© farhan mir 2011 ims principles of management bba (hons) & mba (course overview &...
Post on 17-Jan-2016
220 Views
Preview:
TRANSCRIPT
© 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
© Farhan Mir© 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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
Consultation Timings: 11:00 am to 12:00 pm Thursday-Friday
© Farhan Mir© Farhan Mir
20201111 IMSIMS
Current Responsibilities
At University LevelPart of many committee
Convocations & Major EventsSports
Currently working on a mega project (BGC)
Bahauddin Zakariya University Golf Club
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
My Introduction: Interests
Social & Cultural Change
Religion
History &Art
Creativity & New Ideas
Sports
PersonalityDevelopment
© Farhan Mir© Farhan Mir
20201111 IMSIMS
My Inspirations
© Farhan Mir© Farhan Mir
20201111 IMSIMS
My Inspirations
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
Course Course Administration &Administration &
RequirementsRequirements
© Farhan Mir© Farhan Mir
20201111 IMSIMS
Course AdministrationCourse Administration
Exams and AssessmentBasically 2 exams method Mid & Basically 2 exams method Mid & FinalFinal
30 Mid
50 Final
20 Sess
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
www.themirs.net/mgt.htmlwww.themirs.net/mgt.html
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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”
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
Characteristics of an Characteristics of an Organization Organization
Distinct Purpose
People
DeliberateStructure
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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…)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
NADRA (NADRA Swift Registration Centre) (Few
People)
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
So What Managers in So What Managers in almost every almost every Organization do?Organization do?
OrganizingPlanning
Staffing Leading
Controlling
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
The Management ProcessThe Management Process
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
The Management ProcessThe Management Process
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
The Management ProcessThe Management Process
ControllingMonitoring activities and outcomesMonitoring activities and outcomes
Comparing results to standardsComparing results to standards
Taking corrective actionTaking corrective action
© Farhan Mir© Farhan Mir
20201111 IMSIMS
The Management ProcessThe Management Process
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”
© Farhan Mir© Farhan Mir
20201111 IMSIMS
The Management ProcessThe Management Process
Primary Organizational GoalsMoneyMoney
GrowthGrowth
QualityQuality
Improve Human ConditionImprove Human Condition
Improve Environmental ConditionImprove Environmental Condition
© Farhan Mir© Farhan Mir
20201111 IMSIMS
The Management ProcessThe Management Process
Determining Management SuccessEfficiencyEfficiency
Measured by resource usage, “means”“Doing things right”
EffectivenessEffectivenessMeasured by goal attainment, “ends”“Doing the right things”
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
Management Roles and Management Roles and SkillsSkillsManagerial Roles: What else do managers do?
Interpersonal rolesInterpersonal rolesFigureheadLeaderLiaison
Informational rolesInformational rolesMonitorDisseminatorSpokesperson
Decisional rolesDecisional rolesEntrepreneurDisturbance HandlerResource AllocatorNegotiator
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS
© 2003 Pearson Education Canada Inc.
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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!
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
© Farhan Mir© Farhan Mir
20201111 IMSIMS
UNIVERSAL NEED FOR MANAGEMENT
© Farhan Mir© Farhan Mir
20201111 IMSIMS
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
top related