This document discusses principles of management. It begins by defining management as the process of achieving organizational goals through planning, organizing, leading, and controlling. Effective management requires best utilization of available resources to achieve goals in an effective and efficient manner. The document then outlines the four main functions of management as planning, organizing, leading, and controlling. It provides brief descriptions of each function. Additionally, it identifies the key skills needed for management as technical skills, human skills, and conceptual skills. In closing, the document includes sample review questions to test understanding of management concepts covered.

1. Mahmood Qasim
In The Name of
Allah The Most
Beneficent The
Most Merciful.

2. Mahmood Qasim
Principles of
Management

3. Mahmood Qasim
What is Management?
The Process of achieving
organizational goals by
engaging in the four major
functions of
planning, organizing, leadi
ng, and controlling.

4. Mahmood Qasim
What is Management?
Making the best utilization
of the available resources
to achieve organizational
goals.
Mahmood Qasim

5. Effective & Efficient
Mahmood Qasim
Best utilization of resources is only possible
when a manager is both
EFFECTIVE
EFFICIENT
Achieving goals utilizing minimum resources

6. The Process of Management
Management Functions
PLANNING
Mahmood Qasim
Select goals
and ways to
attain them
RESOURCES
•Human
•Financial
•Raw materials
•Technological
•Information
PERFORMANCE
CONTROLLING
Monitor
activities and
make
corrections
ORGANIZING
Assign
responsibility
for task
accomplishment
LEADING
Use influence
to motives
employees
•Attain goals
•Products
•Services
•Efficiency
•Effectiveness

7. Management Functions
PLANNING
Mahmood Qasim
ORGANIZING
LEADING
CONTROLLING

8. Management Skills
Mahmood Qasim
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS

9. Ten Manager Roles
Category
Role
Activity
Monitor
Mahmood Qasim
Disseminator
Forward information to other organization members; send
memos and reports, make phone calls
Spokesperson
Informational
Seek and receive information, scan periodicals and
reports, maintain personal contacts
Transmit information to outsiders through
speeches, reports, memos
Figurehead
Leader
Direct and motivate subordinates; train, counsel, and
communicate with subordinates
Liaison
Maintain information links both inside and outside the
organization; use mail, phone calls, meetings
Entrepreneur
Interpersonal
Perform ceremonial and symbolic duties such as greeting
visitors and signing legal documents
Initiate improvement projects, identify new ideas, delegate
idea responsibility to others
Take corrective action during disputes or crises; resolve
Disturbance handler conflicts among subordinates; adapt to environmental crises
Decisional
Resource Allocator
Negotiator
Decide who gets resources; schedule, budget, and set
priorities
Represent department during negotiation of union
contracts, sales, purchases, budgets; represent
departmental interests

10. Chapter Review
Mahmood Qasim
1.
a.
b.
c.
d.
e.
Which of the following is not a function of management?
Planning
Controlling
Organizing
Leading
Performing
2.
a.
b.
c.
d.
e.
The management function concerned with setting organizational goals is called
Planning
Controlling
Organizing
Leading
Performing
3. PIAMS uses customer surveys to gather information about service and quality.
This is an example of the management function of
a. Performing
b. Technical skills
c. Organizing
d. Controlling
e. Conceptual skills

11. Mahmood Qasim
Chapter Review
1. An insurance adjuster processed 11 insurance claims today instead of the
company’s standard number of 8 claims that he processed yesterday. The
adjuster can best be described as
a. An effective employee today
b. An efficient employee today
c. Committed to getting claims processed quickly
d. An efficient employee yesterday
e. An ineffective employee yesterday
2.
a.
b.
c.
d.
e.
Technical skills are most needed by _______________ managers
Top level
Middle level
First-line
staff
Project
3.
a.
b.
c.
d.
e.
The ultimate responsibility of managers is to achieve high
Profits
expenses
Resource allocation
performance
Employee turnover

12. Mahmood Qasim
Chapter Review
7. Managers may perform up to ten different roles as part of their everyday jobs.
The roles are divided onto three categories
a. Personal, private, and public
b. Interpersonal, informational, and decisional
c. Semi-private, informational, and public
d. Interpersonal, informative, and interesting
e. Decisional, argumentative, and disruptive
8. As a manager who is known for innovation is successfully filling the _________
role
a. figurehead
b. disseminator
c. monitor
d. entrepreneur
e. negotiator

13. Mahmood Qasim
Chapter Review
True / False
1. Leading means assigning responsibility for task accomplishment
2. Effectiveness refers to the degree to which an organization achieves a stated
objective.
3. The hierarchy of managers has three different levels: conceptual, technical, and
top managers
4. In the figurehead role, the manager performs ceremonial and symbolic duties.
5. As a disseminator the role of a manager is to ensure that information is passed
on to all relevant members.

14. Manager’s Workbook
Rate each of the following questions according to this scale:
Mahmood Qasim
5
4
3
2
1
I always am like this
I often am like this
I sometimes am like this
I rarely am like this
I never am like this
1. When I have a number of tasks or homework to do, I set priorities and organize the work
around the deadline. C
2. Most people would describe me as a good listener. H
3. When I am deciding on a particular course of action for myself (such as hobbies to
pursue, language to study, which job to take, special projects to be involved in), I typically
consider the long-term (three years or more) implications of what I would choose to do. C
4. I prefer technical or quantitative courses rather than those involving
literature, psychology, or sociology. T
5. When I have a serious disagreement with someone, I hang in there and talk it out until it is
completely resolved. H
6. When I have a project or assignment, I really get into the details rather than the “big
picture” issues. *C
7. I would rather sit in front of my computer than spend a lot of time with people. T
8. I try to include others in activities or when there are discussions. H

15. Mahmood Qasim
Manager’s Workbook
9. When I take a course. I relate what I am learning to other courses I have taken or concepts
I have learned elsewhere. C
10. When somebody makes a mistake, I want to correct the person and let her or him know
the proper answer or approach *H
11. I think it is better to be efficient with my time when talking with someone, rather than
worry about the other person’s needs, so that I can get on with my real work. T
12. I know my long-term vision for career, family, and other activities and have thought it over
carefully. C
13. When solving problems, I would much rather analyze some data or statistics than meet
with a group of people.
14. When I am working on a group project and someone doesn’t pull a full share of the load, I
am more likely to complain to my friends rather than confront the slacker. H
15. Talking about ideas or concepts can get me really enthused and excited C
16. The type of management course for which this class is for is really a waste of time. T
17. I think it is better to be polite and not to hurt people’s feelings. *H
18. Data or things interest me more than people. T

16. Manager’s Workbook
Scoring:
Mahmood Qasim
Add the total points for the following sections. Note that starred * items are reverse
scored, as such
1
2
3
4
5
I always am like this
I often am like this
I sometimes am like this
I rarely am like this
I never am like this
1,3,6,9,12,15
2,5,8,10, 14, 17
4,7,11,13,16,18
Conceptual skills total score
Human skills total score
Technical skills total score
The above skills are three abilities needed to be a good manager. Ideally, a manager should be
strong (though not necessarily equal) in all three. Anyone noticeably weaker in any of the
skills should take guidance from experts and work to build up that skill.