Lecture 01

Ammar Latif
ammar@iqraisb.edu.pk
Course Objectives
Impart a basic understanding of management
techniques and methods.
Introduce the nature of the environment that
management operates in.
Acquaint the student with modern trends in
management thought as well as industry practices.
Impart an understanding of the history of
management practice.
 What is management?
Process of co-ordinating work activities so they are
completed efficiently and effectively with and through
people.
Its primary functional activities are :
Planning
Organising
Leading
Controlling
 Efficiency?
Effectiveness?
Relatedness to management as a practical activity?
Manager….
Someone who works with and through people (by co-
ordinating their work activities) to achieve
organisational goals.
What is an organisation?
Ideas? (hint type of grouping....)
Front-line > Operational.
Middle > Tactical (support strategic).
Top > Strategic.
Four Processes….
Planning :
Process of defining goals, establishing strategies for
achieving those goals and developing plans to integrate
and coordinate activities.
Organising :
Arranging work to accomplish the organization’s goals.
Leading :
Motivating subordinates, influencing individuals or
teams as they work, selecting the most effective
communication channel, or dealing with employee
behavior issues.
 Controlling :
Process of monitoring, comparing and correcting is a
controlling function.
Need for evaluation of work activities.

Management as process
Dynamic system where functions are executed
simultaneously rather than in a discrete series of fixed
steps.
Roles of a Manager….
These refer to specific categories of managerial
behaviour.
Interpersonal
Figure head, liaison and leader.
Informational
Monitor, disseminator and spokesman.
Decisional
Entrepreneur, Disturbance Handler, Resource Allocator &
Negotiator.
Skills….
Diverse skills range is required for manager to be
effective.
Conceptual
Ability to think in the abstract and envision complex
situations.
Technical
Knowledge in specialised field.
Human
Ability to work with people.
Managing systems….
A set of distinct and interrelated parts of an entity
that comprise an interdependent whole.
Concept from science applied to management.
Examples of systems.
Ideas?
Difference between open and closed systems?
Ideas?
Organisations….
A deliberate grouping of various arrangements of
people to fulfill a specific purpose.
Inferences from definition….
Distinct purpose (Goal, Mission).
Composed of people.
A defined structure.
Modern Vs. Traditional
Global village.
Rate of change has accelerated.
Societal, economic, technological changes.
A need for innovation and flexibility.
Organisational Culture….
System of shared meaning and beliefs held by
organizational members that determines to a large
degree how they act and respond to situations.
It represents a common perception held by an
organization’s members.
“The way we do things around here”.
A constraint for the manager.
How
Ideas?
Cultural Dimensions….
Team orientation?
Stability?
Innovation & Risk taking?
Attention to Detail?
Outcome Orientation?
People Orientation?
Aggressiveness?
Exercise….
Identify and analyse Iqra’s cultural environment
Assign a mark out of 10 to each dimension.
Identify dominant factor.
Strong or Weak culture.
• Factors determining strength :
– Size of organisation.
– How long it has been established.
– Turnover among employees.
– Original cultural intensity.
Learning Culture….
Stories.
Narrative that exemplifies the culture.
Symbols.
Repetitive sequences of activities that reinforce values.
Material symbols.
Tangible symbols of culture.
Language.
Jargon, code, terms used in a culture.