Principles of Management

BCC-104
Marks:100; Credit 3.00 hours
Written:75, Internal Evaluation: 20, Viva: 05

Instructor
Tunazzina Sultana, PhD
Professor
Department of Marketing
University of Chittagong
 Syllabus
1) Introduction to Management: Managers and You in the
Workplace
2) Making Decisions
3) Managing in a Global Environment
4) Managing Social Responsibility
5) Foundations of Planning
6) Managing Strategy
7) Designing Organizational Structure
8) Motivating Employees
9) Being an Effective Leader
10)Monitoring and Controlling
 Course Contents
• Introduction to Management: Managers and You in the
Workplace (Chapter 1)
• Making Decision (Chapter 2)
• Managing in a Global Environment (Chapter 4)
• Managing Social Responsibility (Chapter 6)
• Foundations of Planning (Chapter 8)
• Managing Strategy (Chapter 9)
• Designing Organizational Structure (Chapter 10, 11)
• Motivating Employees (Chapter 16)
• Being an Effective Leader (Chapter 17)
• Monitoring and Controlling (Chapter 18)
 Books
• Basic Text:
Stephen P. Robbins and Mary Coulter, Management
(15th edition, Pearson India)

• Reference Books:
– Ricky W. Griffin, Management: Principles and application,
Current edition. Cengage Learning, India Pvt. Ltd.
– Heinz weihrich, Mary V Cannice and Harold Koontz,
Management: A Global and Entrepreneurial Perspective,
Current edition, Tata McGraw Hill EducationPvt. Ltd. India.
 Excerpted from the
Preface of the Thirteenth Edition
• The workplace and the field of management have changed a lot since the
first edition of this book appeared in 1984. This book, of course, has
changed along with them. As new theories and research have been
published, expanding our knowledge about what makes an effective
manager, we changed the book to reflect it. What you have before you,
then, is a summary of the latest knowledge on effective management. But
students have also changed a lot since 1984. Today’s students want more
relevance from their management textbook. They want both knowledge
and skills. Students want to leave class knowing what management is all
about but also with the skills necessary to help them succeed in today’s
workplaces...whether in an accounting firm, a manufacturing
organization, a retail business, a marketing services company, a high-tech
firm, or a government agency. Despite the changing face of today’s
workplace and workforce, certain skills are essential for both being an
effective and efficient employee and for moving into a managerial path.
 What’s Expected of the Student in This
Course
• It’s simple. Come to class. Read the book. Do
your assignments. And...study for your exams.
If you want to get the most out of the money
you’ve spent for this course and this textbook,
that’s what you need to do.
 The ABC’s of Managing Your Time
• A key to success in management and in your career is
having good time management skills.

• Time is a unique resource and one of your most valuable

resources.
 The ABC’s of Managing Your Time
– If it’s wasted, it can never be replaced. People talk
about saving time, but time can never actually be
saved.

– Unlike resources such as money or talent, which are

distributed unequally in the world, time is an equal-
opportunity resource.
 Time Management
Some suggestions to help you better use your time:

1. Make and keep a list of all your current, upcoming,

and routine goals.
Know what needs to be done daily, weekly, and
monthly.

2. Rank your goals according to importance.

3. List the activities/tasks necessary to achieve your

goals.
 Time Management

4. Divide these activities / tasks into categories

using an A, B, and C classification.
– important and urgent.
– either important or urgent but not both.
– routine—not important nor urgent, but still need
to be done
5. Schedule your activities/tasks according to the
priorities you’ve set.
 Time Management
6. Plan your to-do list each day so that it includes a
mixture of A, B, and C activities/ tasks.

7. Realize that priorities may change as your day or week

proceeds.

8. Remember that your goal is to manage getting your

work done as efficiently and effectively as you can.
Introduction to Management
 Learning Objectives
1. Explain why managers are important to organizations.
2. Tell who managers are and where they work.
3. Describe the functions, roles, and skills of managers.
4. Describe the factors that are reshaping and redefining
the manager’s job.
5. Explain the value of studying management.
Why Are Managers Important (to you)
• Inspire you professionally and personally
• Energize you and your coworkers to accomplish
things together that you couldn’t get done by
yourself
• Provide coaching and guidance with problems
• Provide you feedback on how you’re doing
• Help you to improve your performance
• Keep you informed of organizational changes
• Change your life
Why Are Managers Important (to org)
• Organizations need their managerial skills and
abilities more than ever in uncertain, complex, and
chaotic times.
• They are critical to getting things done.
• Managers do matter to organizations.
 Who are Managers and Where do they
work?
• Organization
-A deliberate arrangements of people brought
together to accomplish a specific purpose.
• Common Characteristics of an Organization
-Goal
-People
-Structure
Characteristics of An Organization
 Who is a Manager
• A manager is someone who coordinates and
oversees the work of other people so
organizational goals can be accomplished.
 Who is a Manager

According to Ricky W. Griffin:

• Someone whose primary responsibility is to carry out
the management process.
• Someone who plans and makes decisions, organizes,
leads, and controls human, financial, physical,
and information resources.
 Who is a Manager
• An individual who is in charge of a
certain group of tasks, or a certain subset of
a company. A manager often has a staff of people
who report to him or her.
• Certain departments within a company designate
their managers to be line managers, while others are
known as staff managers, depending upon
the function of the department.
Managerial Levels
 Kinds of Managers by Level
• Top Managers
– The relatively small group of executives who manage
the organization’s overall goals, strategy, and operating
policies.
• Middle Managers
– Largest group of managers in organizations who are
primarily responsible for implementing the policies and
plans of top managers. They supervise and coordinate
the activities of lower-level managers.
• First-Line Managers
– Managers who supervise and coordinate the activities
of operating employees.
 Kinds of Managers by Area
• Marketing Managers
– Work in areas related to getting consumers and
clients to buy the organization’s products or services.
• Financial Managers
– Deal primarily with an organization’s financial
resources.
• Operations Managers
– Concerned with creating and managing the systems
that create organization’s products and services.
Kinds of Managers by Area (cont’d)
• Human Resource Managers
– Involved in human resource planning, recruiting and selection,
training and development, designing compensation and
benefit systems, formulating performance appraisal systems.
• Administrative Managers
– Generalists who are familiar with all functional areas of
management and who are not associated with any particular
management specialty.
• Other Kinds of Managers
– Specialized managerial positions directly related to the needs
of the organization.
What Do Managers Do

Management
 What is Management?
According to Ricky W. Griffin:
A set of activities
(planning and decision making, organizing, leading,
and controlling)
directed at an organization’s resources
(human, financial, physical, and information)
with the aim of achieving organizational goals
in an efficient and effective
manner.
Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them
 Efficiency
versus
Effectiveness
Effectiveness and Efficiency in Management
 Management in Organizations

Planning
and decision Organizing
making
Inputs from the environment
Human
• resources Goals attained
Financial
• resources •Efficiently
Physical
• resources •Effectively
Information
• resources
Controlling Leading
The Management Process
Planning and
Decision Making Organizing
Determining how
Setting the organiza-
best to group
tion’ s goals and
activities and
deciding how best
resources
to achieve them

Controlling Leading
Monitoring Motivating members
and correcting of the organization
ongoing activities to work in the best
to facilitate goal interests of the
attainment organization
 The Management Process (cont’d)
• Planning and Decision Making
– Setting an organization’s goals and selecting a course of
action from a set of alternatives to achieve them.
• Organizing
– Determining how activities and resources are grouped.
• Leading
– The set of processes used to get organizational members to
work together to advance the interests of the organization.
• Controlling
– Monitoring organizational progress towards goals.
Management Functions
 What do Managers Do
• Managerial roles refers to specific actions or
behaviors expected of and exhibited by a
manager.
 What do Managers Do
• Interpersonal Role: The roles in this category involve providing
information and ideas.
i. Figurehead - A manager has social, official and legal
responsibilities. He is expected to be a source of inspiration. People
look up to him as a person with authority, and as a figurehead.
ii. Leader - This is where manager provide leadership for his team,
his department or perhaps his entire organization; and it's where he
(manager) manage the performance and responsibilities of everyone
in the group.
iii. Liaison - Managers must communicate with internal and external
contacts. He needs to be able to network effectively on behalf of his
organization.
 What do Managers Do
• Informational role
The roles in this category involve processing information.
i. Monitor - In this role, manager regularly seek out information
related to his organization and industry, looking for relevant
changes in the environment. He also monitors his team, in terms
of both their productivity, and their well-being.
ii. Disseminator - This is where manager communicate
potentially useful information to his colleagues and his team.
iii. Spokesperson - Manager represents and speaks for his
organization. In this role he is responsible for transmitting
information about his organization and its goals to the people
outside it.
 What do Managers Do
• Decisional Role : The roles in this category involve using information.
Entrepreneur - A manager creates and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
i. Disturbance Handler - When an organization or team hits an
unexpected roadblock, it's the manager who must take charge. He
also needs to help mediate disputes within it.
ii. Resource Allocator – A manager also needs to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.
iii. Negotiator – A manager may be needed to take part in, and direct,
important negotiations his team, department, or organization.
 What Managers Actually Do
• “Basically, managing is about influencing
action. It’s about helping organizations and
units to get things done, which means action.”
 What Managers Actually Do
• Interaction
– with others
– with the organization
– with the external
context of the
organization
• Reflection
– thoughtful thinking
• Action
– practical doing
 Fundamental Management Skills
• Technical
– Skills necessary to accomplish or understand the
specific kind of work being done in an
organization.
• Interpersonal (Human)
– The ability to communicate with, understand, and
motivate both individuals and groups.
• Conceptual
– The manager’s ability to think in the abstract.
1–43
 Fundamental Management Skills (cont’d)
• Communication
– The manager’s abilities both to convey ideas and information
effectively to others and to receive ideas and information
effectively from others.
• Decision-Making
– The manager’s ability to recognize and define problems and
opportunities correctly and then to select an appropriate course
of action to solve the problems and capitalize on opportunities.
• Time-Management
– The manager’s ability to prioritize work, to work efficiently, and
to delegate appropriately.

1–44
Fundamental Management Skills
Fundamental Management Skills
Changes Facing Managers
 Why Study Management?
• The Value of Studying Management
– The universality of management
• Good management is needed in all organizations.
– The reality of work
• Employees either manage or are managed.
– Rewards and challenges of being a manager
• Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
• Successful managers receive significant monetary rewards for
their efforts.
Universal Need for Management