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Name: Abdul Khaliq

Registration No: 1732-310020

Assignment: Principles of Management

Professor: Sir Shakeel Malik.

Assignement: Management

Date of Assignment: Saturday, July 3,2010

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List of Contents Page#

Introduction to Management 3
Management as an Art 4
Management as a Science 4
Planning 6
Purpose of Plan 7
In Public Policy 8
Organizing 9
Directing & Monitoring 10
Leadership 11
How should I set it up 11
As a person 13
On the job 13
Employ Motivation 15
Manger’s annual plan 16
Leadership 16
Glossary of Leadership 17
Affirmative Actions, Assessing, Attributions 17
Beliefs, Traits, Total Quality Management 18
Productivity, Performances efficiency, Learning 19
Ethical Climate, Communicating, what leadership is 20
What leadership is not 20
Business Succession in light of Leadership 20
Organizing 22
Application, Structure, work Specialization 23
Span of Management 24
Departmentalization 24
Importance of Organizing 25
Staffing 25
Temporary Staffing firm 25
Executive Recruitment 27
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Management:

The art of getting things done through people”

Management is the process of designing and maintaining an environment in which
individuals, working together in groups, efficiently accomplish selected aims. Basic
definition needs to be expanded

Art and Science:

Management is both art and science. It is the art of making

people more effective than they would have been without you. The science is in how

you do that. There are four basic pillars: plan, organize, direct, and monitor.
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Management as an Art:

Management as an Art is a practice that has been

followed for ages (donkey’s years!) by many noble-beings (were they called
managers in the early era??) and has been unremitting since then...maybe the style
has changed but the objective hasn't. Being an art, its practice to perfection was one
of the most essential feature (sine-qua-non) that everyone was looking at. However,
due to efflux of time, many realized that it wasn't important to be perfect BUT
necessary to be excellent. If you aren't excellent, u better take a jump.

Management as a Science:

Management as a Science always had (and continues

to have) Cause & Effect' relationship that has been practiced (did I say preached?)
for time immemorial (well, still being very well practiced and preached in many
companies!) in order to enable people to perform better (hopefully!) and understand
the quantification (many-a-times distorted!) behind their performance. I guess, time
has come for us to realize the importance of management BOTH as an art and
science and to appreciate its co-existence within an organization. I truly believe that
it is in the best interest of the organization to have a mix of both (art & science) in
right proportions and at the right stage of the organizations' cycle in order to derive
immense benefits from the use of managerial tools, techniques, practices,
philosophies, processes & disciplines
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Make Them More Effective:

Four workers can make 6 units in an eight-hour

shift without a manager. If I hire you to manage them and they still make 6 units a
day, what is the benefit to my business of having hired you? On the other hand, if
they now make 8 units per day, you, the manager, have value.

The same analogy applies to service, or retail, or teaching, or any other kind of
work. Can your group handle more customer calls with you than without? Sell
higher value merchandise? Impart knowledge more effectively? etc. That is the
value of management - making a group of individual more effective.
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Planning:
Planning in organizations and public policy is both the organizational process of
creating and maintaining a plan; and the psychological process of thinking about
the activities required to create a desired goal on some scale. As such, it is a
fundamental property of intelligent behavior. This thought process is essential to the
creation and refinement of a plan, or integration of it with other plans, that is, it
combines forecasting of developments with the preparation of scenarios of how to
react to them.

The term is also used to describe the formal procedures used in such an endeavor,
such as the creation of documents diagrams, or meetings to discuss the important
issues to be addressed, the objectives to be met, and the strategy to be followed.
Beyond this, planning has a different meaning depending on the political or
economic context in which it is used.

Two attitudes to planning need to be held in tension: on the one hand we need to be
prepared for what may lie ahead, which may mean contingencies and flexible
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processes. On the other hand, our future is shaped by consequences of our own
planning and actions

What should a plan be?

A plan should be a realistic view of the expectations.

Depending upon the activities, a plan can be long range, intermediate range or short
range. It is the framework within which it must operate. For management seeking
external support, the plan is the most important document and key to growth.
Preparation of a comprehensive plan will not guarantee success, but lack of a sound
plan will almost certainly ensure failure.

Purpose of Plan:

Just as no two organizations are alike, so also their plans. It is

therefore important to prepare a plan keeping in view the necessities of the
enterprise. A plan is an important aspect of business. It serves the following three
critical functions: Helps management to clarify, focus, and research their business's
or project's development and prospects. Provides a considered and logical
framework within which a business can develop and pursue business strategies over
the next three to five years. Offers a benchmark against which actual performance
can be measured and reviewed.

Importance of the planning Process:

A plan can play a vital role in helping to avoid mistakes or recognize

hidden opportunities. Preparing a satisfactory plan of the organization is essential.
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The planning process enables management to understand more clearly what they
want to achieve, and how and when they can do it.

A well-prepared business plan demonstrates that the managers know the business
and that they have thought through its development in terms of products,
management, finances, and most importantly, markets and competition.

Planning helps in forecasting the future, makes the future visible to some extent. It
bridges between where we are and where we want to go. Planning is looking ahead

In organizations:

Planning is also a management function, concerned with defining

goals for future organizational performance and deciding on the tasks and resources
to be used in order to attain those goals. To meet the goals, managers may develop
plans such as a business plan or a marketing plan. Planning always has a purpose.
The purpose may be achievement of certain goals or targets. The planning helps to
achieve these goals or target by using the available time and resources. To minimize
the timing and resources also require proper planning.

In public policy:

Planning refers to the practice and the profession associated with

the idea of planning an idea yourself, (land use planning, urban planning or spatial
planning). In many countries, the operation of a town and country planning system
is often referred to as 'planning' and the professionals which operate the system are
known as 'planners'....... Planning: Planning is a process for accomplishing purpose.
It is blue print of business growth and a road map of development. It helps in
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deciding objectives both in quantitative and qualitative terms. It is setting of goals

on the basis of objectives and keeping in view the resources.

It is a conscious as well as sub-conscious activity. It is “an anticipatory decision

making process ” that helps in coping with complexities. It is deciding future course
of action from amongst alternatives. It is a process that involves making and
evaluating each set of interrelated decisions. It is selection of missions, objectives
and “ translation of knowledge into action.”

A planned performance brings better results compared to unplanned one. A

Managers’ job is planning, monitoring and controlling. Planning and goal setting
are important traits of an organization. It is done at all levels of the organization.
Planning includes the plan, the thought process, action, and implementation.
Planning gives more power over the future. Planning is deciding in advance what to
do, how to do it, when to do it, and who should do it. It bridges the gap from where
the organization is to where it wants to be. The planning function involves
establishing goals and arranging them in logical order.

Organizing:

Now that you have a plan, you have to make it happen. Is everything
ready ahead of your group so the right stuff will get to your group at the right time?
Is your group prepared to do its part of the plan? Is the downstream organization
ready for what your group will deliver and when it will arrive?

Are the workers trained? Are they motivated? Do they have the equipment they
need? Are there spare parts available for the equipment? Has purchasing ordered
the material? Is it the right stuff? Will it get here on the appropriate schedule?
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Do the legwork to make sure everything needed to execute the plan is ready to go, or
will be when it is needed. Check back to make sure that everyone understands their
role and the importance of their role to the overall success.

Direct

Now flip the "ON" switch. Tell people what they need to do. I like to think of
this part like conducting an orchestra. Everyone in the orchestra has the music in
front of them. They know which section is playing which piece and when. They
know when to come in, what to play, and when to stop again. The conductor cues
each section to make the music happen. That's your job here. You've given all your
musicians (workers) the sheet music (the plan). You have the right number of
musicians (workers) in each section (department), and you've arranged the sections
on stage so the music will sound best (you have organized the work). Now you need
only to tap the podium lightly with your baton to get their attention and give the
downbeat

Monitor

Now that you have everything moving, you have to keep an eye on things.
Make sure everything is going according to the plan. When it isn't going according
to plan, you need to step in and adjust the plan, just as the orchestra conductor will
adjust the tempo.

Problems will come up. Someone will get sick. A part won't be delivered on time. A
key customer will go bankrupt. That is why you developed a contingency plan in the
first place. You, as the manager, have to be always aware of what's going on so you
can make the adjustments required.
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This is an iterative process. When something is out of sync, you need to Plan a fix,
Organize the resources to make it work, Direct the people who will make it happen,
and continue to Monitor the effect of the change..

Is It worth It?

Managing people is not easy. However, it can be done successfully.

And it can be a very rewarding experience. Remember that management, like any
other skill, is something that you can improve at with study and practice.

What do I want to do?

Perhaps the first thing you need to do is to figure out what

you want your people to accomplish. A mission statement is a short document that
tells your people, your customers (internal and external), and your suppliers what
you are about. It makes it easier for everyone to pull together if everyone knows
what the objective is. How to Draft a Mission Statement lists twelve things you can
do to start drafting a mission statement for your group.
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How should I set it up?

After you figure out where you are going and you write up
your mission statement, you need to look at whether your organization supports
that objective. If your organization does not support your objective, you need to
change it so it does. When you have rearranged your organization so it does support
your objective, you need to communicate that organization structure to everyone
involved. This is done through an organization chart, an org chart for short. How to
Build an Org Chart is a quick guideline on how to draw an org chart for a
department. You can easily expand it out for an entire company.

How does this look?

If anyone in your organization deals with the public, you

should have a dress code for all employees. A dress code is a simple document that
tells people in various functions what is appropriate work attire, and why. How to
Set a Dress Code guides you through the steps of creating a workable dress code for
your company.

Need For Good Managers Increasing

The need for good managers is not going away. It is

intensifying. With ‘flatter’ organizations and self-directed teams becoming
common; with personal computers and networks making information available to
more people more quickly; the raw number of managers needed is decreasing.
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However, the need for good managers, people who can manage themselves and
others in a high stress environment, is increasing.
I believe anyone can be a good manager. It is as much
trainable skill as it is inherent ability; as much science as art. Here are some things
that make you a better manager:

As a person:

You have confidence in yourself and your abilities. You are happy
with who you are, but you are still learning and getting better.
You are something of an extrovert. You don’t have to be the life of the party, but
you can’t be a wallflower. Management is a people skill - it’s not the job for
someone who doesn’t enjoy people.
You are honest and straight forward. Your success depends heavily on the trust of
others.
You are an include not an excluder. You bring others into what you do. You don’t
exclude other because they lack certain attributes.
You have a ‘presence’. Managers must lead. Effective leaders have a quality about
them that makes people notice when they enter a room.

On the job:

You are consistent, but not rigid; dependable, but can change your
mind. You make decisions, but easily accept input from others.
1. You are a little bit crazy. You think out-of-the box. You try new things and if
they fail, you admit the mistake, but don’t apologize for having tried.
2. You are not afraid to “do the math”. You make plans and schedules and
work toward them.
3. You are nimble and can change plans quickly, but you are not flighty.
4. You see information as a tool to be used, not as power to be hoarded.
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5. Take a look at yourself against this list. Find the places where you can
improve and then get going. And , if you need help, remember that's what
this site is all about - Helping new managers get started and experienced
managers get better.

6. You are managing people, not projects or product development or customer

service or any other departmental mission. People are complicated and
messy. They aren't machines any more than you are; they won't be the same
every day, no matter how much you'd like them to be. So stay alert to what's
going on with them.

7. For the first couple of days, sit down and get to know your staff. Find out
what they do, what their goals are, what they like to do in their free time, etc.
Several years ago, I watched a new manager start with a company and for
the first month or so, didn't talk to any of his staff. A month later, he
wondered why people were handing in their two week notices.

8. Learn how to deal with problem or resentful employees. I was promoted into
my position over a longer-term employee. She was made my assistant.
(Before everyone raises the sexism issue, I was the ONLY male manager and
was promoted on performance.) She had a great deal of resentment and
worked against me at every turn. After floundering around for a while, I
finally took her into the office and calmly explained the facts of life to her,
that I was the manager and if she couldn't work with me one of us would be
leaving and it wouldn't be me. She straightened out after that and we
eventually developed a good relationship.

9. Avoid re-inventing the wheel. Everything doesn't require your unique hand-
print. Some things probably work just fine already. Also don't think or act
like you know everything, nothing breeds resentment more than arrogance.
You may be smart, but there's always someone smarter.
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10. Avoid re-inventing the wheel. Everything doesn't require your unique hand-
print. Some things probably work just fine already. Also don't think or act
like you know everything, nothing breeds resentment more than arrogance.
You may be smart, but there's always someone smarter.

11. You are responsible for everything that happens in your scope of authority.
Don't ever think that just because you may not be doing the actual work, you
are not responsible---you *are*. Unless you are comfortable with this basic
fact, management is *not* for you.

The rewards come at a price. You will have to make decisions that will benefit the
company as well as your staff....and quite often they are in direct conflict with each
other. (You cannot be all things to all people....)

You do have a right to be human. Just because you are now management, does not
mean that you can (or should) throw emotion out the window.

Laugh with your people....let them know that you are not a humorless troll.

Be honest with your people...you expect the same from them. Even if it's bad news,
honesty does help lessen the blow.

Defend your people! They will reward you with their loyalty.

As exciting and as insightful as these tips for new managers are, there is one more
we should add. Management is not for everybody. As (A2) put it "it's never too late
to say thanks but no thanks....I'm happy where I am."
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Employee Motivation

One of a manager's most important tasks is motivating their

people. These resources will help you understand what makes your people tick, how
different they all are, and what you need to do to motivate each of them to peak
performance.

Manager's Annual Plan:

You have to motivate the people in your organization to

work toward the common goal. There are as many ways to do that as there are
managers. As far as I'm concerned, however, the only really effective way is to
LEAD them.

Leadership:

Leadership has been described as the “process of social influence in which

one person is able to enlist the aid and support of others in the accomplishment of a
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common task” [1]. A definition more inclusive of followers comes from Alan Keith
of Genentech who said "Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen." [2] Students of leadership
have produced theories involving traits [3], situational interaction, function,
behavior, power, vision and values [4], charisma, and intelligence among others.

Glossary of Leadership:

Affirmative action:

A hiring policy that requires employers to analyze the work force for under-
representation of protected classes. It involves recruiting minorities and members of
protected classes, changing management attitudes or prejudices towards them,
removing discriminatory employment practices, and giving preferred treatment to
protected classes.

Assessing:

The process of conducting In Process Reviews (IPRs) and After Action

Reviews (AARs). IPRs help to determine initial expectations, ascertain strengths
and weakness of both employees and the organization, and identify key issues and
organizations whose willing support is needed to accomplish the mission. AARs
determine how well the goals are being accomplished, usually by identifying areas to
sustain and improve.

Attributes:
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Characteristics or qualities or properties. Attributes of the leader fall

into three categories: mental, physical, and emotional.

Authoritarian leadership:

A style of leadership in which the leader tells the

employees what needs to be done and how to perform it without getting their advice
or ideas.

Beliefs:

Assumptions and convictions that a person holds to be true regarding

people, concepts, or things.

Trait:

A distinguishing quality or characteristic of a person. For a trait to

be developed in a person, that person must first believe in and value that trait.

Total Quality Management (Tqm):

Describes Japanese style management

approaches to quality improvement. It includes the long term success of the
organization through customer satisfaction and is based on participation of all
members of the organization in improving process, products, service, culture, etc.

Supervising:
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The ability to establish procedures for monitoring and regulating processes, tasks,
or activities of employees and one's own job, taking actions to monitor the results of
delegated tasks or projects.

Productivity:

An overall measure of the ability to produce a product or service. It is

the actual output of production compared to the actual input of resources.

Performance efficiency:

A ratio (percentage) of the actual output of a person as

compared to the desired or planned output.

Learning:

An essential shift or progress of the mind where recreation is

evident and enjoins activities such as re-engineering, envisioning, changing,
adapting, moving into, and creating the future.

Ethical climate:
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The "feel of the organization" about the activities that have ethical
content or those aspects of the work environment that constitutes ethical behavior.
The ethical climate is the feel about whether we do things right; or the feel of
whether we behave the way we ought to behave.

Communicating:

Comprises the ability to express oneself effectively in individual

and group situations, either orally or in writing. It involves a sender transmitting an
idea to a receiver.

What Leadership Is:

Leadership is an essential quality in a manager. It is how you

get your team fired up and willing to follow your plan. Leadership is a skill that can
be learned like any other skill. Leadership is a skill that can be improved with
practice.

What Leadership Is Not:

Leadership is not magic. It is not a gift that some people

have and others don't. It is not standing back and telling others what to do . It is not
belittling or demeaning others who don't do what you tell them to do.

Business Succession in the light of Leadership:

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If you were unable to be there to run

your company, what would happen to it? Would your family members, co-owners,
managers and/or employees know what to do, and would they have the guidelines
and tools they would need to help the business survive and thrive?

The main issue in succession planning is to provide adequate funding when

ownership of a business is transferred, so that it is accomplished with minimal
difficulty. Life insurance, individual disability insurance and disability overhead
expense insurance are key planning tools. These products provide the dollars
needed to keep your business running smoothly. They also provide a fair share of
the company's worth to all involved with minimal conflicts.

Your key employees, partners or even a knowledgeable competitor can be

beneficiaries, assuring they will have the funds to purchase the business entity from
the remaining interested parties and continue the business when you either retire or
die.

Keep in mind that any financial planning for the business will have a direct affect on
your estate. Careful consideration should be given to the estate and gift taxes
associated with transferring your business interest to family members. Your
financial professional should be instrumental in defining these pitfalls and helping
minimize the possible transfer headaches. Your financial professional should be
aware of all the pieces and can help design the most effective method for passing on
your business. Don't fall into the trap that jeopardizes too many family-owned
businesses—the failure to properly prepare for a transition in ownership or a lack
of adequate funding to complete your financial goals.

The information contained on this Web site is not intended to be used as a basis for
legal or tax advice. In specific cases, the parties involved must always seek out and
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rely upon the counsel of their own attorneys. It may also be necessary to consult a
qualified Employee Benefit Specialist.

Organizing:

Organizations are groups of people frequently trying to organize some

specific subject, such as political issues. So, even while organizing can be viewed as a
simple definition, it can get as complex as organizing the world's information.
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Historically, humans have always tried to organize ourselves. Be it on

religion, through books and spoken word, or in science, through journals and
studies, or in many other ways. Writing ideas in a book, not to talk to someone, but
to specifically catalog is also an attempt to organize information.

Science books are notable by their organization attempt of a specific

subject. Encyclopedias, instead, usually try to organize any subject into one place,
for faster indexing and seeking of meanings.

Applications

Organizing, in company’s point of view, is the management function that usually

follows after planning. And it involves the assignment of tasks, the grouping of tasks
into departments and the assignment of authority and allocation of resources across
the organization

Structure:

The framework in which the organization defines how tasks are divided, resources
are deployed, and departments are coordinated.
A set of formal tasks assigned to individuals and departments.
Formal reporting relationships, including lines of authority, decision responsibility,
number of hierarchical levels and span of managers control.
The design of systems to ensure effective coordination of employees across
departments.

Work specialization:
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The degree to which organizational tasks are sub divided into individual jobs; also
called division of labour
With too much specialization, employees are isolated and do only a single, tiny,
boring job.
Many organizations enlarge jobs to provide greater challenges or assigning to tasks
that are rotated.

Span of management:

Factors influencing larger span of management.

Work performed by subordinates is stable and routine.
Subordinates perform similar work tasks.
Subordinates are concentrated in a single location.
Subordinates are highly trained and need little direction in performing tasks.
Rules and procedures defining task activities are available.
Support systems and personnel are available for the managers.
Little time is required in non-supervisory activities such as coordination with other
departments or planning.
Managers' personal preferences and styles favour a large span.

Departmentalization:

1. The basis on which individuals are grouped into departments and

departments into total organisations.
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2. Approach options include;

3. Functional - by common skills and work tasks
4. Divisional - common product, programme or geographical location
5. Matrix - combination of Functional and Divisional
6. Team - to accomplish specific tasks
7. Network - departments are independent providing functions for a central
core breaker

Importance of organizing

1. Organizations are often troubled by how to organize, particularly when a

new strategy is developed
2. Changing market conditions or new technology requires change
3. Organizations seek efficiencies through improvements in organizing

Staffing:

An employment agency is a company that matches workers to open jobs.

The first employment agency in the United States was opened by Fred Winslow who
opened Engineering Agency in 1893. It later became part of General Employment
Enterprises who also owned Businessmen's Clearing House (est. 1902). Another of
the oldest agencies was developed by Katharine Felton as a response to the problems
brought on by the 1906 San Francisco earthquake and fire.

Temporary staffing firm:

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Temporary agency may be distinct from a recruitment

firm, which seeks to place permanent employees, but there is often a large overlap:
temporary workers may go on to become permanent employees; or workers a
company intends to hire as a permanent employee may start out as trial temporary
worker.

In the UK the temporary worker is technically self employed & introduced by the
recruitment agency to working on site for the client who pay the bills. The agency is
responsible for paying the temporary worker plus paying employers national
insurance to the government and setting aside holiday pay (working time directive
or WTR (regulations)). This total cost then has a profit margin added and is
charged per hour to the client. The temporary worker fills in timesheets (often
online) and is paid by BACS on a weekly basis. Some industries in the UK are more
heavily regulated by the gang master regulations. Many UK manufacturing
companies rely heavily on "Temp Staff" during periods of high demand, in recent
years U.K agencies have responded to the demand for high quantities of cheap
temporary labour by "shipping people in" from within the EU particularly eastern
Europe and former Soviet states. The vast majority of these workers are employed
using a contract for services and rarely earn more than the national minimum wage.

Many temporary agencies specialize in a particular profession or field of business,

such as accounting, health care, technical, or secretarial.

Legal status:

For most of the twentieth century, private employment agencies were

considered quasi illegal entities under international law. The International Labour
Organization instead called for the establishment of public employment agencies. To
prevent the abusive practices of private agencies, they were either to be fully
abolished, or tightly regulated. In most countries they are legal but regulated.
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Probably inspired by the dissenting judgments in a US Supreme Court case called

Adams v. Tanner, the International Labour Organization's first ever
Recommendation was targeted at fee charging agencies. The Unemployment
Recommendation, 1919 (No.1), Art. 1 called for each member to,

"take measures to prohibit the establishment of employment agencies which charge

fees or which carry on their business for profit. Where such agencies already exist, it
is further recommended that they be permitted to operate only under government
licenses, and that all practicable measures be taken to abolish such agencies as soon
as possible."

Executive recruitment:

An executive search firm is a type of employment agency that specializes in

recruiting executive personnel for companies in various industries.

A third-party recruiter can work on their own or through an agency, and acts as an
independent contact between their client companies and the candidates they recruit
for a position. They can specialize in client relationships only (sales or business
development), in finding candidates (recruiting or sourcing), or in both areas. Most
recruiters tend to specialize in permanent or full-time, direct hire positions or
contract positions, but occasionally in both. In an executive search assignment, the
client hiring company, not the job seeker, pays the search firm its fee.