Assignment No 1

Submitted By:
Name: Abdul Rafay Jahangir
Roll No. 73
Section: B

Submitted To:
Madam Sumera

Topic:
Manager, Management and its function and Workplace

Subject:
Introduction to Management

Department:
Business Administration

Faculty:
Management Sciences
Q#01 Describe the factors that are reshaping and redefining the manager’s
job.
In today’s world, managers are dealing with global economic and political uncertainties,
changing workplaces, ethical issues, security threats, and changing technology. The increasing importance of
social media such as twitter, face book, what sup and instagram has been changing the customer taste and
perceptions rapidly. All this in return have a significant effect on the managers belonging to
different organizations.
Example:
 Headwater investment bank
 Dave Maney, the top manager of Headwaters MB, a Denver-based investment bank, had to
fashion anew game plan during the recession. When the company’s board of directors gave senior
management complete freedom to ensure the company’s survival, they made a bold move. All but
seven key employees were laid off. Although this doesn’t sound very responsible or
resourceful, it invited those laid-off employees to form independent member firms. Now, Headwaters
steers investment transactions to those firms, while keeping a small percentage for itself. The
“restructuring drastically reduced fixed costs and also freed management to do more marketing, rather
than day-to-day investment banking transactions.”
 As Maney said “It was a good strategy for us and positioned us for the future.”
It’s likely that more managers will have to manage under such demanding circumstances, and the fact is
that how managers manage is changing. Now have a detailed view of those factors which can
change the executive’s jobs:
Importance of Customers to the Manager’s Job
 The person who buys the goods is known as customer. The customer may be existing and
potential. The customers buying the goods currently are termed as existing customers while
the people taking the keen interest in buying the goods are known as potential customers.
.Importance of customers:
Managers are recognizing that delivering consistent high-quality customer service is essential
for survival and success in today’s competitive environment and that employees are an
important part of that equation. The implication is clear managers must create a customer-
responsive organization where employees are friendly and courteous, accessible,
knowledgeable, prompt in responding to customer needs, and willing to do what’s necessary
to please the customer.
Example:
 John Chamber, CEO of Cisco System
 John Chambers, CEO of Cisco Systems, likes to listen to voice mails forwarded to him from
dissatisfied customers.
He says, “E-mail would be more efficient, but I want to hear the emotion, I want to hear
the frustration, I want to hear the caller’s level of comfort with the strategy we’re
employing. I can’t get that through email.”
 This manager understands the importance of customers. You need customers. Without them,
most organizations would cease to exist. Yet, focusing on the customer has long been thought
to be the responsibility of marketing types.
Example:
 Qantas Airways
 Passengers of Qantas Airways were asked to rate their “essential needs” in air travel. Almost
every factor listed was one directly influenced by the actions of company employees from
prompt baggage delivery, to courteous and efficient cabin crews, to assistance with
connections, to quick and friendly check-ins.
The managers all over the world are experiencing the changes in the environment and the
economy. These changing circumstances are affecting their roles and responsibilities and
making them more planned and organized in their working.
The managers are adapting to the uncertainties in the economy and dynamism of the markets
and it making them more responsible with effective planning, leading and keeping a control
on the systems.
Managers have an important responsibility of keeping the employees motivated and not
compromise on the quality of productivity. They need to effectively guide the people through
their roles and responsibilities for achieving the goals of the organization.
The changes impacting managers’ jobs include global economic and political uncertainties,
changing workplaces, ethical issues, security threats, and changing technology. Managers
must be concerned with customer service because employee attitudes and behaviors play a
big role in customer satisfaction. Managers must also be concerned with innovation because
it is important for organizations to be competitive. And finally, managers must be concerned
with sustainability as business goals are developed.
Managers must create a customer-responsive environment where employees are friendly,
knowledgeable, and sensitive to customer needs.
Q#2(i) Management and its Function

Introduction
Controlling a complex organization so as to achieve desired goals resulted in the evolution of
the concept of management. Management includes all those people who are concerned with
managing an organization. It is a sum of organized activities by a group of people.
Management involves decision making at various levels of organization for getting things
done by others. It is both science as well as an art, because the fundamentals of management
are same everywhere but the practices differ.

Definition of Management
“Management is a distinct process consisting of planning, organizing, activating and
controlling to determine and accomplish the objectives by the use of people and resources.”
Functions of Management:
Different experts have classified functions of management. According to George & Terry,
“There are four fundamental functions of management i.e. planning, organizing, actuating
and controlling”. According to Henry Fayol “To manage is to forecast and plan, to organize,
to command, & to control”. Whereas, Luther Gullick has given a keyword ‘ POSDCORB’
where ‘P’ stands for Planning, ‘O’ for Organizing, ‘S’ for Staffing, ‘D’ for Directing,
‘C’ for Co-ordination, ‘R’ for reporting & ‘B’ for Budgeting. But the most widely accepted
are functions of management given by Koontz and O’Donnell i.e. Planning, Organizing,
Staffing, Directing and Controlling; which are described below:
Planning.
The function of management of systematically making decisions about the goals to be
achieved and activities or actions needed to achieve those that an individual, a group, a work
unit, or the overall organization will pursue in the future. Plans are developed for the entire
organization unit and individuals for certain period of time. Its activities include:-
(a) Analyzing the current situation.
(b) Anticipating the future.
(c) Determining the organizational objectives.
(d) Deciding the activities to be involved.
(e) Choosing strategies.
(f) Determining resources to achieve organizational goals.
Every plan has to contribute positively towards the accomplishments of the objectives.
Efficiency is measured by the contribution of the plan to objectives implementing the plan.
Planning is the primary prerequisite for all other function of management. Every action of the
manager follows a planning step. If more people in an organization use common and
consistent planning premises, the enterprise planning will be more coordinated. Planning
covers a period over which commitment of resources can be clearly visualized.
Building flexibility in planning beneficial, but cost of building flexibility needs to be
evaluated against the benefits. Manager needs to periodically check events of the plan and
redraw plans to maintain the move towards a desired goal.

Organizing:
The management function of assembling and coordinating human, financial, physical,
information and other resources needed to achieve organizational goals. Its activities
include:-
(a) Specifying Job responsibilities.
(b) Grouping jobs into work units
(c) Resource allocation
An organization is effective is effective if it as a whole, and every part of it, makes possible
accomplishment of individuals in contributing towards the attainment of objectives. There is
a limit at each managerial position on the number of persons an individual can effectively
manage. Maintenance of authority delegation requires that decisions within the authority
competence of an individual manager be made by him and not referred upward in the
organization. The better an organizational structure reflects a classification of the tasks and
activities required for achievement of objectives and assists their coordination through
creating a system of interrelated roles; and the more these roles are designed to fit the
capabilities and motivations of people available to fill them, the more effective and efficient
an organization structure will be. The more a position or a department has clear definition
of results expected, activities to be undertaken, organization authority delegated, and
authority and informational relationships with other positions, the more adequately
individual responsible can contribute toward accomplishing objectives.

Staffing:
The positions provided by the organization structure must be staffed with personnel able and
willing to carry out the assigned functions. The quality of management personnel can be
ensured through proper definition of the job and its appraisal in terms of human requirements,
evaluation of candidates and incumbents, and appropriate training. Specifications for the job
rest on organization requirements and on provision for incentives to induce effective and
efficient performance of the tasks involved. Performance must be appraised against the
management action required by superiors and against the standard of adherence in practice to
managerial principles. Managers should be selected from among the best available candidates
for the job, whether they are inside or outside the enterprise. The objective of management
development is to strengthen existing managers. The most effective means of developing
managers is to have the task performed primarily by a manager's superior.
In my area of work, I used to put special emphasis on the training of deployed manpower,
evaluate them on daily basis and appreciate them by granting them day-off etc
Directing:
The management function that involves the manager's efforts to stimulate high performance
by employees and includes directing, motivating and communicating with employees,
individually and in groups. Its activities include:

a) Directing the workforce.

(b) Motivating your subordinates.

(c) Communicating with employees

(d) Leadership

Effective directing depends on the extent to which individual objectives in cooperative

activity are harmonized with group objectives. The more completely an individual has a
reporting relationship to a single superior, the less the problem of conflict in instructions and
the greater the feeling of personal responsibility for results. Effective direction requires that
management supplement objective methods of supervision with direct personal contact. Since
people, tasks, and organizational environment vary, techniques of supervision will be most
effective if appropriately varied. At one time there was a management emphasis on directing
in the directorial (autocratic) sense, but in recent times, the concept of directing has become
more congruent with leading than with pushing. Thus today, directing is more related to
leading and leadership styles. Leadership in this context means the process whereby a work
environment is created in which people can do their best work and feel an interest in
producing a quality product or service.
In my area of work, I religiously direct my subordinates before, during and after the
execution of a task. I assure that there should be no communication gap at all levels of my
squadron. I used to communicate with my subordinates quite often.

Controlling:
The function of management of monitoring progress and making needed changes to make
sure that the organizational goals are achieved. Its activities include:
(a) Setting performance standards that indicate progress toward long-term goals.

(b) Monitoring staff performance through performance data evaluation.

(c) Identifying performance problems by comparing performance data against

standards and take corrective actions.
The task of control is to assure accomplishment of objectives by detecting potential or actual
deviation from plans early enough to permit effective corrective action. The primary
responsibility for the exercise of control rests in the manager charged with the execution of
plans. The more controls are designed to deal with and reflect the specific nature and
structure of plans, the more effective they will serve the interests of the enterprises and its
managers. The more controls are designed to reflect the place in the organization structure
where responsibility for action lies, the more they will facilitate correction of deviation of
events from plans. Controls have to be consistent with the position, operational responsibility,
competence, and needs of the individuals who have to interpret the control measures and
exercise control. Effective control requires objective, accurate, and suitable controls.
Effective control requires attention to those factors critical to appraising performance against
an individual plan. Control is justified only if indicated or experienced deviations from plans
are corrected through appropriate planning, organizing, staffing and directing.

Conclusion:
In conclusion, “Management” is an individual or group of individuals that accept
responsibilities to run an organization. Management brings together all six M’s i.e. Men and
Women, Money, Machines, Materials, Methods and Markets.
Q#2(ii) Explain Organization culture, Workplace spirituality
Organization culture
Before examining the meaning of organizational culture within this research, it is
preferable to identify in more specific terms the meaning of culture. Culture can be
defined as “The collective programming of the mind that distinguishes the members of
one group or category of people from another”. Ouchi indicates that scholars started to
study organizational culture when they needed to have in depth knowledge about why
organizational behavior changes from time to time and from one situation to another.
Cameron and Quinn define organizational culture as “The taken-for-granted values,
the underlying assumptions, expectations, collective memories, and definitions present
in the organization.it represents how things are around here. It reflects the prevailing
ideology that people carry inside their heads”. Schein describes it as “a pattern of basic
assumptions that the group learned as it solved its problem of external adaptation and
internal integration that has worked well enough to be considered valid and, therefore,
to be taught to new members as the correct way to perceive, think, and feel in relation to
these problems”. Thus, organizational culture is considered a framework of unwritten
rules that guides employees’ behavior within organizations. Moreover, Morris and
Sulkowski mention that through organizational history, in-house training, customs,
taboo, symbols, stories, narratives, metaphors and myths, senior members transfer
aspects of organizational culture to new employees.
Koutroumanis and Alexakis and Kraljevic highlight that the main characteristics of
organizational
Culture:
First, it is a pattern of basic assumptions and beliefs developed by a given group.
Second, it seeks a harmony between external orientation and internal integration. Third,
it is transferred from senior to new employees. Finally, it defines how employees feel,
think and act.
According to Lewis organizational culture often works as a determinant of how
organizations reacts to new situations because of its capacity to store all past history
lessons. Moreover, Hosseini affirms that organizational culture may work as an
operational system by directing employees’ behavior, stabilizing new organizational
orientations and leading any current or future change.
Dension model of organizational culture:

This model was developed by Daniel R. Dension and William S. Neale after twenty
years of research of thousands of company’s .The model is based on four cultural traits of
organization.
1. Involvement: The degree to which employees at all levels have influence over
organizational decisions and are directly connected to organizational goals.
2. Consistency: The degree to which employees understand the shared system of
beliefs in their organization and accordingly are able to act in a predictable way even
when facing unfamiliar situations.
3. Adaptability: The degree to which organization responds to both internal
customers and external environment.
Adaptability often promotes organizational learning.
4. Mission: The degree to which employees know and share the purpose, the goals and
the vision of their organization
Given the fact that the economies of countries around the world have increasingly
become global and companies are facing a kind of uncertainty, the researchers have
chosen to add knowledge sharing as a fifth trait of culture. Sorakraikitikul and Siengthai
consider knowledge sharing as the degree to which employees exchange experience and
work-related knowledge with their colleagues. The importance of such exchange of
knowledge is not only encouraging employees to work together but also creating a
shared organizational knowledge that turns into a competitive value hence forth.
Therefore, this research considers that organization culture is composed of five traits:
Involvement, consistency, adaptability, mission, and knowledge sharing.
Workplace spirituality:
Over the past decade, workplace spirituality has become one of the hot and new topics in
business literature. Moreover, the relationship between workplace spirituality and
management has been highlighted in media, internet sites, work groups, and
newsletters. Furthermore, some journal articles have tried to explore the why and how of
spirituality in workplace. Rego and Cunha and Deshpande indicate that workplace
spirituality is a reality in the business world that should not be ignored. This supports
what has been highlighted by Jurkiewicz and Giacalone .when mentioning that
spirituality in workplace is a basic need for employees’ personal growth due to the
declining role of families, neighborhoods, and other societal main players. Waddock
assures that bringing employees’ heart, mind, body, and soul to organizations is vital
for both individual and organizational success. In line with this, Giacalone and
Jurkiewicz clarify that spirituality is a dynamic factor in building trust between
employers and their employees, the matter that positively affects overall organizational
performance. Spirituality in the workplace is considered a motive for employees who
spend long hours in their work (Nick and However, spirituality and religion are often
times confused. Sorakraikitkul and Siengthai see that both spirituality and religion
reflect the personal experience of searching for high power and a meaning for life.
Mitroff and Denton, Fry ,Klenke and Gupta agree that spirituality is about personal
beliefs, but religion relates to behavior. Spirituality is flexible and applicable whereas
religion is fixed and based on customs. Moreover, spirituality is discussable at the
workplace, but religion is an inappropriate topic for discussion in the workplace.
Heschel (1955) considers spirituality as the search for an ultimate being. Thus, the
concept of spirituality is completely different from the concept of workplace spirituality
which is about employees’ common connection in their workplace. Marques define
workplace spirituality as “an experience of interconnectedness, shared by all those
involved in the work process, initially triggered by the awareness that each is individually
driven by an inner power, which raises and maintains his/her sense of honesty, kindness
and courage”. It is also defined by Ashmos and Duchon as “recognition that employees
have an inner life which nourishes and is nourished by meaningful work taking place in
the context of community”. Daniel reflects that workplace spirituality is a central variable
in developing the culture of trust, inclusion and innovation within various workplaces.
Although workplace spirituality includes many dimensions, the researchers have chosen
to focus on three of them: meaningful work, sense of community, and alignment with
organizational values.