permanent & Visiting Faculty members Student application and documentation evaluation Class Scheduling and Monitoring

5. Current Responsibilities at IMS Incharge Seminar & Drama Society Development of Seminar Calendar in close coordination with all faculty members All logistic and coordination support for Seminars, Conferences, Workshops & Drama activities Arrangement and Liaison-keeping with Speakers and Guest Lecturers Incharge IMS Canteen Quality Control & Monitoring Vendor & Product Selection Auditing

6. My Introduction: Consultation Method Best through e-mail address (farhanmir_99@hotmail.com) OR In case of submission of assignment through email (farhanmir_99_pk@yahoo.com) After/before lectures on lecture day OR Announced Timings in case of Assignments or Reports

7. My Introduction: Interests

8. My Inspirations

10. Course Administration &Requirements

11. Examination I personally believe in “thorough studies” so no choices given in the exam Every thing discussed, during the class or given as reading material, could be part of the exams Questions will be formulated in a way to examine both bookish as well as conceptual thinking Other details will be given close to papers

12. Lecture Notes Available from Photostat shop before lectures or preferably one day before the start of new week Usually the lecture material will cover the topics of one week Lecture Notes also now available online on the given website address (www.themirs.net/mgt.html) Lecture Notes will not be in detail format rather these will contain topics of discussion and important announcements regarding assessments. Most Importantly Lecture Notes are just a supporting material and students must not forget to read books for detail and complete understanding (In case of Management as a subject you need to do extensive reading on topics under discussion & look for majority of web sites for practical know how)

13. Course Administration Sessionals Written assignments (Small Tasks) (details in coming lectures) Exercises prescribed Formal Presentations in groups

14. One of the key Sessionals (Topics of Group Presentation) Globalization Teams Innovation & Change Management Alliances & Mergers Entrepreneurship And many more…..(You could suggest your own topic and we could discuss it for final approval) You need to give a presentation not a report on the assigned topic You need to present material from various books and articles on the given topic and one local organization as example who you could use as a model for further explanation

15. How to get more marks? Requirements Overall Class Attitude Things to Avoid (Referencing, Cut-Copy-Paste Culture, Carelessness, leg-pulling) Things to do (Innovation, Confidence, Work Attitude) Sense of Maturity and continuous learning

16. Course Orientation Basically Theoretical focus Introduction to Concepts and Issues regarding Management Theories and Management Models will be under discussion Lecture notes will definitely include more graphical explanation of things to give more practical orientation about Management Theories Case Studies (if possible) & Articles on related Topics Formal Presentation on given topics from Students will also work in this regard Inshallah! People from Local Industries will come and talk about management topics and issues (from Banks & Multinational as well as public organizations)

17. Text & References Focus will be on topics rather Chapters of any text Many Text/books are available in market Stephen P. Robbins & Marry Coulter (2001). “Management”. (Seventh Edition). Thomas S. Bateman, Scott A. Snell (2003). “Management: The New Competitive Landscape”. (Sixth Edition). James A. F. Stoner, R. Edward Freeman & Daniel A. Gilbert Jr. (1997). “Management”. (Sixth Edition). Mostly things will be taught from the Text but students need to broaden their view and consult as many additional references as possible (Preferably available in local market and from the Internet)

18. Expected Topics Introduction Management Overview and key components Management as a Field What are Organizations? Management Functions & Roles Management Skills Management in changing environment History and Evolution of Management Important Contributions Trends and Issues Organizational & Environmental Constraints Environmental Effects Important Environmental Elements Internal Vs. External Environment Global Environment & Management

19. Expected Topics… Social Responsibility & Managerial Ethics Social Responsibility Vs. Social Responsiveness Managerial Ethics Decision Making & Managers Decision Making Process Types of Problems Decision Making Fundamentals Planning Role of Planning Goals Vs. Objectives Strategic Management Techniques of Planning

20. Expected Topics… Organizational Structure & Design Structure Fundamentals Span of Control Organizational Styles Organizational Designs Management & Communication (Role of IT) HRM (Basic Introduction) Behavior & Behavioral Theories Groups & Teams Case Studies

22. Foundations of Modern Management The concept of Management and Managers is new? Early examples of management Pyramids Wars Great Wall of China

24. 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

25. 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) Common elements: a process, coordination, efficiency and effectivenessCommon elements: a process, coordination, efficiency and effectiveness

26. 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

27. 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

28. Types of Managers

29. 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) Management takes place in the context of organizations, so what is an organization? How would you know if you had one, or if you didn’t? Common elements of formal definitions: (1) People, (2) Structure, (3) Goals Critical Thinking Questions: Are goals always shared? No, but structure is. Where is boundary of the organization? Use university as example. Students, faculty, alumni, former faculty, staff, Sometimes boundaries are hard to identify.Management takes place in the context of organizations, so what is an organization? How would you know if you had one, or if you didn’t? Common elements of formal definitions: (1) People, (2) Structure, (3) Goals Critical Thinking Questions: Are goals always shared? No, but structure is. Where is boundary of the organization? Use university as example. Students, faculty, alumni, former faculty, staff, Sometimes boundaries are hard to identify.

30. Characteristics of an Organization

31. 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…)

32. 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

34. NADRA (Structure…)

35. So What Managers in almost every Organization do?

36. 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

37. Management process Set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control Managerial activities are usually done in a continuous manner (Decision making runs throughout all four functions)

38. The Management Process Planning Defining goals Establishing strategies to achieve those goals Developing rules and procedures Forecasting

39. 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

40. The Management Process Leading Influencing, directing, persuading, motivating Dealing with employee behavior issues Maintaining morale Molding company culture Handling conflicts Ensuring communication

41. The Management Process Controlling Monitoring activities and outcomes Comparing results to standards Taking corrective action

42. The Management Process Managers use four types of resources Financial Resources Physical Resources Information Resources Human Resources, a.k.a. “Human Capital”

43. The Management Process Primary Organizational Goals Money Growth Quality Improve Human Condition Improve Environmental Condition

44. 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”

45. 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

47. 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

48. 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

50. 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!

51. Managing Systems System - a set of interrelated and interdependent parts arranged in a manner that produces a unified whole Closed system - a system that is not influenced by and does not interact with its environment Open system - dramatically interact with their environment

52. The Open Systems View

54. What do Managers do? Managing Systems (continued) Managers must coordinate various work activities ensure that interdependent parts work together recognize and understand the impact of various external factors Decisions and actions taken in one organizational area will affect other areas and vice versa

55. Managing in Different and Changing Situations Contingency perspective - different ways of managing are required in different organizations and different circumstances No simple or universal rule for managers to follow Requires that managers’ actions be appropriate for the situation

56. 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

57. Learning About Management and Being A Manager Principles of management have widespread application In all types of organizations, at all levels, in all areas Most people perform some managerial functions Managing is a science and an art Learn science through formal education Learn art through experience You have to learn scientifically and manage artistically

58. 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

60. Why Study Management? Challenges of being a manager Being a manager is hard work Must deal with a variety of personalities Must motivate workers in the face of uncertainty Must have a know how about the latest trends in Management and must know how to deal with variety of people in various different situation