Week-1

Introduction to
Management &
Organizational Behavior
Attendance Policy
 Assessment Criteria
Aligned Course Learning
Assessment Techniques Brief Description Weight
Outcomes
A1. Knowledge, understanding & reinforce class learning
Quizzes concepts. 10% CLO1, CLO2, CLO3, CLO4
A2. Knowledge, understanding & reinforce class learning
Assignments concepts 10 % CLO1, CLO2, CLO3, CLO4
A3. Knowledge and understanding (Students will be
Midterm exam checked in a controlled environment for 30 % CLO1
independent understanding of the core concepts) CLO2
Professional skills & subject knowledge (Students
will be asked to demonstrate the acquisition of
certain skills or knowledge).

A4. Class Discussions / Intellectual and analytical skills (Through the

Participations semester) 05 % CLO1, CLO2, CLO3, CLO4
A5. Reflection Professional and practical skills 05% CLO1, CLO2, CLO3, CLO4
A6. Final exam Professional skills &subject knowledge (Students are
expected to analyze and apply concepts and 40 % CLO2, CLO3, CLO4
principles learned in class).
 Learning Outcomes
◉ After studying this chapter, you should be able to:
 Define the management
 Four core management functions.
 Mintzberg’s Managerial roles and a contemporary Model of Managing
 Describe management Skills and their relevance for managers.
 Describe management types and the horizontal and vertical differences between them.
 Why Study Management
 The universality of Management , The Reality of Work , Rewards and Challenges of a Being a
Manager
 How is the Managers’ job Changing
 Contemporary Approaches to Management
 Man
Organization?
Mother
Money
Nature

6 Ms
Method Machine

 A group of people work together. Material

 Structured System (With Defined
relationship or roles)
 Achieve common goal
What is Management…?

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 Management……?
 “The art of getting things done through people” Mary
Parker.

 “Give direction to their organizations, provide leadership,

and decide how to use organizational resources to
accomplish goals” Peter Drucker .

 Management is the process of guiding the development,

maintenance, and allocation of resources to attain
organizational goals.
 “The art of getting things done through people” Mary
Parker
Management is the attainment of organizational
goals in an effective and efficient manner through its
core functions.
Organizational
effectiveness is the
degree to which
the organization
achieves a stated
Organizational
goal
efficiency is the
use of minimal
resources to
produced desired
output
 Why study Management?

◉ Universality of Management
◉ The reality of work
◉ Rewards and challenges of being a manager.

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Universality of
Management

◉ Management principles are universal, meaning they

apply across organizations regardless of its nature
such as size, sector, or location etc.

◉ These principles
◉ —planning,
◉ organizing,
◉ leading, and
◉ controlling—
are foundational and adaptable to various
environments
 The Reality of Work
Management study reflects the realities of modern workplaces, where
managers face diverse and complex challenges.

◉ Managing Diverse Teams: In today’s globalized world, many companies have

multicultural and geographically dispersed teams.
○ Managers need to understand how to lead teams across different cultures,
time zones, and languages.
○ This requires strong communication skills, cultural sensitivity, and an
inclusive approach.

Example:.
A manager at a global company like IBM might oversee employees from
different continents. They must deal with differing time zones, cultural
expectations, and work styles to maintain team cohesion and productivity.
 The Reality of Work
◉ Technology Management: As technology advances, managers must integrate
new tools like Artificial Intelligence (AI), data analytics, and collaboration
platforms into their workflows.
○ Keeping up with these trends is essential for improving efficiency and
staying competitive.

Example: At Amazon, managers use advanced logistics and AI algorithms to

manage
 One-Click
 supply chains
 customer data effectively, creating seamless and efficient systems.
-
 The Reality of Work
Dealing with Competition:
In any business sector, the competition is severe, and managers need to
constantly innovate and improve.
This requires strategic thinking and decision-making .
Example: Netflix’s management had to transition from a DVD rental service to a
streaming giant in response to competitors. like Hulu and Disney.

This required strategic management and foresight to adapt to the shifting market.

Note: Netflix also give friendly user subscriptions options without any
advertisement.
Rewards & Challenges

Rewards Challenges
Influence and Leadership Handling Conflicts
Career Growth Managing Change
Personal Satisfaction Workload and stress
Skill Development Accountability / Responsibility
 Management Types
 Manager is someone who work with and through other people by Coordinating,
Overseeing, Integrating Work activities to achieve their organizational goals.

 Managers are responsible for different departments, work at different levels in

the hierarchy, and meet different requirements for achieving high performance.

Vertical Differences
_ Top Managers
_ Middle Managers
_ First Line Managers
Horizontal Differences
_ Functional Managers
_ General Managers
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 Management Types (Vertical
Differences)
Top Managers
Make decisions about the direction of the organization, setting goals and designing strategies
Examples : president, executive vice president, managing director, chief operating officer, or
chief executive officer.
Middle Managers
They are responsible for implementing the overall strategies and policies defined by top
managers
Examples: Regional manager, project leader, store manager, department managers, or division
manager
First- line Managers
Responsible for the production of goods and services
Examples: supervisors, shift managers, district managers, or office managers
Management Types (Horizontal
Differences)
1. Functional managers
Responsible for departments that perform a single functional task and have
employees with similar training and skills.
Functional departments include advertising, sales, finance, human resources,
manufacturing, and accounting
a) Line managers are responsible for the manufacturing and marketing
departments that make or sell the product or service.
b) Staff managers are in charge of departments, such as finance and human
resources, that support line departments.
2. General managers
Responsible for several departments that perform different functions
18
The Basic Functions of Management

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 The Four Management
Functions

◉ Planning. identifying goals for future organizational performance

and deciding on the tasks and use of resources needed to attain them.
◉ Organizing involves assigning tasks, delegating authority and
allocating resources across the organization.
◉ Leading is the use of influence to motivate employees to achieve
organizational goals.
◉ Controlling means monitoring employees’ activities, determining
whether the organization is moving toward its goals, and making
corrections as necessary
 What Managers do and Why
Good management consists of these four activities
And leads
Which results in And leads to
to

Planning Leading
• Set objectives and state mission • Lead and motivate employees to
• Examine alternatives accomplish organizational goals
• Communicate with employees
• Determine needed resources • Resolve conflicts
• Create strategies to reach objectives • Manage change
Achievement of
Organizational
organizational
efficiency and
mission and
Organizing effectiveness
objectives
• Design jobs and specify tasks Controlling
• Create organizational structure • Measure performance
• Staff positions • Compare performance to standards Leads to Leads to
• Coordinate work activities • Take necessary action to improve
• Set policies and procedures performance
• Allocate resources
 Management Skills

◉ Technical skills --- the understanding and proficiency in the

performance of specific tasks
◉ Human skills ---- the manager’s ability to work with and
through other people and to work effectively as a group
member
◉ Conceptual skills---cognitive abilities to see the organization
as a whole system and the relationships among its parts.
 Which skill is needed?

1. Writing Monthly report

2. Counselling /Negotiating
3. Hiring Staff: Skills ad abilities looking for
4. Formulate policy : formulate to integrate internal & internal
customer
5. Training & Development. Able to coach and provide trainings

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 Mintzberg’s Manager Roles
◉ A role is a set of expectations for a manager’s behavior
1.Informational (managing by information)
_ Monitor, disseminator, spokesperson
2. Interpersonal (managing through people)
_ Figurehead, leader, liaison
3. Decisional (managing through action)
_ Entrepreneur, disturbance handler, resource allocator, negotiator

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 Managerial Roles
Category Managerial Role Description
Figurehead Symbolic leader at formal events.
Leader Motivates and guides employees.
Interpersonal Roles
Liaison Connects with external contacts and stakeholders.

Monitor Gathers and analyzes information.

Disseminator Shares information with internal teams.
Informational Roles
Spokesperson Communicates on behalf of the organization externally.

Entrepreneur Initiates and drives innovation or change.

Disturbance Handler Resolves conflicts and crises.
Decisional Roles Resource Allocator Distributes resources effectively.

Negotiator Represents the organization in negotiations.

 Contemporary Challenges

1. Managing for Competitive Advantage— Staying Ahead of Rivals

2. Managing for Information Technology— Dealing with the “New Normal”
3. Managing for Diversity— The Future Won’t Resemble the Past
4. Managing for Globalization—The Expanding Management Universe
5. Managing for Ethical Standards, Values
6. Managing for Sustainability—The Business of Green

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Contemporary approaches to management

Approach Concept Key Idea Example

Departments like marketing, finance,

Systems Theory Organizations are complex All parts of an organization must and production coordinate to launch a
systems with interrelated parts. work together. product successfully.

There is no single best way to A small startup may use informal

Contingency Theory manage; it depends on the Management style should adapt management, while large companies
situation. to internal/external factors. need formal structures.

Focus on continuous Toyota’s Kaizen philosophy involves

Total Quality improvement and quality Quality is everyone’s continuous improvement and
Management (TQM) across the organization. responsibility. employee engagement.

Maximize value while Eliminate inefficiencies in A company streamlines its supply chain
Lean Management minimizing waste. processes. to reduce inventory and speed up
delivery.

Organizations should Encourage employees to Google encourages continuous learning

Learning Organization continuously learn and adapt. innovate and share knowledge. through personal projects and
professional development.
Contemporary approaches to management

Approach Concept Key Idea Example

Agile Management Focus on flexibility and Small teams and iterative A company breaks down large projects into
quick responses to change. development cycles. short sprints for faster adjustments.

Innovation and Use creativity and Support innovation and A tech company uses knowledge-sharing
Knowledge knowledge as key capture organizational platforms to foster innovation and
Management resources. knowledge. competitiveness.

Sustainability and Balance economic, social, Integrate ethical and A company reduces its carbon footprint and
CSR and environmental sustainable practices. engages in corporate social responsibility
concerns. activities.

Emotional Focus on managing Leadership through A manager uses EI to resolve conflicts and
Intelligence (EI) and emotions and relationships empathy and self- build strong team relationships.
Leadership effectively. awareness.

Tech-Driven Use technology like AI, Big Leverage data for better A company uses AI to analyze customer data
Management Data, and automation to insights and efficiency. for personalized marketing strategies.
improve decision-making.
 Managers…….?
◉ Manager is someone who work with and through other people by
Coordinating, Overseeing, Integrating Work activities to achieve their
organizational goals
Managers play a crucial role in the functioning and success of organizations.
Here's why managers are important:

 Goal Setting and Achievement:

 Managers help set goals for the organization o and let their to formulate strategies to
achieve these goals.

 Decision-Making:
 They make key decisions related to resource allocation, employee management,
budgeting, and the direction of projects, which is vital for smooth operations
 Managers…….?
 Resource Management:
Managers ensure that resources—whether human, financial, or materials are used optimally to maximize
productivity and efficiency.

 Leadership and Motivation:

By providing leadership, managers motivate and inspire their teams, helping employees perform better.

 Problem-Solving:
addressing conflicts, overcoming obstacles, and finding solutions to keep things on track

 Communication:
They serve as a bridge between upper management and staff.

 Performance Monitoring and Feedback:

Managers monitor the performance of their teams, provide feedback, and ensure continuous improvement