General Management

ByPrashant Mehta

Assistant ProfessorNational Law University, Jodhpur

Email: prashantmehta1@rediffmail.com

MANAGEMENT

Management in all business and human organization

activity is simply the act of getting people together to

accomplish desired goals and objectives.

Management comprises planning, organizing, staffing, leading or directing, facilitating and

controlling or manipulating an organization (a group of one or

more people or entities) or effort for the purpose of accomplishing a goal.

MANAGEMENT MODELS

TRADITIONALManaging Assets

Focus on Managing NumbersHierarchical

Dependent PartsReactive

Command and ControlBlame Culture

Risk Averse

MODERNManaging Resources &

Capabilities

Focus on Creating Value

Network

Independent Parts

Responsive

Empowered Employees

Encouraging Radical Ideas

Risk Taking

PRINCIPLES OF MANAGEMENT (FAYOL)

FUNCTIONS OF MANAGEMENT

FUNCTIONS OF MANAGEMENT

PlanningA process that includes defining goals, establishing strategy, and developing plans to coordinate activities. / It is first function of management

MANAGEMENT FUNCTIONS

Planning ConceptWhat is Goal / Where are we in Relation to Plan / Which Factor will help or hinder us in reaching the Goal / What alternatives are available to us to reach goal / Which is best alternativePlanning Achieves By Determination of Resource Requirement / Identification of Number of Type of Personnel / Development of foundation of Organizational Environment / Determination of Standards against which the progress is measured

TYPES OF PLANSSINGLE USE PLANS

GOALS (SMART)S – SPECIFIC, STRETCHABLE / M –

MEASURABLE A – ACHIEVABLE, ATTAINABLE / R –

REALISTICT – TIME BOUND

OBJECTIVESAction orientation , Open Ended – Maximize, Optimize, Minimize, Level / Division based

STRATEGIESSpecific path to achieve objectives and goals Components Product / Market, Future growth, Competitive

Advantage Distinction competence, Synergy Strategy FormulationExternal – Internal Analysis , Alternatives,

Evaluation, Choice

STANDING PLANSPOLICIES

Consistency of decisions, Recurrent decisions, Compatible decisions, Decisions over time, Delegation

PROCEDURES Specific method and sequence of performing activity

PROGRAMSActivities derived from Policy

CLASSIFICATION OF PLANNING

STRATEGIC PLANNING

TACTICAL PLANNING

OPERATIONAL PLANNING

UNCERTAIN FACTORSPolitical Event s of Far Reaching NatureGovernment Policies and ProgrammesGeneral Economic Events & ConditionsTechnological ChangeMarket ConditionsInternational Events

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

There are four Distinct Activities in Organizing:

•To determine what work activities have to be done to accomplish organizational objectives.

•To classify the type of work and group needed.

•To assign work to individuals and delegate appropriate authority

•To design a hierarchy of decision making relationship

ORGANIZING

WHAT ORGANIZING DOESCLARIFIED WORK ENVIRONMENTA COORDINATED ENVIRONMENTA FORMAL DECISION MAKING STRUCTURE

ORGANIZING PROCESS

STAFFING

STAFFING

Selecting and training individuals for specific job functions, and charging them with the associated responsibilities.

Number of employed personnel in an organization or program. Also called workforce.

STAFFING PROCESS

• Manpower Requirements• Recruitment• Selection• Induction, Orientation,

and Placement• Training and

Development• Remuneration• Performance Evaluation• Promotion and Transfer• Employment Decisions• Separations

DIRECTINGDIRECTING is said to be a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place.

GUIDELINES FOR DIRECTING

• DONT MAKE IT A STRUGGLE FOR POWER

• AVOID AND OFFHAND MANNER• WATCH OUT FOR YOUR WORDS• DON’T ASSUME THAT THE WORKER

UNDERSTANDS• BE SURE TO GET FEEDBACK RIGHT

AWAY• DON’T GIVE TOO MANY ORDERS• PROVIDE JUST ENOUGH DETAIL• WATCH OUT FOR CONFLICTING

INSTRUCTIONS• DON’T CHOOSE ONLY THE WILLING

WORKER• TRY NOT TO PICK ON ANYONE• ABOVE ALL DON’T PLAY THE “BIG

SHOT”

DIRECTION CHARACTERISTICS

• Pervasive Function - Directing is required at all levels of organization. Every manager provides guidance and inspiration to his subordinates.

• Continuous Activity - Direction is a continuous activity as it continuous throughout the life of organization.

• Human Factor - Directing function is related to subordinates and therefore it is related to human factor. Since human factor is complex and behaviour is unpredictable, direction function becomes important.

• Creative Activity - Direction function helps in converting plans into performance. Without this function, people become inactive and physical resources are meaningless.

• Executive Function - Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise, a subordinate receives instructions from his superior only.

• Delegate Function - Direction is supposed to be a function dealing with human beings. Human behaviour is unpredictable by nature and conditioning the people’s behaviour towards the goals of the enterprise is what the executive does in this function. Therefore, it is termed as having delicacy in it to tackle human behaviour.

MANAGEMENT FUNCTIONS AT VARIOUS LEVELS

LEADERSHIP• A function that includes motivating employees, directing

others, selecting the most effective communication channels, and resolving conflicts. The ability to influence a group toward the achievement of goals

• Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”.

• “When you boil it down, contemporary leadership seems to a matter of aligning people toward common goals and empowering them to take the actions needed to reach them.”

MANAGERS VS LEADERS

Manager Characteristics

• Administers• A copy• Maintains• Focuses on systems

and structures• Relies on control• Short range view• Asks how and when• Eye on bottom line• Imitates• Accepts the status quo• Classic good soldiers• Does things right

Leader Characteristics

• Innovates• An original• Develops• Focuses on

people• Inspires trust• Long range

perspective• Asks what and

why• Eye on horizon• Originates• Challenges the

status quo• Own person• Does the right

thing

LEADERSHIP TRAITS

FUNCTIONS OF LEADER

LEADERSHIP AUTOCRATIC STYLES

Having an autocratic leadership style is when a leader dominantly tells their employees what they want done and how they want it accomplished, without getting the advice of their team. Studies show that if used predominantly, employees resist, productivity declines and turnover increases.

LEADERSHIP DEMOCRATIC STYLES

Having an democratic leadership style is when This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority.

LEADERSHIP FREE REIN STYLES

Having an Free Rein leadership style is In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it.

TIPS FOR GOOD LEADERSHIP

Prioritize request from superiors & keep them informed

of progress.Handle official paper only once. This shows efficiency.Monitor and Follow up on status of work and your staff.Be consistent in behaviour.Be Predictable and Reliable. This shows more

confidence.Articulate.Plan your work and then work your plan.Educate, and train young people.Motivate your people to accomplish goals you have said.Accept new responsibility willingly.Be a role model.Be a person who could be counted on to get the job

done.

MANAGEMENT STYLESManagers have to perform many roles in an organization and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. There are two sharply contrasting styles that will be broken down into smaller subsets later:

• Autocratic - Leader makes all decisions unilaterally.

• Permissive - Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities.

Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to manage:

• Directive Democrat: Makes decisions participatively; closely supervises subordinates.

• Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates.

• Permissive Democrat: Makes decisions participatively; gives subordinates latitude in carrying out their work.

• Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work.

SITUATIONAL LEADERSHIP

In what situations would each style be appropriate? Inappropriate?

• Managers must also adjust their styles according to the situation that they are presented with. Below are four quadrants of situational leadership that depend on the amount of support and guidance needed:

• Telling: Works best when employees are neither willing nor able to do the job (high need of support and high need of guidance).

• Delegating: Works best when the employees are willing to do the job and know how to go about it (low need of support and low need of guidance).

• Participating: Works best when employees have the ability to do the job, but need a high amount of support (low need of guidance but high need of support).

• Selling: Works best when employees are willing to do the job, but don’t know how to do it (low need of support but high need of guidance).

• The different styles depend on the situation and the relationship behavior (amount of support required) and task behavior (amount of guidance required).

SITUATIONAL LEADERSHIP