Management

Principles
• Carlo Haoui

• AUT Fall Semester

Management
Principles
MGT-201

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 Who Are Managers?
• Manager
 Someone who works with and through other people
by coordinating and integrating their work activities in
order to accomplish organizational goals.

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 Classifying Managers
• First-line Managers
 Are at the lowest level of management and manage
the work of non-managerial employees.
• Middle Managers
 Manage the work of first-line managers.
• Top Managers
 Are responsible for making organization-wide
decisions and establishing plans and goals that affect
the entire organization.

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 Managerial Levels

Exhibit 1.1
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 What Is Management?
1. Management is what managers
do. Coordinating work activities
so that they are completed in an
efficient and effective manner.
• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output for the least
inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational goals
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 Effectiveness and Efficiency in Management

Exhibit 1.2
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 What Do Managers Do?
• Functional Approach
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging work to accomplish organizational goals.
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting the work.

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 Management Functions

Exhibit 1.3
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 What Do Managers Do? (cont’d)
• Management Roles
Approach
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Disturbance handler,
resource allocator, negotiator

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 What Do Managers Do? (cont’d)
• Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization

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 Skills Needed at Different Management Levels

Exhibit 1.5
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 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

Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6a
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 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

Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6b
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 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
Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6c
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Effectiveness Skills (cont’d)
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management

Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6c
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 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

Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6d
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Management Skills and Management Function Matrix

Exhibit 1.7
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 How The Manager’s Job Is Changing
• The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of
all managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of
and act on opportunities for innovation.

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 Changes
Impacting
the Manager’s
Job

Exhibit 1.8
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 What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

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 Characteristics of Organizations

Exhibit 1.9
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 The Changing Organization

Exhibit 1.10
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 Why Study Management?
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary
rewards for their efforts.

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 Universal Need for Management

Exhibit 1.11
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 Rewards and Challenges of Being A Manager

Exhibit 1.12
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 Exercise
• 1. If you were the Store Manager of KFC in Tripoli what
would be your responsibilities?

• If you were the Top Manager of KFC Lebanon how

would you introduce a new chicken Sandwich?
Apply the Management Process.
Planning, Organizing, Influencing, Controlling.

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