Lecture 1 – Introduction
Principles of Management
BS (A & F) / BS (Economics)
1
Introduction with the Students
2
5
6
Introduction to Teacher
3
Introduction to this Course
4
Rules & Expectations
Who are Managers and What is Management?
What is an Organization?
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Introduction to the Course
Course Title
• Principles of Management
Course Code
• MGT 111
Credit Hours / Value
• Three
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Course Outline
Lecture #
Topics
Introduction to Management and Organization
Lecture 1  What is management?
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Why are managers important?
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Lecture 2

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Management functions.
Management roles and skills.
What is an organization
Historical Background of Management/Management Yesterday and Today
 History of management.
Lecture 3  Classical approach.
 Scientific Management principles.

Contemporary approach - Systems & contingency approach.
General Administrative Theory
Lecture 4  The Hawthorne Studies.
 Contemporary approach of Management

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Lecture #
Lecture 5
Lecture 6
Lecture 7
Lecture 8
Topics
Course Outline
Decision Making

8 step process
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3 perspectives of decision making.

Types of problems & decisions

Decision making conditions & style.

Decision making biases and errors
Foundations of Planning

What is planning?

Why do managers plan?

Types of goals and plans.

Approaches to establishing plans.
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Characteristics of well-designed goals.
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Steps in goal setting
Organizational Structure and Design
 Definitions and six key elements of organizational design
 Organizational design decisions/Two types of organizational design
 Contingency variables/ factors for organizational structure
 Common organizational designs (traditional / contemporary)
Midterm Exams
M I Minhas
Lecture #
Topics
Human Resource Management
 HRM and its process
Lecture 9
 HR Planning
 Job Analysis
 Recruitment &Selection and orientation
Lecture 10  Training and Development
 Performance Management and appraisal
Motivating Employees
 What is motivation?
 Early theories of motivation.
Lecture 11  Maslow’s hierarchy of needs theory.
 McGregor’s theory X and theory Y
 Herzberg’s two-factor theory
 McClelland’s three needs theory
 Contemporary theories of motivation
 Goal-setting theory
 Reinforcement theory
Lecture 12
 Designing motivating jobs (Enlargement/ Enrichment)
 Equity theory
 Expectancy theory
M I Minhas
Lecture #



Lecture 13



Topics
Being an Effective Leader.
Who are leaders and what is leadership?
Early leadership theories (trait/ behavioral theories).
Contingency theories of leadership (Fiedler/ Hersey and Blanchard/ Path goal model)
Contemporary views of leadership and managing power.
Course wrap up
Controlling
 What is controlling?
Lecture 14  Why is controlling important.
 Control Process
 Types of controls
Final Project Update/discussion
Lecture 15
Course wrap up
Lecture 16  Final Presentations
Final Exams
M I Minhas
Grading Policy
Grading Instrument
Marks
Quizzes
15%
Assignments + project
20%
Mid Term Exam
25%
Final Exam
40%
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Reference Material
Text Book
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
Reference Books
Management by Stephen P. Robbins and Mary Coulter, Prentice Hall International Edition, (8 & 13th Ed.).
Management a Pacific rim focus, enhanced edition by Bartol, Tein, Mathews and Martin.
Management by James A.F Stoner, R. Edward Freeman, Daniel R. Gilbert, Jr, 2004 (6th Edition).
Management, challenges for tomorrow’s leaders by Pamela S. Lewis, Stephen H. Goodman, Patricia M.
Fandt and Joseph F. Michlitsch, 5th edition, 2007, Thomson: South-Western.
Management by Gary Dessler (2nd edition).
Management by Griffin (5th edition).
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Classroom Conduct
• A decent conduct, based on mutual respect, honesty and truthfulness
• Active class participation
• Read research papers and books
• Please avoid any action that may cause disturbance during the lecture
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•
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Entering late in the class
Unnecessarily leaving the class
Talking to other scholars/students
Use of mobile phones
• Free-riding behavior in the group assignments/tasks will be taken seriously
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Academic Honesty
All academic work submitted for assessment shall be
original and a product of one’s/group’s own effort; any
dishonest work shall be rejected for assessment or for
any recognition or award.
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Academic Dishonesty
• Academic Dishonesty shall mean lack of truthfulness or sincerity on academic matters when
interacting with the faculty member regarding an academic exercise.
•
•
•
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Lying to the instructor in an attempt to explain an incident of academic misconduct.
Lying to instructor or using a false or forged excuse in order to get an extension in due date.
Submitting a written summary about an out-of-class event that the student did not attend.
Changing, altering, attempting to change or alter, or assisting another in changing or altering
any grade or other academic record, including grades or records contained in a grade book or
computer file, that is received for or in any way attributed to academic work.
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Cheating
• Cheating shall mean using or attempting to use unauthorized material, information, study aids,
or another person’s work in any academic exercise. For example:
•
•
•
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Copying from assignments of other scholars.
Receiving unauthorized help on an assignment, particularly on an individual assignment.
Asking a scholar who has taken a test or examination to leak question paper or its contents.
Copying from another scholar during a test or exam with or without that scholar’s
consent/information.
• Using unauthorized material to complete an assignment.
• Asking a proxy to take a test or exam, or submit an assignment.
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Forgery
Forgery shall mean an act to imitate or counterfeit documents or signatures.
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Plagiarism
Plagiarism shall mean representing intellectual or creative work of someone else, as
one's own, either knowingly or unknowingly, or due to negligence.
• Using work, in whole or in part, which was done by someone else?
• Paraphrasing or copying material from a written source, including the Internet,
without quotation marks, footnoting or referencing it.
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Facilitating Academic Misconduct
• Facilitating Academic Misconduct shall mean helping or
attempting to help another scholar/student commit an act of
academic misconduct.
• Writing or providing all or part of, a paper, essay, problem
set, computer program, or any other assignment, for
another scholar/student.
• Helping someone else cheat during a test or exam, and
extend solicited/unsolicited help in any other way.
• Taking a test or examination as a proxy for someone.
• Attending classes, or calling present during roll call, as a
proxy for someone.
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Special Needs
• Scholars/Students with special educational needs are entitled to special provisions,
including extra attention, time and/or any possible arrangements.
• Please, inform the course instructor about your specific requirements within first week of
the commencement of the course.
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Chapter
1
Introduction to Management & Organizations
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Who are Mangers?
•
Manger
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Someone who coordinates and oversees the work of other
people so that organizational goals can be accomplished.
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Classifying Managers
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First-Line Managers
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Individuals who manage the work of non-managerial employees.
Middle Managers
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Individuals who manage the work of first-line managers.
Top Managers
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Individuals who are responsible for making organization-wide decisions
and establishing plans and goals that affect the entire organization
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–1
Managerial Levels
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What is Management?
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Managerial Concerns
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Efficiency
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“Doing things right”
Getting the most output for the least inputs
Effectiveness
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“Doing the right things”
Attaining organizational goals
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–2
Effectiveness and Efficiency in Management
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Do Managers Do?
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Functional Approach
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Planning – Defining goals, establishing strategies to achieve
goals, developing plans to integrate and coordinate activities.
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Organizing – Arranging and structuring work to accomplish
organizational goals.
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Leading – Working with and through people to accomplish goals.
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Controlling – Monitoring, comparing, and correcting work.
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–3
Management Functions
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Do Managers Do?
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Management Roles Approach (Mintzberg)
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Interpersonal roles
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Figurehead, leader, liaison
Informational roles
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Monitor, disseminator, spokesperson
Decisional roles
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Entrepreneur, Disturbance handler, resource
allocator, negotiator
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Do Managers Do?
•
Management Roles Approach (Mintzberg)
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Do Managers Actually Do?
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Interaction
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with others
with the organization
with the external context of the organization
Reflection
•
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thoughtful thinking
Action
•
practical doing
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Do Managers Do?
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Skills Approach
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Technical skills
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Knowledge and proficiency in a specific field
Human skills
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Human
Skills
The ability to work well with other people
Conceptual skills
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Technical
Skills
Conceptual
Skills
The ability to think and conceptualize about abstract
and complex situations concerning the organization
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Do Managers Do?
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–5
Skills Needed at Different Management Levels
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1– 6 Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing solutions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1– 6 Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic formats
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1– 6 Effectiveness Skills
• Contributing to corporate mission/departmental objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing improvements
• Setting and maintaining performance standards internally & externally
• Setting priorities for attention and activity
• Time management
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1– 6 Interpersonal Skills
• Coaching and mentoring skills
• Diversity skills: working with diverse people and cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–7 Management Skills and Management Function Matrix
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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How the Manager’s Job Is Changing?
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The Increasing Importance of Customers
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Customers: the reason that organizations exist
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Managing customer relationships is the responsibility of all managers & employees.
Consistent high quality customer service is essential for survival.
Innovation
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Doing things differently, exploring new territory, and taking risks
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Managers should encourage employees to be aware of and act on opportunities for
innovation.
Sustainability
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Meeting the needs of people today, without compromising the ability of future generations
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Integrating economic, environmental, and social opportunities into business strategies
Increasing long-term shareholder value
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–8 Changes Impacting the Manager’s Job
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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What Is An Organization?
•
An Organization Defined
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A deliberate arrangement of people to accomplish some specific
purpose (that individuals independently could not accomplish alone).
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Common Characteristics of Organizations
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Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–9 Characteristics of Organizations
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–10 The Changing Organization
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Why Study Management?
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The Value of Studying Management
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The universality of management
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Good management is needed in all organizations.
The reality of work
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Employees either manage or are managed.
Rewards and challenges of being a manager
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Management offers challenging, exciting and creative opportunities for
meaningful and fulfilling work.
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Successful managers receive significant monetary rewards for their efforts.
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–11 Universal Need for Management
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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Exhibit 1–12 Rewards and Challenges of Being A Manager
Management by Stephen P. Robbins, Mary Coulter, Prentice Hall International Edition, 11th Ed. Pearson.
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