COURSE TITLE:

ORGANIZATIONAL SYSTEM (EM-501)

COURSE TEACHER:
DR. AQEEL AHMED
PH.D CANADA
 COURSE OVERVIEW
THIS IS A 3 CREDIT HOUR COMPULSORY COURSE.
IT PROVIDE THE BASIC KNOWLEDGE OF SYSTEM, MANAGEMENT
AND ITS FUNCTIONS. IT EXPOSES THE PARTICIPANTS TO THE
DIVERSITY OF INDIVIDUAL, GROUP AND ORGANIZATIONAL
BEHAVIOR.
THIS COURSE WILL DEVELOP THE UNDERSTANDING ABOUT THE
FUNDAMENTALS OF EFFECTIVELY HANDLING ORGANIZATIONAL
CHANGE.
CLASS EXERCISES WILL HELP THE PARTICIPANTS TO ANALYZE AND
ENHANCE THEIR OWN KNOWLEDGE AND SKILLS AS AN
ORGANIZATIONAL MEMBER.
 GRADING SYSTEM

1. CLASS PARTICIPATION & ATTENDANCE (10%)

2. MCQS/TEST (20%)
3. ARTICLE REPORT AND PRESENTATION (10%)
4. FINAL EXAM (60%)
 COURSE MATERIAL

TEXTBOOK:
1. THE NEW ERA OF MANAGEMENT BY RICHARD L. DAFT

REFERENCE:
1. MANAGEMENT: A GLOBAL PERSPECTIVE BY HAROLD KOONTZ,
HEINZ WEIHRICH
2. ORGANIZATIONAL BEHAVIOR: FOUNDATIONS, REALITY AND
CHALLENGES BY NELSON AND QUICK
3. CASES IN ORGANIZATIONAL BEHAVIOR BY GERARD H. SIJTS
 LECTURE -1

INTRODUCTION, DEFINITION OF
MANAGEMENT
Organization System

Organization is an organized group of people with a particular

purpose, such as a business or government department.

All Organizations have a management structure that determines

relationships between the different activities and the members, and
subdivides and assign roles, responsibilities, and authority to carry out
different tasks.
Organizations are open systems- They affect and are affected by their
environment

A System is set of detailed methods, procedures and routines created to

carry out a specific activity. Perform a duty or solve a problem.
Organizational Change

 Pace continues to accelerate

 Change is major source of business risk

 Driving Forces
 Telecommunications
 Diversityof Workers
 Public consciousness
 Global marketplace
 Community of stakeholders
Driving Force: Technology

Ever-advancing
Technology has
shrunk the world
Driving Force: Diversity

Increasing diversity of workers has brought in

a wide array of differing values, perspectives,
and expectations among workers
Driving Force: Public Consciousness

Public consciousness has become much more sensitive

and demanding that organizations be more
socially responsible
Driving Force: Stakeholders

Community of Stakeholders
Organizations are responsible to stack holders,
and Focus on building relationships with employees,
customers, partners, and suppliers
Who are managers?

 Managers
- Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
Nature of Management

 Cope with diverse, far-reaching challenges

 Driving Forces
 Telecommunications

 Diversityof Workers
 Public consciousness

 Global marketplace

 Community of stakeholders
Management Challenge: A case

 Question
If you were in Ken Chenault’s position, how would
you handle this situation? What approach would you
take to deal with employees, shareholders, the media,
and others?
 Shift in Mindsets to Navigate Turbulence

Managers are asked to...

 Do more with less
 Engage whole employees
 See change rather than stability as natural
 Create vision and cultural values that encourage
collaborative workplace
Making a Difference Today

Requires integrating...
 Tried
and true management skills
+
 New approaches that emphasize
 Human touch
 Enhance flexibility
 Involve employees’ hearts, minds, and bodies

Successful organizations don’t just happen...

they are managed to be that way!
Definition of Management

 The attainment of organizational goals in an effective and

efficient manner through
 Four functions
 planning,

 organizing,
 leading, and
 controlling organizational resources.

Managers use a multitude of skills to perform functions

Functions of Management
Planning

Select goals and ways

to attain them

Controlling Organizing

Monitor activities and make

corrections Assign responsibility for task
accomplishment

Leading

Use influence to motivate

employees
The Process of Management

Planning

Select goals and

ways to attain
them
Resources Performance
•Human •Attain goals
Controlling Organizing •Products
•Financial
•Raw Materials Monitor activities and •Services
Assign responsibility for
make corrections
•Technological task accomplishment •Efficiency

•Information •Effectiveness

Leading
Use influence to motivate
employees
Planning Function

 Definition
 Definesgoals for future organizational performance
 Decides tasks and use of resources needed

 Corporate Examples
 Planning – AOL Time Warner – The Lord of the Rings p.
8
 Lack of planning – Merry-Go-Round – p. 8
Organizing Function

 Definition
 Follows planning
 Reflects how organization tries to accomplish plan
 Involves assignment of
 tasks into departments
 authority and allocation of resources across organization
 Corporate Examples - Structural reorganizations
 Hewlett-Packard, Sears, Xerox: accommodate changing plans
 Voyant Technologies: increased sales; faster product development
Controlling Function

Definition
● Monitoring employees’ activities
● Determining whether the organization is
on target toward its goals
● Making corrections as necessary
Controlling Function

New Trends
 Empowerment and trust of employees = training
employees to monitor and correct themselves
 New information technology provides control without strict
top-down constraints

Lack of Control Information can lead to

Organizational Failure
Organizational Performance
Attainment of organizational goals in 2nd half of
definition of
an efficient and effective manner management
The Process of Management
Organizational Performance

 Organization - social entity that is goal directed and deliberately

structured

 Effectiveness - degree to which organization achieves a stated goal

 Efficiency - use of minimal resources (raw materials, money, and

people) to produce the desired volume of output

 Performance – organization’s ability to attain its goals by using

resources in an efficient and effective manner
Management Skills

Manager’s Job
Complex Multidimensional Range of skills
Management Skills

 Conceptual Skills – Cognitive ability to see the

organization as a whole and the relationships among its
parts

 Human Skills – ability to work with and through other people and
to work effectively as a group member

 Technical Skills – understanding of and proficiency in the

performance of specific tasks

 When skills Fail

Management Types - Vertical
Managerial Levels in the Organizational Hierarchy
Management Types - Horizontal
 Functional Managers -
 Responsible for a department that performs a single
functional task and
 Has employees with similar training and skills

 General Managers
 Responsible for several departments that perform
different functions
Importance of management functions
to managers in each level
Managerial Types - Horizontal

 Functional Managers  General Managers

 Advertising  Self-contained division such
 Sales as a Dillard’s department
store
 Finance
 Human Resources
 Project managers have
 Manufacturing
general management
 Accounting responsibility as they
coordinate people across
several departments
What is it like to be a Manager?

 Manager Activities
 Multitasking Fragmentation Variety
brevity
 Life on Speed Dial
Ten Manager Roles
 Role: a set of expectation for one’s behavior
- In 1960, Henry Mintzberg conducted a study to understand about the managerial roles. He
identified 10 managerial roles that are common to all managers. These 10 managerial roles
are grouped under: Interpersonal, decisional, and informational roles.

Roles of Manager

B: Decisional C: Informational
A: Interpersonal
• Figurehead • Entrepreneur • Monitor
• Leader • Disturbance handler • Disseminator
• Liaison • Resource allocator • Spokesperson
• Negotiator
Roles of Manager Cont’d…

A: Inter-personal Role

1. Figurehead: Represents the company on social occasions. Attending the flag hosting
ceremony, receiving visitors or taking visitors for dinner etc.

2. Leader: In the role of a leader, the manager motivates, encourages, and builds
enthusiasm among the employees. Training subordinates to work under pressure,
forms part of the responsibilities of a manager.

3. Liaison: Consists of relating to others outside the group or organization. Serves as a

link between people, groups or organization. The negotiation of prices with the
suppliers regarding raw materials is an example for the role of liaison.
Roles of Manager Cont’d…
B: Decisional Role:
1. Entrepreneur: Act as an initiator and designer and encourage changes and
innovation, identify new ideas, delegate idea and responsibility to others.

2. Disturbance handler: Take corrective action during disputes or crises; resolves

conflicts among subordinates; adapt to environmental crisis.

3. Resource allocator: Decides distribution of resources among various individuals

and groups in the organization.

4. Negotiator: Negotiates with subordinates, groups or organizations- both internal

and external. Represents department during negotiation of union contracts, sales,
purchases, budgets; represent departmental interests
Roles of Manager Cont’d…

C: Informational role:
1. Monitor: Emerges as nerve center of internal and external information about
Information.

2. Disseminator: Transmits information received from other employees to

members of the organization.

3. Spokesperson: Transmits information to the people who are external to the

organization, i.e., government, media etc. For instance, a manager addresses a
press conference announcing a new product launch or other major deal.
Hierarchical Levels
Managing in Small Businesses and Nonprofit
Organizations

 Role Differences

 Source of Financial Resources

 Unconventional Bottom line

Management and the New Workplace

Characteristics Management Competencies

 Resources = Bits--information  Leadership = Dispersed,
empowering
 Work = Flexible, virtual
 Focus = Connection to customers,
 Workers = Empowered employees, free employees
agents
 Doing Work = By teams
 Relationships = Collaboration
Forces on Organizations
 Design = Experimentation, learning
 Technology = Digital, e-business organization
 Markets = Global, including internet
 Workforce = Diverse
 Values = Change, speed
 Events = Turbulent, more frequent crises
Management and the New Workplace

 Forces on organizations
 New Management Competencies
 Dispersed leadership
 Empowering others
 Collaborative relationships
 Team-building skills
 Learning organization
Managing During Turbulent Times

 Stay Calm
 Be Visible
 Put People Before Business
 Tell the Truth
 Know When to Get Back to Business