Introduction to

Tariq Hussain Rashid

MPA (QAU)

Management and
Organizations
 PEOPLE
PROCESS
PURPOSE
 MANAGERS
MANAGEMENT
ORGANIZATION
What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure or process
Types of Organizations

• For-Profit-Organizations
• Not-For-Profit-Organizations
• Governmental Organizations
 Non-Governmental Organizations
Exhibit Characteristics of Organizations
Exhibit Universal Need for Management
Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
Classifying Managers
• First-line Managers
 Individuals who manage the work of non-managerial
employees.
• Middle Managers
 Individuals who manage the work of first-line
managers.
• Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
Exhibit 1–1 Managerial Levels
What Is Management?
• Managerial Concerns
 Efficiency
 “Doing things right”
– is the ability to make the best use of available resources in
the process of achieving goals. Efficiency is the ration of
inputs used to achieve some level of outputs.

 Effectiveness
 “Doing the right things”
– is the ability to choose appropriate goals and to achieve
those goals.
Exhibit Effectiveness and Efficiency in Management
What Do Managers Do?
• Functional Approach
 Planning
Management function that involves the
process of defining goals, establishing
strategies for achieving those goals. And
developing plans to integrate and
coordinate activities.
What Do Managers Do?
• Functional Approach
 Organizing
Management function that involves the
process of determining what tasks are to be
done. Who is to do them, how the tasks are
to be grouped, who reports to whom, and
where decisions are to be made.
What Do Managers Do?
• Functional Approach
 Leading
Management function that involves
motivating subordinates, influencing
individuals or teams as they work, selecting
the most effective communication channels,
or dealing in any way with employee
behavior issues.
What Do Managers Do?
• Functional Approach
Controlling
Management function that involves
monitoring actual performance, comparing
actual to standard and taking corrective
action, if necessary.
Exhibit Management Functions
Time spent in carrying out managerial functions
What Do Managers Do? (cont’d)
• Manager’s Roles:

A role is an organized set of behaviors

that is associated with a particular
office or position.

In the late 1960s, Henry Mintzberg

concluded that managers perform 10
different, but highly interrelated
roles.
What Do Managers Do? (cont’d)
• Management Roles:
Interpersonal roles
 involve developing and maintaining positive relationships
with others.
 1) The figurehead performs symbolic legal or social duties.
 2) The Leader builds relationships with employees and
communicates with, motivates, and coaches them.
 3) The liaison maintains a network of contacts outside the
work unit to obtain information.
What Do Managers Do? (cont’d)
• Management Roles:
Informational roles
 Informational roles pertain to receiving and transmitting
information so that managers can serve as the nerve centers
of their organizational units.
 1) The monitor seeks internal and external information about
issues that can affect the organization.
 2) The disseminator transmits information internally that is
obtained from either internal or external sources.
 3) The spokesperson transmits information about the
organization to outsiders.
What Do Managers Do? (cont’d)
• Management Roles:
Decisional roles
 Decisional roles involve making significant decisions that
affect the organization.
 1) The entrepreneur acts as an initiator, designer, and
encourager of change and innovation.
 2) The disturbance handler takes corrective action when
the organization faces important, unexpected difficulties.
 3) The resource allocator distributes resources of all types,
including time, funding, equipment, and human resources.
 4) The negotiator represents the organization in major
negotiations affecting the manager’s areas of responsibility
What Do Managers Do? (cont’d)
• Skills Approach
 Technical skills
 are skills that reflect both an understanding of and a
proficiency in a specialized field.

 Technical skills include knowledge of and proficiency in a

certain specialized field, such as engineering, computers,
accounting, or manufacturing.

 These skills are more important at lower levels of

management since these managers are dealing directly with
employees doing the organization’s work.
What Do Managers Do? (cont’d)
• Skills Approach
Human skills
 are associated with a manager’s ability to work well
with others both as a member of a group and as a
leader who gets things done through others.
 Because managers deal directly with people, this
skill is crucial! Managers with good human skills
are able to get the best out of their people. They
know how to communicate, motivate, lead, and
inspire enthusiasm and trust. These skills are
equally important at all levels of management.
What Do Managers Do? (cont’d)
• Skills Approach
 Conceptual skills
are skills related to the ability to visualize the organization as
a whole, recognize interrelationships among organizational
parts, and understand how the organization fit into the wider
context of the industry, community, and world.
 Conceptual skills are the skills managers must have to think
and to conceptualize about abstract and complex situations.
Using these skills, managers must be able to see the
organization as a whole, understand the relationships among
various departments, and visualize how the organization fits
into its broader environment.
Practical approach
Practical approach
Exhibit 1–5 Skills Needed at Different Management Levels
Skills versus Management Levels
HISTORICAL OVERVIEW OF MANAGEMENT
The Great Pyramids
• The construction of a single pyramid occupied
more than 100,000 workers for 20 years.
• covers thirteen acres and contains 2,300,000
stone blocks.
• The blocks weigh about two and a half tons each
and were cut to size many miles away.
• how they managed 100,000 workers in a twenty-
year project
HISTORICAL OVERVIEW OF MANAGEMENT
The Great China Wall
• The Great China Wall built in the time period of
956 years.
• It is 6000 Km long
• Its base is 20 feet wide and top 11 feet wide.
• According to history, the purpose of china wall
was:
• • To mark territories
• • To defend the area
• • To protect silk road
Pre-classical Contributors:
1. Robert Owen (1771-1858) was a British factory
owner who advocated concern for the working and
living conditions of workers, many of them young
children. Many of his contemporaries thought he
was a radical for such ideas.
2. Charles Babbage (1792-1871) is considered to
be the “father of modern computing.” He foresaw
the need for work specialization involving mental
work. His management ideas also anticipated the
concept of profit sharing to improve productivity.
3. Henry E. Towne (1844-1924) called for the
establishment of a science of management and the
development of management principles that could
be applied across management situations.
Scientific management:

Scientific management is defined as the

use of the scientific method to define the
“one best way” for a job to be done.
Important Contributions:
Frederick Winslow Taylor (1856-1915)
 Taylor’s Four Principles of Scientific Management:
1. Study each part of the task scientifically, and develop a
best method to perform it.
2. Carefully select workers and train them to perform a
task using the scientifically developed method.
3. Cooperate fully with workers to ensure they use the
proper method.
 4. Divide work and responsibility so management is
responsible for planning work methods using scientific
principles and workers are responsible for executing the
work accordingly.
Important Contributions:
Frank and Lillian Gilbreth (1868-1924 and
1878-1972)
a. They perfected the time-and-motion study
techniques first introduced by Taylor.
b. Together they provided the first vocabulary for
identifying hand, arm, and body motions used at
work—which they called “Therbligs.”
c. Lillian’s doctoral dissertation was published as the
book, The Psychology of Management, one of the
first books published on the findings of psychology
in the workplace.
d. Frank “proved” the value of motion studies in his
own construction company whose productivity was
nearly three times better than his competitors who
used the older work methods.
Administrative Viewpoint
Henri Fayol (1841-1925) :
a successful French industrialist, developed
theories about management he thought could
be taught to those individuals with administrative
responsibilities.

Fayol gives us 14 principles of management

which are still being used nowadays.
Henri Fayol (1841-1925): 14 Principles
1. Division of work
Specialization increases output by making employees
more efficient.
2. Authority.
Managers must be able to give orders. Authority gives
them this right. Along with authority, however, goes
responsibility.
3. Discipline.
Employees must obey and respect the rules that govern
the organization.
4. Unity of Command
An employee should receive orders from one superior
only.
Henri Fayol (1841-1925): 14 Principles
5. Unity of direction.
The organization should have a single plan of action to
guide managers and workers.
6. Subordination of individual interests to the general
interest.
The interests of any one employee or group of
employees should not take precedence over the
interests of the organization as a whole.
7. Remuneration.
Workers must be paid a fair wage for their services.
8. Centralization.
This term refers to the degree to which subordinates are
involved in decision making.
Henri Fayol (1841-1925): 14 Principles
9. Scalar Chain.
The line term refers to the degree to which subordinates are
involved I decision making.
10. Order.
People and materials should be in the right place at the right
time.
11. Equity.
Managers should be kind and fair to their subordinates.
12. Stability of tenure of personnel
Management should provide orderly personnel planning and
ensure that replacements are available to fill vacancies.
13. Initiative.
Employees who are allowed to originate and carry out plans
will exert high levels of effort.
14. Esprit de corps
Promoting team spirit will build harmony and unity within the
organization.
Behavioral Viewpoint of Management:
1. Robert Owen, a successful Scottish businessman,
proposed a utopian workplace.
2. Hugo Munsterberg created the field of industrial
psychology—the scientific study of individuals at work to
maximize their productivity and adjustment.
3. Mary Parker Follett was a social philosopher who thought
the manager’s job was to harmonize and coordinate
group efforts.
4. Chester Barnard, president of New Jersey Bell Telephone
Company, saw organizations as social systems that
required human cooperation.
a. He believed that managers’ major roles were to
communicate and stimulate subordinates to high levels of
effort.
b. He also introduced the idea that managers have to
examine the environment and then adjust the
organization to maintain a state of equilibrium.
The Hawthorne Studies 1924-1932
1. In the first set of studies, no correlation was found
between changes in lighting conditions and individual
work performance. In fact, performance nearly always
went up with any change—brighter or darker—in
illumination.

2. In the second set of studies, the concept of the

Hawthorne effect emerged. The Hawthorne effect refers
to the possibility that individuals singled out for a study
may improve their performance simply because of the
added attention they receive from the researchers, rather
than because of any specific factors being tested in the
study.
Human Relations Movement:
 This movement was an attempt to equip managers with
the social skills they need.
Abraham Maslow (1908-1970)
Needs fit into a somewhat predictable hierarchy ranging
from basic, lower-level needs to higher-level needs:
1) Physiological (lowest)
2) Safety
3) Belongingness or social
4) Esteem
5) Self-actualization (highest and NOT achieved by
everyone)
Human Relations Movement:
Douglas McGregor (1906-1964)
developed the Theory X and Theory Y dichotomy about
the assumptions managers make about workers and how
these assumptions affect behavior.
a. Theory X managers tend to assume that workers are lazy,
need to be coerced, have little ambition, and are focused
on security needs. These managers then treat their
subordinates as if these assumptions were true.
b. Theory Y managers tend to assume that workers do not
inherently dislike work, are capable of self-control, have
the capacity to be creative and innovative, and generally
have higher-level needs that are often not met on the job.
These managers then treat their subordinates as if these
assumptions were true.
c. Workers, like all of us, tend to work up or down to
expectations.
 Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling