Lecture 06
emad@iqraisb.edu.pk
Primary Functions.
 Management is a process used to accomplish
organisational goals through implementation of
its primary functions.
 The four primary functions of management
include:
 Planning,
 Organising,
 Leading &
 Controlling.
Planning.
 The process of setting objectives that will meet
organisational goals.
 Goals > Broad long-term achievements that
organisations air to accomplish.
 Objectives > Specific, short-term plans made to
help realise goals.
 SWOT Analysis?
 How to use.
 Types of planning that are utilised:
 Strategic planning,
 Tactical planning,
 Operational planning &
 Contingency planning.
» The first three differ in terms of breadth of vision
and timespan considered.
» The fourth type is “in case”....
 Strategic planning > is broad long-range
planning that outlines the goals of the
organisation.
 Tactical planning > is specific, short-term
planning that lists organisational objectives.
 Operational planning > is part of tactical
planning and involves setting up specific
timetables and standards.
 Contingency planning > involves developing an
alternative set of plans in case of change.
Organising.
 Involves allocating funds for various
departments, assigning tasks and establishing
procedures for accomplishing organisational
objectives.
 Three levels of management:
 Top management (company executives, president),
 Middle management (general managers, division
managers, plant managers),
 Supervisory management (first-line managers,
supervisors.
 Managers need a certain set of skills in order to
perform their duties.
 These can be classified into three categories:
 Technical abilities

Ability to perform specific tasks such as selling products or
developing software.
 Human relation skills

Ability to communicate and motivate.
 Conceptual skills

Ability to see organisations as a whole and the parts fit
together.
 Different levels of management require differing
levels of these skills.
 Top managers usually rely heavily on human relation
and conceptual skills. They rarely use technical skills.
 First line managers need to have a greater level of
technical and human relations skills. There
conceptual skills are rarely put to the test.
 Middle managers need a balanced level of all three
skills.
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Remember “Business as Organisation”
Managers or Leaders?
 Whats the difference?
 A manager plans, organises and controls
functions within an organisation.
 A leader has vision and inspires others to grasp
that vision, establishes corporate values,
emphasises corporate ethics and doesn't fear
change.
 One is activity centred and one is behaviour
centric.
 Leader ship styles.
 Figure 7.7, page 225, Chapter 7, Book I.
 Effective leadership depends on the type of
people being led and the situation.
 A challenge and one that is being addressed
nowadays is how to setup self managing teams.
 Moving away from an autocratic leadership style
to a decentralised structure.
 Needed for dynamic responses to fast paced
changes.
 Empowerment is the giving of sufficient
authority and responsibility to respond quickly to
customer requests.
 Enabling is the term used to describe how giving
workers the education and tools they need to
assume their new decision making powers.
 Knowledge management involves finding the
right information, keeping the information in a
readily accessible place and making the
information known to everyone in the firm.
 Knowledge management is another way of
enabling workers to do the best job they can.
Control.
 This involves:
–
–
–
measuring employee performance against
objectives and standards,
rewarding people for a job well done and
taking corrective action if necessary.
 It includes five steps:
 Setting clear standards.
 Monitoring and recording performance.
 Comparing performance with plans and standards.
 Communicating results and deviations to employees.
 Providing positive feedback for a job well done and
taking corrective action if necessary.
 Examples of
 Clear standards?
 How to monitor and record performance?
 How to compare performance with plans and
standards?
 How to communicate results and deviations to
employees?
 How to provide positive feedback for a job well done?
 How to take corrective action?
» Discussion....
 S.M.A.R.T.
 Specific.
 Measurable.
 Actual.
 Realisable.
 Timed.
 Standards should fit the above criteria for
effectiveness in order to be successful.
Decision Making....
 Importance of decision making?
–
–
–
Why is it important to a manager's job.
Similar to communication.
Ideas?
7 D's
 The seven D's of decision making are:
 Define the situation.
 Describe & collect needed information.
 Develop alternatives.
 Development agreement among those involved.
 Decide which alternative is best.
 Do what is indicated (begin implementation).
 Determine whether the decision was a good one and
follow up.