Name.

MUHAMMAD IDREES

Assignment. MANAGEMENT SKILLs (1)

Submit to. MA'AM JUWARIYAH NADEEM

Q1.What four basic functions make up the management process? How are they related
to one another?

Answer: the four basic following functions make up the management process.

1.PLANNING:

Planning means setting an organization’s goal and deciding how best to achieve
them.planning is the systematic process of making decisions about goals and
activities the organization will pursue (Bateman & Snell, 2013). To make a
decision about the direction of an organization, the planning phase must begin with
analyzing the environment. Without a solid understanding of the context, the
manager would have no basis to provide future direction. The context gives a
manager a point of reference for improvement, opportunity, and learning from past
mistakes. For this reason, the planning function should begin with analysis. This
analysis should consider both the internal factors such as culture, values, and
performance of team members as well as the external factors such as competitive
environment, legal regulations, economy, technology, social values, and
demographics.

The second component of planning is to use this analysis of the environment to

build goals, activities, and objectives. For a major organization this might be
the vision and mission statement of the organization. For a smaller organization
this could be a year end, or season end goal. Some consider planning that point in
your day or month that you step away from your desk, and think about the direction
of your organization. This requires you to reflect on your organization’s past,
and determine how that impacts the direction going forward.The plan helps to
maintain managerial effectiveness as it works as a guide for the personnel for
future activities. Selecting goals as well as the paths to achieve them is what
planning involves.

2.ORGANIZING

Organizing can be defined as the process by which the established plans are moved
closer to realization.
Organizing, then, is that part of managing which involves: establishing an
intentional structure of roles for people to fill in the organization.
It is intentional in the sense of making sure that all the tasks necessary to
accomplish goals are assigned to people who can do the best.
The purpose of an organization structure is to create an environment for the best
human performance.
The structure must define the task to be done. The rules so established must also
be designed in light of the abilities and motivations of the people available.Once
a manager has set goals and developed a workable plan, his or her next management
function is to organize people and the other resources necessary to carry out the
plan.

3: LEADING
The third basic managerial function is leading it is the skills of
influencing people for a particular purpose or reason. Leading is considered to be
the most important and challenging of all managerial activities.
Motivating is an essential quality for leading. Motivating is the function
of the management process of influencing people’s behavior based on the knowledge
of what cause and channel sustain human behavior in a particular committed
direction.

4: CONTROLING.
Monitoring the organizational progress toward goal fulfillment is called
controlling. Monitoring progress is essential to ensure the achievement of
organizational goals.

Controlling is measuring, comparing, finding deviation and correcting the

organizational activities which are performed for achieving the goals or
objectives. Controlling consists of activities, like; measuring the performance,
comparing with the existing standard and finding the deviations, and correcting the
deviations.

Control activities generally relate to the measurement of achievement or results of

actions that were taken to attain the goal.

How they related to one another

These four functions of management are (planning, organizing, leading and

controlling) that managers perform to accomplish business goals efficiently.

First; managers must set a plan, then organize resources according to the plan,
lead employees to work towards the plan, and finally, control everything by
monitoring and measuring the effectiveness of the plan.

Q2. Identify several of the important skills that help managers succeed. Give an
example of each. How might the importance of different skills vary by level and
area within an organization?

Answer.
 There some important skills that help to manager succeed.

1. Technical Skills

Technical skills involve skills that give the managers the ability and the
knowledge to use a variety of techniques to achieve their objectives. These skills
not only involve operating machines and software, production tools, and pieces of
equipment but also the skills needed to boost sales, design different types of
products and services, and market the services and the products.Technical skills
are necessary to accomplish or understand the specific kind of work done in an
organization.
Technical skills are especially important for first-line managers. These
managers spend much of their time training their subordinates and answering
questions about work-related problems.

2.Conceptual Skills

These involve the skills managers present in terms of the knowledge and ability for
abstract thinking and formulating ideas. The manager is able to see an entire
concept, analyze and diagnose a problem, and find creative solutions. This helps
the manager to effectively predict hurdles their department or the business as a
whole may face.

3.Human or Interpersonal Skills

The human or the interpersonal skills are the skills that present the managers’
ability to interact, work or relate effectively with people. These skills enable
the managers to make use of human potential in the company and motivate the
employees for better results.

4. Diagnostic Skills

Successful managers also possess diagnostic skills—skills that enable them to

visualize the most appropriate response to a situation. A physician diagnoses a
patient’s illness by analyzing symptoms and determining their probable cause.
Similarly, a manager can diagnose and analyze a problem in the organization by
studying its symptoms and then developing a solution.

5. Communication Skills

Communication skills refer to the manager’s abilities to both effectively convey

ideas and information to others and effectively receive ideas and information from
others. These skills enable a manager to transmit ideas to subordinates so that
they know what is expected, to coordinate work with peers and colleagues so that
they work well together, and to keep higher-level managers informed about what is
going on. In addition, communication skills help the manager listen to what others
say and understand the real meaning behind e-mails, letters, reports, and other
written communication.

6. DECISION-MAKING SKILLS/PROBLEMS SOLVING SKILLS

Effective managers also have good decision-making skills. Decision-making skills

refer to the manager’s ability to correctly recognize and define problems and
opportunities and to then select an appropriate course of action to solve problems
and capitalize on opportunities. No manager makes the right decision all the time.
However, effective managers make good decisions most of the time. And, when they do
make a bad decision, they usually recognize their mistake quickly and then make
good decisions to recover with as little cost or damage to their organization as
possible. Managers at Netflix made a poor decision when they decided to split their
services into two businesses, but they quickly reversed themselves before things
got too bad.

7. Time Management Skills /Part-time work

Finally, effective managers usually have good time management skills. Time
management skills refer to the manager’s ability to prioritize work, to work
efficiently, and to delegate work appropriately. As already noted, managers face
many different pressures and challenges. It is too easy for a manager to get bogged
down doing work that can easily be postponed or delegated to others.When this
happens, unfortunately, more pressing and higher-priority work may get neglected.
management and leadership skills can also be built through part-time
employment in team/department leader and supervisory roles. It doesn't matter where
you work, you could manage bar or hospitality staff, supervise retail or factory
workers, man reception desks or lead admin teams.

Q3. Briefly describe the principles of scientific management and Bureaucratic

management?

Answer:

Principles of scientific management.

After many years of experimentation to determine what the optimal work

methods would be, Frederick Taylor proposed the following four principles of
scientific management:
1. Replace guesswork methods with a scientific study of the tasks.
2. Select, train, and develop each worker rather than leaving them to train
themselves.
3. Ensure that the scientifically developed methods are being followed.
4. Make sure the managers apply scientific management principles to planning the
work and the workers actually perform the tasks.
These principles were implemented in many factories, often increasing productivity
by a factor of three or more. Henry Ford applied Taylor’s principles in his
automobile factories, and families even began to perform their household tasks
based on the results of time and motion studies.

Principles of Bureaucratic management:

Max Weber’s Bureaucratic Form – 6 Major Principles

Max Weber listed six major principles of the bureaucratic form as follows:

1.A formal hierarchical structure –

In a bureaucratic organization, each level controls the level below it. Also, the
level above it controls it. A formal hierarchy is the basis of central planning and
centralized decision-making.

2.Rules-based Management –

The organization uses rules to exert control. Therefore, the lower levels
seamlessly execute the decisions made at higher levels.

3.Functional Specialty organization –

Specialists do the work. Also, the organization divides employees into units based
on the type of work they do or the skills they possess.
4.Up-focused or In-focused Mission –

If the mission of the organization is to serve the stockholders, board, or any

other agency that empowered it, then it is up-focused. On the other hand, if the
mission is to serve the organization itself and those within it (like generating
profits, etc.), then it is in-focused.

5.Impersonal

Bureaucratic organizations treat all employees equally. They also treat all
customers equally and do not allow individual differences to influence them.
Employment-based on Technical

6.Qualifications –

Selection as well as the promotion of employees is based on technical

qualifications and skills.

Q4.What three basic levels of management can be identified in most organizations?

How
precise are the lines differentiating these levels? In which of the basic areas do
managers work?

Answer.

The term “Levels of Management’ refers to a line of demarcation between various

managerial positions in an organization. The number of levels in management
increases when the size of the business and work force increases and vice versa.
The level of management determines a chain of command, the amount of authority &
status enjoyed by any managerial position. The levels of management can be
classified in three broad categories:

1.Top level / Administrative level

2.Middle level / Executory

3.Low level / Supervisory / Operative / First-line managers

Managers at all these levels perform different functions. The role of managers at
all the three levels is discussed below:

1. Top Level of Management

It consists of board of directors, chief executive or managing director. The top

management is the ultimate source of authority and it manages goals and policies
for an enterprise. It devotes more time on planning and coordinating functions.

The role of the top management can be summarized as follows -

A. Top management lays down the objectives and broad policies of the enterprise.
B. It issues necessary instructions for preparation of department budgets,
procedures, schedules etc.
C. It prepares strategic plans & policies for the enterprise.
D. It appoints the executive for middle level i.e. departmental managers.
E. It controls & coordinates the activities of all the departments.
F. It is also responsible for maintaining a contact with the outside world.
G. It provides guidance and direction.
H. The top management is also responsible towards the shareholders for the
performance of the enterprise.

2. Middle Level of Management

The branch managers and departmental managers constitute middle level. They are
responsible to the top management for the functioning of their department. They
devote more time to organizational and directional functions. In small
organization, there is only one layer of middle level of management but in big
enterprises, there may be senior and junior middle level management. Their role can
be emphasized as -

A. They execute the plans of the organization in accordance with the policies and
directives of the top management.
B. They make plans for the sub-units of the organization.
C. They participate in employment & training of lower level management.
D. They interpret and explain policies from top level management to lower level.
E. They are responsible for coordinating the activities within the division or
department.
F. It also sends important reports and other important data to top level
management.
G. They evaluate performance of junior managers.
H. They are also responsible for inspiring lower level managers towards better
performance.

3. Lower Level of Management

Lower level is also known as supervisory / operative level of management. It

consists of supervisors, foreman, section officers, superintendent etc. According
to R.C. Davis, “Supervisory management refers to those executives whose work has to
be largely with personal oversight and direction of operative employees”. In other
words, they are concerned with direction and controlling function of management.

Their activities include -

Assigning of jobs and tasks to various workers.

They guide and instruct workers for day to day activities.

They are responsible for the quality as well as quantity of production.

They are also entrusted with the responsibility of maintaining good relation in the
organization.

They communicate workers problems, suggestions, and recommendatory appeals etc to

the higher level and higher level goals and objectives to the workers.

They help to solve the grievances of the workers.

They supervise & guide the sub-ordinates.

They are responsible for providing training to the workers.

They arrange necessary materials, machines, tools etc for getting the things done.
They prepare periodical reports about the performance of the workers.

They ensure discipline in the enterprise.

They motivate workers.
They are the image builders of the enterprise because they are in direct contact
with the workers.

the basic areas do managers work

managers are also usually associated with a specific area within the organization,
such as marketing, finance, operations, human resources, administration, or some
other area.