MANAGEMENT SKILLS

Dr. Sylvia Aarakit

OVERVIEW

1
 Course content
• Introduction to management

• Managing people

Dr. Sylvia Aarakit

• Emotional intelligence

• Team work & Team building in Organizations

• Time management & Delegation 2

• Communication
 Assessment

• Compulsory ‘category B’ subjects (LEGAL PRACTICE SKILLS II)

• Marked out of 100 marks (Accounting 30 marks, Management

Dr. Sylvia Aarakit

Skills 40 marks and Tax Practice 30 marks).
• No IAs

3
 TOPIC 1:

INTRODUCTION TO

Dr. Sylvia Aarakit

MANAGEMENT

4
 OUTLINE

• Definitions of Management Concepts

• Why Study Management (importance of mgt to
legal professionals)

Dr. Sylvia Aarakit

• Management Functions – what do managers do?
• Managerial Levels, roles and Skills
• Reality of a manager’s Job
• Managerial Challenges

5
 Are Your Ready to Be a Manager?

• Today’s environment is diverse, dynamic and ever-changing

• Organizations need managers who can build networks and pull
people together
• Managers must motivate and coordinate others

Dr. Sylvia Aarakit

• Managers are dependent upon subordinates
• They are evaluated on the work of others
• Managers must focus on innovation and sustainable
leadership to stay competitive
• Innovations may include: New products, services, processes &
technologies, Controlling costs, Investing in the future & Corporate
values
6
 Who is a manager?
• Someone who works with and through people, supervises and
coordinates the use of organization’s resources in order to
accomplish organizational goals.

• Managers are the executive function of the organization

Dr. Sylvia Aarakit

• Resources are organizational assets i.e.
• People Skills
Knowledge
Information
• Raw materials Machinery
7
Financial capital
Employee Vs Manager

Dr. Sylvia Aarakit

8
 Types of managers
• First-line/Lower level managers: manage the work of non-
managerial individuals who are directly involved with the
production or creation of the organization’s products

• Middle managers - all managers between the first-line level

Dr. Sylvia Aarakit

and the top level of the organization. Manage the first-line
managers

• Top managers - responsible for making organization-wide

decisions and establishing the plans and goals that affect the
entire organization
9
What is management then?

While management is
both an art and science

It is a very wide and

Dr. Sylvia Aarakit

elusive subject and no
conclusive definition
exists.

Management can be
defined as a process, an 10
activity or a profession.
 Management as an art…

Is defined as personalized application of general

theoretical principles for achieving best possible
results. It entails;

Practical know how (application of Knowledge)

Creativity
Perfection comes with practice
Personalized nature (depends on one’s knowledge, experience and
personality)
 Hence, decisions are made and problems solved using a blend
of intuition, experience, instinct, and personal insights.
 Management as a science

• Is a systematic body of knowledge that contains

general facts and principles which explains a
phenomenon. It entails :

Empirically derived (based on experimentation & Observation)

General principles (Principle of Unity of Command i.e. one man,
one boss)
Cause and effect relationship
Universal applicability
 Management as a profession

• Entails …..
• Specialized Knowledge
• Formal Education & Training
• Social Obligations
• Code of Conduct
• Representative Association
• But;
• Managers are known by their performance and not mere degrees.
• Since, the ultimate goal of business is to maximize profit and not
social welfare. “The slogan for management is becoming - ’He who
serves best, also profits most’
 Management as a process?

The process of planning, organizing, leading, and controlling

of human and other resources to achieve organizational goals
effectively and efficiently

- Resources include people (loyal customers and employees), skills,

know-how and experience, machinery, raw materials, computers
and IT, patents and financial capital,

14
 Management as an act

 Management is an act of getting things done through and

with the people in formally organized groups.

15
 Nature of management

• Management as a science :
Not an exact science—is a social science which deals with behavior
of people in organizations.
• Mgmt. principles based on observed phenomenon, systematic

Dr. Sylvia Aarakit

classification& analysis of data.
• Management as an art
• Application to solution of practical problem is an art
• Management as a profession
• Professional manager- one who undertakes mgmt. as a career & not
interested in acquiring ownership.
16
 Management Vs Administration

• Practically, there is no difference between management &

administration. i.e., the managers who are higher up in the
hierarchy denote more time to administrative function & the
lower level denote more time to directing and controlling
worker’s performance.

• The difference can be summarized on the basis of : -

• Functions
• Usage / Applicability
 On the Basis of
Functions: -
Basis Management Administration

Meaning Management is an art of getting It is concerned with formulation of

things done through others by broad objectives, plans & policies.
directing their efforts towards
achievement of pre-determined
goals.

Nature Management is an executing Administration is a decision-making

function. function.

Process Management decides who should as Administration decides what is to be

it & how should he dot it. done & when it is to be done.

Function Management is a doing function Administration is a thinking function

because managers get work done because plans & policies are
under their supervision. determined under it.

Skills Technical and Human skills Conceptual and Human skills

Level Middle & lower level function Top level function

 On the Basis of Usage: -

Basis Management Administration

Applicability It is applicable to business concerns It is applicable to non-business

i.e. profit-making organization. concerns i.e. clubs, schools, hospitals
etc.

Influence The management decisions are The administration is influenced by

influenced by the values, opinions, public opinion, govt. policies, religious
beliefs & decisions of the managers. organizations, customs etc.

Status Management constitutes the Administration represents owners of

employees of the organization who the enterprise who earn return on
are paid remuneration (in the form of their capital invested & profits in the
salaries & wages). form of dividend.
The process of management

Dr. Sylvia Aarakit

20
FUNCTIONS OF MANAGEMENT
22
 n ning a nd
Pla g
n M a k in
Decisio

Involves defining
organizational goals,
establishing strategy and
developing sub plans to
choose alternatives and
coordinate activities

23
 Or gani z i ng

• Deciding where decisions

will be made

• Who will do what jobs

and task
• Who will work for whom

24
 Leading

Inspiring
Inspiring

Leading
Leading
Motivating
Motivating

25
 Con t r olling

Monitoring progress towards goal achievement

and taking corrective action when needed

26
 What is it Like to Be a Manager?

Reality of a manager’s job!

• The manager’s job is diverse and highly fragmented
• Managerial tasks and roles keep evolving over time

Dr. Sylvia Aarakit

• Most managers spend time in planning, leading others,
networking and leading innovation, negotiating and mobilizing
resources, addressing work conflicts etc
• Managers dislike controlling subordinates, handling
paperwork and managing time pressure 27
 Levels of Management

Top managers

Middle managers
Organizational Levels

First-line managers

s
ns

n
g

ce

io

er
in

nc

io

ur

at
t

th
ke

at
na

tr
so

O
r
ar

is
28
pe
Fi

re
M

in
O

dm
an
um

A
H

Areas of Management
 l Ma na ge r s
o p le v e
Roles of T

Creating/defining
Creating/defining aa strategic
strategic direction
direction

Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees

Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action

Monitoring
Monitoring their
their business
business environments
environments 29
 e M a na g e r s
f M idd l
Roles o
Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives

Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions

Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them

Implement
Implement changes
changes oror strategies
strategies 30

generated
generated by
by top
top managers
managers
 e Man ag e r s
F ir s t -L i n
Roles of
Manage
Manage the
the performance
performance of
of
entry-level
entry-level employees
employees

Encourage,
Encourage, monitor,
monitor, and
and reward
reward
the
the performance
performance of
of workers
workers
Teach
Teach entry-level
entry-level employees
employees how
how to
to do
do
their
their jobs
jobs

Make
Make detailed
detailed schedules
schedules and
and operating
operating 31

plans
plans
Management levels in
Organizational hierarchy

Dr. Sylvia Aarakit

32
MANAGEMENT ROLES

Aarakit
Dr. Sylvia
33
Breakdown of mgmt. roles

Dr. Sylvia Aarakit

34
 TRADITIONAL
MANAGEMENT SKILLS
• Technical - knowledge of and proficiency in a certain
specialized field
• Human - ability to work well with other people both
individually and in a group

Dr. Sylvia Aarakit

• Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among sub-units
• visualize how the organization fits into its broader environment

35
Relationship between
management levels & skills

Dr. Sylvia Aarakit

36
Management and the New
Workplace

Dr. Sylvia Aarakit

37
 The Transition to a New
Workplace

• Today’s best managers give up their command-and-

control mind-set to focus on coaching and providing
guidance, creating organizations that are fast,

Dr. Sylvia Aarakit

flexible, innovative, and relationship-oriented.

38
 Why Management?

• One of the top legal firm in the world believed for years that
technical expertise was the most important capability for a
company to stay competitive. They thought that the best
managers were those who left their staff to work
independently and intervened only when people got stuck with

Dr. Sylvia Aarakit

a technical problem.

• However, when the firm carried out internal research and

asked legal experts (employees) what they valued most in a
manager, technical expertise ranked last.
39
 So, why is management
important?

• Firm assignment!

At individual level! It addresses career goals

Dr. Sylvia Aarakit

• Write down your personal motivation to study management

At professional /organizational level -The concern is “enhancing

productivity or organizational performance”
• Thus, discuss the relevance of management to the a local law firm!
• Discuss the potential managerial challenges in professional service
firms
40
 h a l l e n g e s :
e ri a l C
Manag Ethics

Knowledge
Management Diversity

MANAGER
Innovation Globalization

Customers Technology

41
 CLASS DISCUSSION QUESTION

• Discuss the role of digital Innovations and AI in

shaping management practices in the legal

Dr. Sylvia Aarakit

profession.

• Hint: focus on opportunities and challenges

42
 Quest i o n s ??

Dr. Sylvia Aarakit

43