صفحه 1:
Principles of
Management
اور
Muhammad Jameel
Qazi
صفحه 2:
Management: A Competency Base
Approach
MANAGEMENT
صفحه 3:
Methodology
= Lectures
= Videos
= Cases
= Presentations
= Discussions and debates
= Research reports
= Projects
صفحه 4:
Webpage, Blog, Wiki, email
= http://faculty.kfupm.edu.sa/MGM/jamil
۹-۳
® http://mgt301.pbwiki.com/
™ http://mgt301.blogspot.com/
™ mgt301.072@gmail.com
صفحه 5:
0-0
Managing in a Dynamic
Environment
صفحه 6:
Learning Objectives
= Define Managers And Management.
= Explain What Managers Do.
= Describe The Competencies Used In
Managerial Work And Assess Your
Current Competency Levels.
صفحه 7:
Introductory Concepts: ee
What Are
Managerial Competencies?
" Competency EMO ا =)
knowledge, skills, behaviors, and 15
ار
ودعدع حتاعع لل
knowledge, skill, behaviors, and
attitudes that a person needs to be Ja و
Sie ار ار سس و |
and various types of organizations
" Managerial Competencies sets of مه |
3
=e |
صفحه 8:
Why are Managerial Competencies
Important?
mm Cena eye idem Rene Ce) 400( ا
to know your weaknesses روف و۷ be
> You need developmental experiences at
Aue aime Cr C em Ti ted
2 SENN ۱۱ challenged with
new learning opportunities
» Organizations do not want to waste human
< 0۵0۳۵۵ و
and new competitors add to the complexity,
صفحه 9:
A Model of Managerial
Competencies
(adapted from =” ۱۳
= ١ مدمه مومع 1
صفحه 10:
A Model of Managerial
Competencies
(adapted from Figure 1.1)
صفحه 11:
What Is An
Oraanization?
QO A formal and coordinated group of
people who function to achieve 2 8
ا ا" ane
individuals acting alone
Q An organization has a structure,
discussed in depth in Chapter 11
7
KY
صفحه 12:
Characteristics of an
Organization
= An organization has a structure.
[ ل لطا
= An organization consists of a group of
people striving to reach goals that
individuals acting alone could not
achieve.
صفحه 13:
Management
Organization
Two or more people who work together in a
structured way to achieve a specific goal or set
of goals.
Goals
Purpose that an organization strives to achieve;
organizations often have more than one goals,
goals are fundamental elements of organization.
The Role of Management
To guide the organizations towards goal
accomplishment
صفحه 14:
conWwasis the allocation of
human, material,
financial, and
information resources in
pursuit of the
organization’s goals.
صفحه 15:
Management
=" Management refers to the tasks and
activities involved in directing an
organization or one of its units:
planning, organizing, leading, and
controlling.
= The process of reaching
organizational goals by wopkinc.
and through people and ot#¥=— 2
010311231101121 1650111605. ۴
صفحه 16:
What are the Types of Managers?
* Function: A classification referring to a
group of similar activities in an organization
like marketing or operations.
* Functional Managers: A manager
responsible for just one organizational activity
such as accounting, human resources,
sales, finance, marketing, or pro =
= Focus on technical areas of
ععناتمصیده
| " 156 © 013311211131162131013, 21413131130 |
and administration,
teamwork and self-
management competencies to
get work done
صفحه 17:
What are the سي ا
Managers: responsible for the ا
operations of more complex units—for
example, a company or division
" Oversee work of functional
managers
" Responsible for all the activities
of the unit
guide organization
صفحه 18:
Basic Managerial Functions
(adapted from Figure 1.2)
٩ »> م
۳
03 Controlling
صفحه 19:
Management Process and Goal
Attainment
Organizational
goals
Planning
Influencing Controlling
Organizing
صفحه 20:
Management and
Organizational Resources
Organizational Finished
Resources Inputs Outputs Products
People Production Goods
Money Process Services
Raw Materials
Capital Resources
صفحه 21:
Planning
Planning involves
tasks that must be
performed to attain e 22 هه
organizational goals, 5ت 217 5
outlining how the tasks
must be performed, and
indicating when they
should be performed.
صفحه 22:
reas@QFablish an overall direction to 4.
لا
the organization’s future
2. Identify and commit resources to
achieving goals
1 0 47
3. Decide which tasks must be done”
to reach those goals لته
5
صفحه 23:
Organizing means assigning the planned tasks to
various individuals or groups within the organization
and cresting a mechanism to put plans into action.
صفحه 24:
Organizing
" Process of deciding where decisions will
be made, who will perform what jobs and
tasks, and who will report to whom in
the company
"Includes creating
descriptions
صفحه 25:
Leading
Leading (Influencing) means guiding the activities
of the organization members in appropriate
directions. Objective is to improve productivity.
صفحه 26:
Leading
"Getting others to perform
لاط ككعائها تكدتوووعع»26 عط
motivating them to achieve
the organization’s goals
"Crucial element in all
ا
= Discussed throughout the
book and in depth in Chapter
15—Dynamics of Leadership
صفحه 27:
Controlling
1. Gather information that measures recent performance
2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards
صفحه 28:
Controlling 2 ae
es
"Process by which a
person, group, or
organization consciously
monitors performance
and takes corrective ۳
action
"Discussed in depth in
Chapter 10
صفحه 29:
Basic Levels of Management
(adapted from Figure 1.3)
Nonmanagers
صفحه 30:
Levels of Management
= First-line Managers: have direct responsibility
for producing goods or services Foreman,
supervisors, clerical supervisors
= Middle Managers:
= Coordinate employee activities
= Determine which goods or services to provide
= Decide how to market goods or services to
customers
Assistant Manager, Manager (Section Head)
= Top Managers: provide the overall direction of
an organization Chief Executive Officer,
President, Vice President
صفحه 31:
First-line ا rl
" Directly responsible for production of goods
or services
"Employees who report to first-line managers
06 5م تأأدختصون2ه عط 117011
" Spend little time with top managers in large
organizations
" Technical expertise is important
" Rely on planning and administration, self-
management, teamwork, and
communication competencies to get work
صفحه 32:
Middle Managers
" Responsible for setting objectives that are
consistent with top management’s goals and
translating them into specific goals and
plans for first-line managers to implement
" Responsible for coordinating activities of
first-line managers
" Establish target dates for products/services
to be delivered
" Need to coordinate with others for resources
" Ability to develop others is important
"Rely on communication, teamwork, and
planning and administration competencies
to achieve goals
صفحه 33:
Top Managers
Responsible for providing the overall
direction of an organization
Develop goals and strategies for entire
organization
Spend most of their time planning and
leading
Communicate with key stakeholders—
stockholders, unions, governmental
agencies, etc., company policies
Use of multicultural and strategic
action competencies to lead firm is
صفحه 34:
Management Level and Skills
MANAGEMENT LEVELS SKILLS NEEDED
Top Needs Conceptual
manage- > skills
ment
Middle Needs coe
management > skills
Supervisory or operational Needs Technical
management هد skills
صفحه 35:
Introductory Concepts: ee
What Are
Managerial Competencies?
" Competency EMO ا =)
knowledge, skills, behaviors, and 15
ار
ودعدع حتاعع لل
knowledge, skill, behaviors, and
attitudes that a person needs to be Ja و
Sie ار ار سس و |
and various types of organizations
" Managerial Competencies sets of مه |
3
=e |
صفحه 36:
Six Core Managerial Competencies:
What It Takes to Be a Great Manager
ommunication Competen@
3
anning and Administration Comper iy)
Teamwork ۹
Strategic Action Competenc
ع
Multicultural Competenty
elf-Management Competen&?
صفحه 37:
Communication Competency
" Ability to effectively transfer and exchange
information that leads to understanding
i baee ی در ورن ات
networks FP 1لا
and good interpersonal relatio:
* Formal Communication
AOR Cem rel (ie ۱
Casey Creve oak ta Cee vite
38 ا 1 0
5 ما Is up to date
¥ Used to settle disputes, obtain
resources, and exercise
صفحه 38:
Planning and Administration
Competency
صفحه 39:
Teamwork Competency
Accomplishing tasks through small
۱۹۱۱۹۰ of &
people who 9 collectively 1
sponsible 5 10
از cena Na Fae i
people participate in setting goals ۳ os
Creating 2 Pity syle aa hie) team
environment عاوو
people committed to the team’s
Ylaeging team dynamics involves
settling i val
conflicts, sharing team success, and
21 كنت كا
that use team members’ strengths
صفحه 40:
Strategic Action Competency
Understanding the overall mission ,¢
and values of the organization and
ensuring that employees’ actions
match with them
Understanding how departments or /3
divisions of the organization are /)’¥
interrelated
MG
f
Taking key strategic actions
position the firm for eee
especially in relation to concern of
stakeholders
صفحه 41:
Sony must sell off businesses
that don’t fit its core strategy of
fusing gadgets with films, music,
and game software. That means
selling off its businesses in its
Sony Financial Holdings, which
صفحه 42:
Multicultural Competency
Understanding, appreciating and
responding to diverse political,
cultural, and economic issues across
and within nations
Cultural knowledge and
understanding of the events in at
least a few other cultures
Cultural openness and sensitivity to
how others think, act, and feel
Respectful of social etiquette ۳ )
variations
of langue @
صفحه 43:
Self-Management Competency
pveloping yourself and taking responsil ۹
Integrity and ethical conduc. *
Personal drive and اه
Ce)»
Balancing work and life 0
QO Self-awareness and personal
development activities
صفحه 44:
olf-Management Competeng
“My strengths and weaknesses
haven’t changed a lot in 51 years.
The important thing is to
recognize the things you don’t do
well and build a team that
۹ what you know the
Anne Mulcahy, CEO, Xerox
صفحه 45:
Learning Framework for Managing
Part III: Planning and
art V; Leadin