Professional Documents
Culture Documents
Usman Aleem
1
P.O.Management
M.Usman Aleem
musmanaleem@live,com
0332-8291178
Methodology
Lectures
Videos
Cases
Presentations
Discussions and debates
Research reports
Projects
4
Chapter 1
Managing in a Dynamic
Environment
Learning Objectives
A Model of Managerial
Competencies
(adapted from Figure 1.1)
Communication
Competency
Teamwork
Competency
Planning and
Administration
Competency
Global
Awareness
Competency
Strategic
Action
Competency
Self-Management
Competency
A Model of Managerial
Competencies
(adapted from Figure 1.1)
Communication
Competency
Teamwork
Competency
Global
Awareness
Competency
Managerial
Effectiveness
Self-Management
Competency
Planning and
Administration
Competency
Strategic
Action
Competency
10
What Is An Organization?
A formal and coordinated group of people who
function to achieve particular goals
These goals cannot be achieved by individuals
acting alone
An organization has a structure, discussed in depth
in Chapter 11
11
Characteristics of an
Organization
Management
Organization
Two or more people who work together in a structured
way to achieve a specific goal or set of goals.
Goals
Purpose that an organization strives to achieve;
organizations often have more than one goals, goals are
fundamental elements of organization.
The Role of Management
To guide the organizations towards goal
accomplishment
13
Management
15
16
(contd)
Organizing
Leading
Planning
Controlling
18
19
Management and
Organizational Resources
20
21
Planning
Determining organizational goals and
means to reach them
Managers plan for three reasons
1. Establish an overall direction for the
organizations future
2. Identify and commit resources to achieving
goals
3. Decide which tasks must be done to reach
those goals
Organizing
24
Leading
Getting others to perform the
necessary tasks by motivating them to
achieve the organizations goals
Crucial element in all functions
Discussed throughout the book and in
depth in Chapter 15Dynamics of
Leadership
26
Controlling
Process by which a person, group,
or
organization consciously monitors
performance and takes corrective
action
Top
Top
Managers
Managers
MiddleManagers
Managers
Middle
First-LineManagers
Managers
First-Line
Nonmanagers
Nonmanagers
29
Top Managers
Responsible for providing the overall direction of an
organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholdersstockholders,
unions, governmental agencies, etc., company
policies
Use of multicultural and strategic action
competencies to lead firm is crucial
30
Levels of Management
Middle Managers:
Coordinate employee activities
Determine which goods or services to provide
Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President
31
First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organizations work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done
32
Middle Managers
Responsible for setting objectives that are consistent with
top managements goals and translating them into specific
goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line
managers
Establish target dates for products/services to be delivered
Need to coordinate with others for resources
Ability to develop others is important
Rely on communication, teamwork, and planning and
administration competencies to achieve goals
33
34
Communication Competency
Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations
Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence
37
having
Snapshot
Sony must sell off businesses that dont fit
its core strategy of fusing gadgets with films,
music, and game software. That means
selling off its businesses in its Sony Financial
Holdings, which are very profitable.
Multicultural Competency
Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations
Cultural knowledge and understanding of the
events in at least a few other cultures
Cultural openness and sensitivity to how others
think, act, and feel
Respectful of social etiquette variations
Accepting of language differences
42
Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development
activities
43
Self-Management Competency
Snapshot
My strengths and weaknesses havent
changed a lot in 51 years. The important
thing is to recognize the things you dont do
well and build a team that reflects what you
know the company needs.
45
Thank You
46