Scribd Logo
Upload

Welcome to Scribd!

  • 4 views

    management chap#1 presentation

    Uploaded by

    Fatima Rehman

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    management chap#1 presentation

    Uploaded by

    Fatima Rehman
    4 views31 pages

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    4 views31 pages

    management chap#1 presentation

    Uploaded by

    Fatima Rehman

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    You are on page 1of 31

    CHAPTER # 1

    MANAGERS AND YOU IN THE


    WORKPLACE
    Presented to: Ma’am Shumaila
    Presented by: Eman Asim (Roll # 1)
    Fatima Rehman (Roll
    # 2)

    HIMAYAT-E-ISLAM KHAWATEEN COLLEGE


    GARDEN TOWN, LAHORE
    PRESENTATION OUTLINE
    1. Introduction and importance of managers
    2. Management functions
    3. Mintzberg's managerial roles
    4. Management skills
    5. Rewards and challenges of being a manager
    WHO ARE MANAGERS?
    MANAGERS ARE MANAGERS ARE NOT
    Manager is someone who Manager’s job is not about
    coordinates and oversees the personal achievement, its about
    work of other people so helping others do their work.
    organizational goals can be
    accomplished.

    Simply a manager is a person who manages.


    CLASSIFICATION OF MANAGERS IN AN
    ORGANIZATION

    Top managers

    Middle managers

    First line managers

    Non managerial employees


    CLASSIFICATION OF MANAGERS IN AN
    ORGANIZATION
    FIRST LINE MANAGERS:

     Manages the work of non


    managerial employees who
    typically are involved with
    producing the organizations
    products or servicing the
    organizations customers.
    CLASSIFICATION OF MANAGERS IN AN
    ORGANIZATION
    MIDDLE MANAGERS:

     Between top and first line


    managers. Manage the work
    of first line managers.
    CLASSIFICATION OF MANAGERS IN AN
    ORGANIZATION
    TOP MANAGERS:
     Responsible for making
    organization wide decisions
    and establishing the plans
    and goals that effect the
    entire organization.
    WHERE DO MANAGERS WORK?
     Managers work in an organization:
     Organization is a deliberate arrangement of people to
    accomplish some specific purpose.
    CHARACTERISTICS OF AN ORGANIZATION:

    Deliberate
    Distinct purpose people
    structure
    CHARACTERISTICS OF AN ORGANIZATION:
     First, an organization has a distinct purpose typically expressed
    through goals the organization hopes to accomplish.

     Second each organization is composed of people. It takes


    people to perform the work that's necessary for the
    organization to achieve its goals,

     Third all organizations develop a deliberate structure within


    which members do their work. That structure may be open and
    flexible, with no specific job duties or strict adherence to
    explicit job arrangements.
    Why are managers important?
    Inspire you professionally and personally

    Energize you and workers.


    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?
     Organization needs their managerial skills and abilities
    more than ever in these uncertain, complex, chaotic
    times.
     They are critical to get things done.
     Managers do matter to organizations. The most
    important employee productivities and loyalty is the
    relationship between people.
    WHAT DO MANAGERS DO?
    Let's look first at what management is?
    Management involves coordinating and
    overseeing the work activities of others so their
    activities are accomplish efficiently and effectively.
    Managerial concerns:
     Efficiency:
    Efficiency refers to getting the Efficiency (means)
    most output from the least
    amount of inputs or
    resources. It is often refers to Resource usage
    as “doing things right” that is
    not wasting recourses.
     Effectiveness:
    Is often described as “doing the
    Low wastage
    right things” that is doing
    Management strives for :
    those work activities that will Low resource waste (high
    result in achieving goals. efficiency)
    High goal attainment (high
    effectiveness)
    Management functions:
    Henri Fayol, a French businessman in the early part of
    the twentieth century suggested that all managers
    perform five functions:
     Planning
     Organizing
     Commanding
     Coordinating
     Controlling
    MANAGEMENT FUNCTIONS:
    But today we use four functions to describe managers
    work:

    Planning:
    Managers set goals, and develop plans to integrate and
    coordinate activities.
    MANAGEMENT FUNCTIONS:
    Organizing:
    Managers arrange and structure work that employs do to
    accomplish organization's goals.
    Leading:
    A manager motivates and lead workers to achieve
    organization’s goals.
    MANAGEMENT FUNCTIONS:
    Controlling:
    Management functions that involves monitoring comparing
    and correcting work performances.

    Although the functions approach is a popular way to


    describe what managers do, some have argued that it
    isn’t relevant.
    Mintzberg’s managerial roles and a
    contemporary model of managing:

    Henry Mintzberg a well-known


    management researcher
    studied actual managers at
    work.
    The term managerial roles
    refers to specific actions or
    behaviors expected of and
    exhibited by a manager.
    WHAT ARE MANAGEMENT SKILLS?

    Robert l. Katz proposed three


    critical skills.
    Technical, interpersonal, and
    conceptual skills.
    TECHNICAL SKILLS

     Technical skills are the job


    specific knowledge and
    techniques needed to
    proficiently perform work tasks.
    Theseskills tend to be more
    important for first line managers.
     They typically manage employees
    who use tools and techniques for
    producing organization’s products or
    service the organization’s customers.
    INTERPERSONAL SKILLS

    It
    involves the ability to work
    well with other people .
     These skills are equally
    important to all levels of
    management because all
    managers deal with people.
    Managers with good human skills
    get the best of their people.
    CONCEPTUAL SKILLS

     These are the skills managers


    use to think and to
    conceptualize about abstract
    and complex situations.
    By using these skills managers
    see the organization as a whole .
    They understand the
    relationship among various
    subunits.
    HOW IS A MANAGERS JOB
    CHANGING?
    Changes facing managers:
    In today's world managers are
    dealing with global economic
    and political uncertainties,
    changing workplaces, ethical
    issues, security threats and
    changing technology.
    Sustainability:
    Sustainability has been described as “a company’s ability
    to achieve its business goals and increase long term
    shareholder value by integrating economic, environment
    and social opportunities into its business strategies”.
    WHY STUDY MANAGEMENT?
    THE UNIVERSALITY OF
    MANAGEMENT:
     In all sizes of organization
    small to large, in all types of
    .
    organization profits to non
    profits, Management is
    Needed..
    Managers must plan, organize,
    lead and control.
    Management is universally
    needed in all organizations.
    This
    is known as Universality of
    Management.
    WHAT DO YOU KNOW ABOUT REALITY OF
    WORK?

    The reasons for studying management is the reality of work.


     For those who plans to be managers an understanding of
    management forms the foundation upon which to build your
    management knowledge and skills .
    REWARDS OF BEING A MANAGERS:

     Create a work environment in which organizational members


    can work to the best of their ability.
    Have opportunities to think creatively and use imagination.
    Help others find meaning and fulfillment in work.
    Support coach and nurture others.
    Work with a variety of people.
    Receive recognition and status in organization and community.
    Play a role in influencing organizational outcomes.
    Good managers are needed by organization.
    CHALLENGES OF BEING A MANAGER:

    Do work hard.


    May have duties that are more clerical than managerial.
    Have to deal with a variety of personalities.
    Often have to make do with limited resources.
    Motivate workers in chaotic and uncertain situations.
    Blend knowledge skills ambitious and experience of a
    diverse work group.
    Success depends on others work performance.
    Thank You
    For Listening
    Our
    Presentation!

    You might also like