Assignment No # 02

Submitted By: Abdul Rafay (20214)

Submitted To: Sir Imran Dar
Subject: Management
Section: BBA-01 (C)
Riphah International University
Summary of Chapter no # 01 has been taken from the book “MANAGEMENT” written by
Stephen P. Robbins, Mary Coulter.
A manager: someone who coordinates and oversees the work of other people in order to
accomplish organizational goals.
First- line managers: the lowest level of management who manage the work of non-managerial
employees and typically are directly or indirectly involved with producing the organization’s
products or servicing the organization’s customers.
Middle managers: manager between the lowest level and top levels of the organization who
manage the work of first-line managers.
Top managers: managers at or near the upper levels of the organization structure who are
responsible for making organization wide decisions and establishing the goals and plans that
affect the entire organization.
Efficiency: doing things right or getting the most output from the least amount of inputs.
Effectiveness: doing the right things, or completing activities so that organizational goals are
reached.
An organization: a deliberate arrangement of people to accomplish some specific purpose,
controlled by its management.
Management: has the task to coordinate the organization towards accomplishing
organizational goals. Activities are completed efficiently and effectively by others.
Management functions (Fayol)
Planning Define goals, setting goals, developing plans and strategy to coordinate
activities.
Organizing Deciding what needs to be done, and how and who will do it.
Leading Motivating, leading. (Conflicts)
Controlling Monitoring activities, to ensure reached as planned.
Management roles (Mintzergs)

 Interpersonal roles: managerial roles that involve people and other duties that is ceremonial
and symbolic in nature. Roles: Figurehead, leader, liaison (first line)

 Informational roles: managerial roles that involve collecting, receiving, and disseminating
information. Roles: monitor, disseminator, spokesperson (middle)

 Decisional roles: managerial roles that revolve around making choices. Roles, Entrepreneur
disturbance handler resource allocator negotiator (top)
Summary of chapter no # 02 has been taken from the book “MANAGEMENT” written by
Stephen P. Robbins, Mary Coulter.
This chapter tells us about the history of management.
Classical approach: making organizations and workers as efficient as possible

 Scientific management, one best way to do your job.

The four principles of scientific management
1. The development of a true science
2. The scientific selection of the workman
3. The scientific education and development of the workman
4. Intimate and friendly cooperation between the management and the men
Quantitative approach: the use of quantitative techniques to improve decision making, within
total Quality management: a philosophy of management that is driven by continuous
improvement and responsiveness to customer needs and expectations.
1. Intense focus on the customer, (buyers)
2. Continual improvement, (quality management, never satisfied)
3. Process focused, (improve work processes and goods and services)
4. Improvement in the quality of everything (after sales service of a company)
5. Accurate measurement (measure variables in organization operations)
6. Empowerment of employees, (people on the line improvement process)
Behavioral approach

 Organizational behavior, a field of study that researches the actions (behavior) of people at
work. What can lead to a higher productivity?
Contemporary approaches

 Systems approach; a set of interrelated and interdependent parts arranged in a manner that
produces a unified whole.
1. Open system that interact with their environment
2. Closed system that not interact with their environment
Summary of chapter no # 03 has been taken from the book “MANAGEMENT” written by
Stephen P. Robbins, Mary Coulter.
Omnipotent view of management: the view that managers are directly responsible for an
organization success or failure.
Symbolic view: the view that much of an organization success or failure is due to external
forces outside manager’s control.
Organizational culture: the shared values, principles, traditions, and ways of doing things that
influence the way organizational members act. Every company has an organizational culture.
Culture: can be defined as all the behaviours, ways of life, arts, beliefs and institutions of a
population that are passed down from generation to generation.
Innovative culture: Give the employees enough freedom, trust, join decision-making, etc.
Strong cultures: organizational cultures in which the key values are intensely held and widely
shared.
Weak cultures: organizational cultures in which the key values are less intensely held and easier
to change compared to a strong culture.