Managment ion
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Transcript of Managment ion
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PeshgamPeshgam
Institute of HigherInstitute of HigherEducationEducation
Basic ManagementBasic Management
BBABBACourse Code BBA 503Course Code BBA 503
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Lesson PlanLesson Plan
Tuesday, 29/07/08Tuesday, 29/07/08
IntroductionIntroduction LectureLectures self introductions self introduction Course outline:Course outline:
-- Quizzes, assignments, final test and markingsQuizzes, assignments, final test and markings
Overall objective and importance of managementOverall objective and importance of management
15 minutes15 minutes
Chapter OneChapter One 1. Definition of management1. Definition of management2. What is the environment of business2. What is the environment of business
3. What is a system and types of it3. What is a system and types of it
4. What the business ecology means4. What the business ecology means
20 minutes20 minutes
Chapter oneChapter one 1. Inputs, process & outputs1. Inputs, process & outputs2. Types of environment2. Types of environment
3. Environmental forces3. Environmental forces
35 minutes35 minutes
ClosingClosing Closing and attendanceClosing and attendance 5 minutes5 minutes
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Know your TrainerKnow your Trainer
Muhammad Iqbal AmanMuhammad Iqbal Aman
Trains in;Trains in;
Management, OB, HRM, Economics, PH, HM,Management, OB, HRM, Economics, PH, HM,
LeadershipLeadership
Works at;Works at;
HRM, Public Health coordination,HRM, Public Health coordination,
Health system developmentHealth system development
AMI,UNICEF,AKDAMI,UNICEF,AKD--AKUSON, OPM, REACHAKUSON, OPM, REACH--MSH,MSH,TechTech--Serve _MSHServe _MSH
Formal Education;Formal Education;
MD from Balkh Medical Faculty (1993MD from Balkh Medical Faculty (1993--1999)1999)
DBA from Kardan Institute of BusinessDBA from Kardan Institute of Business
& Administation(2005& Administation(2005--2006)2006)MPHMPH--HM from UNSWHM from UNSW-- SydneySydney--AustraliaAustralia
(2006(2006--2007)2007)
Contact:Contact:
[email protected][email protected]
www.kardan.afwww.kardan.af
http://www.kardan.af/http://www.kardan.af/http://www.kardan.af/ -
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Course OutlineCourse Outline
First SemesterFirst Semester
ChaptChapt
er Noer No11
22
55
66
77
88
11111313
Final examFinal exam
Q. NoQ. No1,21,2
3,43,4
5,65,6
7,87,8
99
1010
11111212
Chapter HeadingChapter Heading
The Environment of the BusinessThe Environment of the Business
The Nature and Meaning of ManagementThe Nature and Meaning of Management
The Planning FunctionThe Planning Function
The Organizational FunctionThe Organizational Function
The Controlling FunctionThe Controlling Function
The Staffing FunctionThe Staffing Function
Motivation EmployeesMotivation Employees
Participation in OrganizationParticipation in Organization
BookBook EditionEdition AuthorAuthor
ManagementManagement 1111thth Joseph M Putti
AssigAssig
..QuizsQuizs C. Part./Attend Mid term T Total T. exam Final eval. PassC. Part./Attend Mid term T Total T. exam Final eval. Passing marksing marks
1010 1010 5 25 50 505 25 50 50 100 60%100 60%
Joseph M Putti
Final Examination Question PaperFinal Examination Question Paper Required: 9 review questions out of 12Required: 9 review questions out of 12
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Overall objective & Importance ofOverall objective & Importance of
ManagementManagementTo get an exposure to :To get an exposure to :
How to participate in organizationsHow to participate in organizations
How to manage productivityHow to manage productivity What are effective management practicesWhat are effective management practices
The culture within and outside theThe culture within and outside theorganizationorganization
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What is Management?What is Management?
Management is the process of designing andManagement is the process of designing and
maintaining an environment in whichmaintaining an environment in which
individuals, working together in groups,individuals, working together in groups,
efficiently accomplish selected aimsefficiently accomplish selected aims
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The Environment of BusinessThe Environment of Business
Any business needs environmentAny business needs environment
The need for the environment required forThe need for the environment required forthe business has been neglectedthe business has been neglected
-- the business organization viewed in athe business organization viewed in aclosedclosed--systemsystem
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What is a system?What is a system?
A system is one which has interrelatedA system is one which has interrelated
parts and functions as a wholeparts and functions as a whole
Examples:Examples:
Human bodyHuman bodyAn organizationAn organization
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Types of systemsTypes of systems
Generally characterized as:Generally characterized as:
Closed & OpenClosed & Open
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Closed systemClosed system
It is all related to the external environmentIt is all related to the external environment
Consequences of closed systemConsequences of closed system
think of some examples.think of some examples.
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Open systemOpen system
Is one which is linked to its externalIs one which is linked to its external
environmentenvironment Contains social and technical aspectsContains social and technical aspects
The technical aspect affects:The technical aspect affects:-- inputs and outputsinputs and outputs
The social system determinesThe social system determineseffectiveness & efficiency of the utilizationeffectiveness & efficiency of the utilization
of technologyof technology
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Open system can be illustrated asOpen system can be illustrated as
belowbelow
Input
Labour, Rawmaterials,
Machineries,Finance, etc..
Process
Manufacturing
Output
ProductsAndServices
Environment
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InputsInputs
ManagementManagement
Labour ( time, energy, knowledge, skills)Labour ( time, energy, knowledge, skills) CapitalCapital
Attitudes and values of staff in organizationAttitudes and values of staff in organization Raw materialsRaw materials
FundsFunds InformationInformation
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ProcessProcess
Transformation process contributes toTransformation process contributes to
production and servicesproduction and services Transformation process can be variedTransformation process can be varied
between business doing production andbetween business doing production and
delivering servicedelivering service Planning, coordination, communicationPlanning, coordination, communication
and control are included in bothand control are included in both Transformation in production companiesTransformation in production companies
are of analytical and syntheticare of analytical and synthetic
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OutputsOutputs
ProductsProducts
ServicesServices
What are the advantages of outputs?What are the advantages of outputs?
What is really important about outputs?What is really important about outputs?
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Types of environmentTypes of environment
Type of EnvironmentType of Environment
a. Placid, randomizeda. Placid, randomized
b. Placid, clusteredb. Placid, clustered
CharacteristicsCharacteristics
Simple and static situationSimple and static situation
Minimum influence of theMinimum influence of the
environment on organizationsenvironment on organizations
Single and quite smallSingle and quite smallorganizations operate in suchorganizations operate in such
environmentsenvironments
Environment is still not changingEnvironment is still not changing
rapidly although it is possible to makerapidly although it is possible to make
probability estimates of relationshipprobability estimates of relationshipbetween cause and effectbetween cause and effect
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ContinuedContinued....
c. Disturbed,c. Disturbed,
reactivereactive
Under these conditions,Under these conditions,
organizations become hierarchicalorganizations become hierarchical
with centralized controlwith centralized control
Existence of number of similarExistence of number of similar
organizationsorganizations
Knowledge of competitions isKnowledge of competitions is
essentialessential
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ContinuedContinued
d. Turbulent field:d. Turbulent field: Dynamic and veryDynamic and very
disruptive environmentdisruptive environment
Greatly influences theGreatly influences the
internal organization andinternal organization and
managementmanagement
Heavy reliance on:Heavy reliance on:
research and developmentresearch and development
to meet competitiveto meet competitive
challengechallenge
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ContinuedContinued..
Stable environment:Stable environment:
Not much change, routineNot much change, routine
and greater degree ofand greater degree of
certaintycertainty
InIn--between Environment:between Environment:
Somewhat stable andSomewhat stable and
somewhat dynamicsomewhat dynamic
Organizations operating in thisOrganizations operating in this
environment have rigid formalenvironment have rigid formal
structure with routine operationsstructure with routine operations
Example: container manufacturingExample: container manufacturing
Organizations operating in thisOrganizations operating in this
environment face some stabilityenvironment face some stability
and some change. Theirand some change. Their
structures are not that rigid andstructures are not that rigid and
formal.formal.
Example: Food manufacturingExample: Food manufacturing
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Continued..Continued..
Dynamic Environment:Dynamic Environment:
Constantly facingConstantly facingchange, greater degreechange, greater degree
of uncertainty and theirof uncertainty and their
structures are lessstructures are lessformalformal
Organizations operatingOrganizations operating
in this environment facein this environment facegreater degree ofgreater degree of
change and to adapt tochange and to adapt to
these changes,these changes,Example: ChemicalExample: Chemical
industriesindustries
Think of more examplesThink of more examples
for each categoryfor each category
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Environmental ForcesEnvironmental Forces
LabourUnions
CompetitorsGovernment
Public
BusinessOrganizations
MaterialSuppliers
FinancialInstitutions
Owner
Stockholders
Customers