© farhan mir 2011 ims principles of management bba (hons) & mba (course overview &...

© Farhan Mir© Farhan Mir

20201111 IMSIMS

Principles of Principles of ManagementManagement

BBA (Hons) & MBABBA (Hons) & MBA(Course Overview & (Course Overview & Introduction)Introduction)

By: Farhan MirBy: Farhan Mir


20201111 IMSIMS

Course Instructor (Brief Introduction)

Farhan Azmat Mir

MIMS [Monash University Melbourne]

MBA (MIS) [B.Z.U] Gold Medal

Some Words regarding my Academic and Professional Life

Serving as Assistant Professor

7 Years at IMS (as Lecturer)

Some Words on the FutureWorking on Research papers

Compiling Case Studies in the areas of MIS, E-Business & HRM

Working on Multiple Projects

PhD in HRM


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Current Responsibilities at IMSCoordinator MBA & BBA-IT Program

Curriculum Development and ReviewAll office documentation (Course Files and Quality documents)Coordination with Permanent & Visiting Faculty membersStudent application and documentation evaluationClass Scheduling and Monitoring• Advisor Students (Evening)Advisor Students (Evening)

All issues and queries relating to evening programs All issues and queries relating to evening programs including BBA-IT, MBA-IT, MBA (Banking) and MBA including BBA-IT, MBA-IT, MBA (Banking) and MBA (Executive)(Executive)

Coordination of all academic and extra-curricular Coordination of all academic and extra-curricular functions relating to evening programs including functions relating to evening programs including “Formal “Formal

Orientations", "Welcome & Farewells Parties"Orientations", "Welcome & Farewells Parties"

• Internship & Placement CoordinatorInternship & Placement Coordinator• Arrangements of InternshipsArrangements of Internships• Monitoring progress throughout the internship time Monitoring progress throughout the internship time

periodperiod• Scheduling and conduct of Internship VivasScheduling and conduct of Internship Vivas


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My Introduction: Consultation Method Best through e-mail address

([email protected]) OR

In case of submission of assignment through email ([email protected])

After/before lectures on lecture day OR

Announced Timings in case of Assignments or Reports

Consultation Timings: 11:00 am to 12:00 pm Thursday-Friday


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Current Responsibilities

At University LevelPart of many committee

Convocations & Major EventsSports

Currently working on a mega project (BGC)

Bahauddin Zakariya University Golf Club


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My Introduction: Consultation Method Best through e-mail address

([email protected]) OR

In case of submission of assignment through email ([email protected])

After/before lectures on lecture day OR

Announced Timings in case of Assignments or Reports


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My Introduction: Interests

Social & Cultural Change

Religion

History &Art

Creativity & New Ideas

Sports

PersonalityDevelopment


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My Inspirations


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Favourite Quotes"Champions aren't made in gyms. Champions are made from something they have deep inside them: A desire, a dream, a vision. They have to have last-minute stamina, they have to be a little faster, they have to have the skill and the will. But the will must be stronger than the skill." -Muhammad Ali


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Course Course Administration &Administration &

RequirementsRequirements


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Course AdministrationCourse Administration

Exams and AssessmentBasically 2 exams method Mid & Basically 2 exams method Mid & FinalFinal

30 Mid

50 Final

20 Sess


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Lecture NotesLecture NotesAvailable 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 weekLecture 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)


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www.themirs.net/mgt.htmlwww.themirs.net/mgt.html


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Course AdministrationCourse AdministrationSessionals

Written assignments (Small Tasks) (details in Written assignments (Small Tasks) (details in coming lectures)coming lectures)

Idea is to initiate research oriented writing not “cut-copy-paste”

Attendance, Presentations, Quiz & Class Attendance, Presentations, Quiz & Class Discussion & Participation (as a regular activity)Discussion & Participation (as a regular activity)

Volunteer presentations (you must not be that Volunteer presentations (you must not be that familiar with this kind of stuff but you need to familiar with this kind of stuff but you need to respond to it quickly!)respond to it quickly!)

Sessional’s loot saleSessional’s loot sale

Formal Presentations in groups and if you want Formal Presentations in groups and if you want to take it one step ahead you could arrange to take it one step ahead you could arrange small seminars for other classes (preferably small seminars for other classes (preferably your juniors) on given “Research Topics”your juniors) on given “Research Topics”


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One of the key Sessionals One of the key Sessionals (Topics of Group (Topics of Group Presentation)Presentation)Globalization

Teams

Innovation & Change Management

Alliances & Mergers

Entrepreneurship

HRM

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 You need to give a presentation not a report on the assigned topic assigned topic

You need to present material from various books You need to present material from various books and articles on the given topic and one local and articles on the given topic and one local organization as example who you could use as a organization as example who you could use as a model for further explanation model for further explanation


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How to get more marks?How to get more marks?

RequirementsOverall Class AttitudeOverall Class Attitude

Things to Avoid (Referencing, Cut-Copy-Things to Avoid (Referencing, Cut-Copy-Paste Culture, Carelessness, leg-pulling)Paste Culture, Carelessness, leg-pulling)

Things to do (Innovation, Confidence, Things to do (Innovation, Confidence, Work Attitude)Work Attitude)

Sense of Maturity and continuous Sense of Maturity and continuous learninglearning


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Course OrientationCourse OrientationBasically Theoretical focus

Introduction to Concepts and Issues regarding Management

Theories and Management Models will be under discussion

Lecture notes will definitely include more graphical Lecture notes will definitely include more graphical explanation of things to give more practical explanation of things to give more practical orientation about Management Theoriesorientation about Management Theories

Case Studies (if possible) & Articles on related Case Studies (if possible) & Articles on related TopicsTopics

Formal Presentation on given topics from Students Formal Presentation on given topics from Students will also work in this regard will also work in this regard

Inshallah! People from Local Industries will come Inshallah! People from Local Industries will come and talk about management topics and issues and talk about management topics and issues (from Banks & Multinational as well as public (from Banks & Multinational as well as public organizations)organizations)


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Text & ReferencesText & ReferencesFocus will be on topics rather Chapters of any text

Many Text/books are available in market Stephen P. Robbins & Marry Coulter (2009). Stephen P. Robbins & Marry Coulter (2009). “Management”.“Management”. (Ninth/ 10 (Ninth/ 10thth Edition). Edition).

Thomas S. Bateman, Scott A. Snell (2007). Thomas S. Bateman, Scott A. Snell (2007). “Management: “Management: The New Competitive The New Competitive LandscapeLandscape”.”. (Latest Edition). (Latest Edition).

James A. F. Stoner, R. Edward Freeman & Daniel A. James A. F. Stoner, R. Edward Freeman & Daniel A. Gilbert Jr. (2003). Gilbert Jr. (2003). “Management”.“Management”. (Latest Edition). (Latest 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)


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Guidelines for me as

an Instructor

True Knowledge

not stories

Class Environment

Updated Teaching

Methodology

Neutral Assessment (Objective)

Competency & Skills

Learning not Teaching

Miscellaneous

(Regularity, Consultancy,

Support etc)


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Expected TopicsExpected TopicsIntroduction

ManagementManagementOverview and key componentsManagement as a Field

What are Organizations?What are Organizations?

Management Functions & RolesManagement Functions & Roles

Management SkillsManagement Skills

Management in changing environmentManagement in changing environment

History and Evolution of ManagementImportant ContributionsImportant Contributions

Trends and IssuesTrends and Issues

Organizational & Environmental ConstraintsEnvironmental EffectsEnvironmental Effects

Important Environmental ElementsImportant Environmental Elements

Internal Vs. External EnvironmentInternal Vs. External Environment

Global Environment & ManagementGlobal Environment & Management


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Expected Topics…Expected Topics…Social Responsibility & Managerial Ethics

Social Responsibility Vs. Social Social Responsibility Vs. Social ResponsivenessResponsiveness

Managerial EthicsManagerial Ethics

Decision Making & ManagersDecision Making ProcessDecision Making Process

Types of ProblemsTypes of Problems

Decision Making FundamentalsDecision Making Fundamentals

PlanningRole of PlanningRole of Planning

Goals Vs. ObjectivesGoals Vs. Objectives

Strategic ManagementStrategic Management

Techniques of PlanningTechniques of Planning


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Expected Topics…Expected Topics…Organizational Structure & Design

Structure FundamentalsStructure Fundamentals

Span of ControlSpan of Control

Organizational StylesOrganizational Styles

Organizational DesignsOrganizational Designs

Management & Communication (Role of IT)HRM (Basic Introduction)Behavior & Behavioral TheoriesGroups & TeamsCase Studies


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Outline of Today’s Outline of Today’s LectureLecture

• 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 Foundations of Modern ManagementManagement

The concept of Management and Managers is new?Early examples of management

PyramidsPyramids

WarsWars

Great Wall of ChinaGreat Wall of China


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Insights from Insights from PyramidsPyramids• The Pyramids wereThe Pyramids were

• Well Well PlannedPlanned

• Activities Activities were were coordinatedcoordinated

• Resources Resources were properly were properly controlledcontrolled

• Tasks were Tasks were carried with and carried with and throughthrough people people


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Foundations of Modern Foundations of Modern ManagementManagementPre-1900 events

Adam Smith writes Adam Smith writes Wealth of NationsWealth of Nations

Outlines division of labor

Industrial RevolutionIndustrial Revolution

Emergence of large organizations

Modern ManagementFormal Organizational StructuresFormal Organizational Structures

Traditional Management StylesTraditional Management Styles

We are in the Post Modern Management Era

GlobalizationGlobalization

Mergers & AlliancesMergers & Alliances

Information & Knowledge WorkerInformation & Knowledge Worker


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Introduction to “Management”Introduction to “Management”What is “Management”?

Formal Definitions: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?Who are Managers?

Manager

Someone who works with and through Someone who works with and through other people by coordinating their other people by coordinating their work activities in order to accomplish work activities in order to accomplish organizational goalsorganizational goals

Changing nature of organizations and Changing nature of organizations and work has blurred the clear lines of work has blurred the clear lines of distinction between managers and distinction between managers and non-managerial employeesnon-managerial employees


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NADRA (Products & NADRA (Products & Projects)Projects)Current Products

Computerized National ID Cards (CNIC)Computerized National ID Cards (CNIC)National ID Cards for Overseas Pakistanis (NICOP)National ID Cards for Overseas Pakistanis (NICOP)Pakistan Origin Card (POC)Pakistan Origin Card (POC)Children Registration Certificate (CRC)Children Registration Certificate (CRC)Machine Readable Passports (MRP)Machine Readable Passports (MRP)Vehicle Identification and Monitoring System (VIMS)Vehicle Identification and Monitoring System (VIMS)

ProjectsNational Data WarehouseNational Data WarehouseSwift Registration CentersSwift Registration CentersElectoral RollsElectoral RollsBilling Machines (KIOSK)Billing Machines (KIOSK)Geographical Information SystemsGeographical Information SystemsNetwork Information InfrastructureNetwork Information InfrastructureEarthquake Affected Registration Earthquake Affected Registration


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Who are Managers? Who are Managers? (continued)(continued)

Managerial TitlesFirst-line managersFirst-line managers - manage the work of - manage the work of non-managerial individuals who are directly non-managerial individuals who are directly involved with the production or creation of the involved with the production or creation of the organization’s productsorganization’s products

Middle managersMiddle managers - all managers between - all managers between the first-line level and the top level of the the first-line level and the top level of the organization who manage first line managersorganization who manage first line managers

Top managersTop managers - responsible for making - responsible for making organization-wide decisions and establishing organization-wide decisions and establishing the plans and goals that affect the entire the plans and goals that affect the entire organizationorganization


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Types of ManagersTypes of Managers

TopManagers

MiddleManagers

First-lineManagers

Non-supervisoryEmployees

2. By Level in the Organization 3. By Functional Title

• Chief Financial Officer (CFO)• Chief Information Officer (CIO)

• Vice President of Sales

• Director of Manufacturing• Human Resource (HR) Mgr.

•Production Supervisor•Assistant HR Manager

1. By Position

• Chief Executive Officer (CEO)• President• Vice Presidents

• Director• Manager

• Supervisor• Assistant Manager


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Introduction to Introduction to “Organization”“Organization”

What is an organization?Formal Definitions: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 Characteristics of an Organization Organization

Distinct Purpose

People

DeliberateStructure


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NADRA (Example of an NADRA (Example of an Organization)Organization)

IntroductionTo cater for a cohesive To cater for a cohesive and unified approach in and unified approach in both Registration and both Registration and Social fields NADRA was Social fields NADRA was created on 10 March created on 10 March 2000 by merging the 2000 by merging the National Database National Database Organization (NDO) and Organization (NDO) and Directorate General of Directorate General of RegistrationRegistration

PurposeBasic purpose is to carry Basic purpose is to carry out the out the registration registration of of things (people, cars, things (people, cars, houses and even may be houses and even may be your pets…)your pets…)


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NADRA (NADRA Swift Registration Centre) (Few

People)


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NADRA NADRA (Structure(Structure……))

Chairman

RHQ’s DirectoratesPrinting Facility

Board of Governors

NSRC’s DRO’s SSRC’s

MVR’s SDRO’s

National Dataware House


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So What Managers in So What Managers in almost every almost every Organization do?Organization do?

OrganizingPlanning

Staffing Leading

Controlling


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What do Managers do?What do Managers do?Management Functions

PlanningPlanning - defining goals, establishing - defining goals, establishing strategies for achieving those goals, and strategies for achieving those goals, and developing plans to integrate and developing plans to integrate and coordinate activitiescoordinate activities

OrganizingOrganizing - determining what tasks - determining what tasks are to be done, who is to do them, how are to be done, who is to do them, how the tasks are to be grouped, who reports the tasks are to be grouped, who reports to whom, and where decisions are to be to whom, and where decisions are to be mademade

LeadingLeading - motivating subordinates and - motivating subordinates and influencing individuals or teamsinfluencing individuals or teams

ControllingControlling - monitoring actual - monitoring actual performance against goalsperformance against goals


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The Management ProcessThe Management Process

PlanningDefining goalsDefining goals

Establishing strategies to achieve those Establishing strategies to achieve those goalsgoals

Developing rules and proceduresDeveloping rules and procedures

ForecastingForecasting


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OrganizingDetermining what tasks are to be doneDetermining what tasks are to be done

Deciding who is to do each taskDeciding who is to do each task

Grouping tasks togetherGrouping tasks together

Establishing reporting and authority Establishing reporting and authority relationshipsrelationships

Determining where decisions are to be Determining where decisions are to be mademade


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LeadingInfluencing, directing, persuading, Influencing, directing, persuading, motivatingmotivating

Dealing with employee behavior issuesDealing with employee behavior issues

Maintaining moraleMaintaining morale

Molding company cultureMolding company culture

Handling conflictsHandling conflicts

Ensuring communicationEnsuring communication


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ControllingMonitoring activities and outcomesMonitoring activities and outcomes

Comparing results to standardsComparing results to standards

Taking corrective actionTaking corrective action


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Managers use four types of resourcesFinancial ResourcesFinancial Resources

Physical ResourcesPhysical Resources

Information ResourcesInformation Resources

Human Resources, a.k.a. “Human Human Resources, a.k.a. “Human Capital”Capital”


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Primary Organizational GoalsMoneyMoney

GrowthGrowth

QualityQuality

Improve Human ConditionImprove Human Condition

Improve Environmental ConditionImprove Environmental Condition


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Determining Management SuccessEfficiencyEfficiency

Measured by resource usage, “means”“Doing things right”

EffectivenessEffectivenessMeasured by goal attainment, “ends”“Doing the right things”


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What is Management? What is Management? (continued)(continued)Elements of definition (continued)

EfficiencyEfficiency - getting the most output from - getting the most output from the least amount of inputsthe least amount of inputs

“doing things right”concerned with means

EffectivenessEffectiveness - completing activities so - completing activities so that organizational goals are attainedthat organizational goals are attained

“doing the right things” concerned with ends


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Efficiency And Effectiveness in Management

Management Strives For:Low resource waste (high efficiency)

High goal attainment (high effectiveness)

ResourceUsage

Efficiency (Means)

GoalAttainment

Effectiveness (Ends)

Low Waste High Attainment


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Management Roles and Management Roles and SkillsSkillsManagerial Roles: What else do managers do?

Interpersonal rolesInterpersonal rolesFigureheadLeaderLiaison

Informational rolesInformational rolesMonitorDisseminatorSpokesperson

Decisional rolesDecisional rolesEntrepreneurDisturbance HandlerResource AllocatorNegotiator


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Management Roles and Management Roles and SkillsSkills

Technical SkillsKnowledge of how the work is doneKnowledge of how the work is done

Interpersonal SkillsKnowledge of human behavior, social skillsKnowledge of human behavior, social skills

Conceptual SkillsIntelligence, seeing the “whole” picture, Intelligence, seeing the “whole” picture, understand relationships of partsunderstand relationships of parts

Diagnostic SkillsAbility to identify true nature of problemsAbility to identify true nature of problems


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Management Roles and Management Roles and SkillsSkillsImportance of skills differs depending on level in the organization

Top managers: Conceptual and Top managers: Conceptual and diagnostic skills most importantdiagnostic skills most important

First-line managers: Technical and First-line managers: Technical and interpersonal skills most importantinterpersonal skills most important

Middle managers: All skills important!Middle managers: All skills important!


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Why Study Management? Why Study Management? (continued)(continued)

The Reality of WorkMost people have some managerial Most people have some managerial responsibilitiesresponsibilities

Most people work for a managerMost people work for a manager

Importance of being a managerCreate an environment that allows others to do Create an environment that allows others to do their best worktheir best work

Provide opportunities to think creativelyProvide opportunities to think creatively

Help others find meaning and fulfillmentHelp others find meaning and fulfillment

Meet and work with a variety of peopleMeet and work with a variety of people


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Why Study Why Study Management?Management?Universality of Management

Management is needed Management is needed in all types and sizes of organizationsat all organizational levelsin all work areas

Management functions must be Management functions must be performed in all organizationsperformed in all organizations

consequently, have vested interest in improving management


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UNIVERSAL NEED FOR MANAGEMENT


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Why Study Management? 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

© farhan mir 2011 ims principles of management bba (hons) & mba (course overview &...

Documents

case of assignments

case of submission

case of management

lecture day

lecture material

consultation method

reportsmy introduction

afterbefore lectures