Mgt - Rajesh Sir

8/6/2019 Mgt - Rajesh Sir

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Companies fail when they

become complacent and imaginethat they will always be

successful. So we are alwayschallenging ourselves. Even the

most successful companies must

constantly reinvent themselves.--Bill Gates

Chairman and Chief Software Architect

Microsoft


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What is Management?

Auto industry managers

Assembly line: schedule

work shifts, supervise

assembly of vehicles

Engineering: develop new

product features, enforce

safety standards

General: plan for the future

All organizations need

managers!


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Management

Organization

Two or more people who work together in a structured

way to achieve a specific goal or set of goals.

GoalsPurpose that an organization strives to achieve;

organizations often have more than one goals, goals are

fundamental elements of organization.

The Role of Management

To guide the organizations towards goal

accomplishment


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The Importance of Business

Management

1.1


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The Business World Today

Constant change!

Technology

Society Environment

Competition

Diversity


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What is Management?

The process of deciding how best to use a

businesss resources to produce good or

provide services Employees

Equipment

Money

Materials


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Management

Managementrefers to the tasks and activities

involved in directing an organization or one of

its units: planning, organizing, leading, and

controlling.

The process of reaching organizational goals by

working with and through people and other

organizational resources.


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Definitions of management

Management as an art of getting things

done Mary Parker Follet defined management

as the art of getting things done through

others.

It is a sort of one way traffic

Their position is like cog in the wheel.


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According to Harold Koontz the art of

getting things done through and with

people in formally organized groups. It is

the art of creating an environment in which

people can perform as individuals and yet

cooperate towards attainment of group

goals.


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- People responsible for

directing the efforts aimedat helping organizations

achieve their goals.

- A person who plans,organizes, directs and

controls the allocation of

human, material, financial,

and information resources

in pursuit of the

organizations goals.


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Management as a process

According to Henri Fayol, To manage is to forecast and plan, to organize, to

command , to coordinate, and to control.

Management is the process of effective utilization of human and material

resources to achieve enterprises objectives.


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In the words of George R.Terry,

management is a distinct process

consisting of activities of planning,

organizing, actuating and controlling,

performed to determine and accomplish

sated objectives with the use of human

beings and other resources.


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Management as a group of managers

Management as a discipline


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Nature of management or characteristics

Goal oriented

Economic resource Distinct process

Integrative process

Intangible force

Results through others

A science and an art


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System of authority

Multidisciplinary subject

Universal application


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Management : A science and an art

Objectives of management

Efficient use of resources Satisfaction of customers

Adequate return on capital

Satisfied workforce Good working conditions


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Good relations with suppliers

Contribution to national goals


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George R. Terry , management is a

distinct process consisting of activities of

planning , organizing , actuating and

controlling, performed to determine and

accomplish stated objectives with the use

of human beings and other resources.


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Planning

Controlling organizing

Directing staffing


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Management Functions

Planning

Organizing

Staffing

Leading

Controlling

Making Things Happen

Meeting the Competition

Organizing People,Projects, and Processes

Classical


Updated



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According to Luther Gulick coined the

word PODSCORB .

W

ithin directing / leading Communication

Leadership

Motivation Supervision


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Levels of management

The term levels of management refers to

a line of demarcation between variousmanagerial positions in a organization.


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Levels of Management

Senior management

Establishes the goal/objectives of the

business

Decides how to use the companys resources

Not involved in the day-to-day problems

Set the direction the company will follow

Chairperson of the companys board ofdirectors, CEO, COO, senior vice presidents


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The Management Pyramid

FirstFirst--lineline

ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers

President, CEO, VP Make long-range plans

Establish policies

Represent the company


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Middle management

Responsible for meeting the goals that senior

management sets

Sets goals for specific areas of the business

Decides which employees in each area must

do to meet goals

Department heads, district sales managers


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ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers

Implement goals

Make decisions

Direct first-line managers

Sr PM, PM, Controller, Marketing

Manager, Sales Manager


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Supervisory management

Make sure the day-to-day

operations of the business

run smoothly Responsible for the people

who physically produce the

company's products or

services

Forepersons, crew leaders,

store managers


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ManagersManagers

MiddleMiddle

ManagersManagers

TopTop

ManagersManagers

Implement plans

Oversee workers

Assist middle managers

Office Manager,

Supervisor, Foreman,

Department Head


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The Management Process

Three ways to examine how management

works:

Tasks performed

Planning, organizing, staffing, leading, controlling

Roles played (set of behaviors associated

with a particular job)

Interpersonal, information-based, decision-making Skills needed

Conceptual, human relations, technical


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Planning

Decides company

goals and the actions

to meet them CEO sets a goal of

increasing sales by

10% in the next year

by developing a new

software program


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Organizing

Groups related

activities together and

assigns employees toperform them

A manager sets up a

team of employees to

restock an aisle in a

supermarket


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Staffing

Decides how many and what kind of people a

business needs to meet its goals and then

recruits, selects, and trains the right people

A restaurant manager interviews and trains

servers


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Leading

Provides guidance

employees need to

perform their tasks Keeping the lines of

communication open

Holding regular staff

meetings


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Controlling

Measures how the

business performs to

ensure that financialgoals are being met

Analyzing accounting

records

Make changes iffinancial standards not

being met


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Relative Amount of Emphasis

Placed on Each Function of

Management


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Management Roles

Managers have authority within

organizations

Managers take on different roles to best use

their authority

Interpersonal roles

Information-related roles

Decision-making roles


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What Skills Do Managers Need? (Katz

1955)

Interpersonal skills

Sensitivity

Persuasiveness

Empathy

Conceptual skills Logical reasoning

Judgment

Analytical abilities

Adapted from Exhibit 1.5: Managers Skills

Technical skills Specialized knowledge

(Including when andhow to use the skills)


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Conceptual, Human Relations, and

Technical Skills

Decision making planning,

and organizing

Understanding howdifferent business

relate

Conceptual

Skills

Human Relation

Skills

Need to work well

together

Resolving conflicts

Forming

partnerships

Technical Skills

Abilities used to perform their job

Training people to use a new system


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Management Skills

Conceptual skills

Skills that help managers understand how different

parts of a business relate to one another and to the

business as a whole Decision making, planning, and organizing


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Management Skills

Human relations skills

Skills managers need to understand and work well

with people

Interviewing job applicants, forming partnerships withother businesses, resolving conflicts


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Management Skills

Technical skills

The specific abilities that people use to perform their

jobs

Operating a word processing program, designing abrochure, training people to use a new budgeting

system


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Management Skills

All levels of management require a

combination of conceptual, human

relations, and technical skills

Conceptual skills most important at senior

management level

Technical skills most important at lower levels

Human relations skills important at all levels


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Specific skills

Controlling the organizations

environment and its resources

Organizing and coordinatingHandling information

Providing for growth and

development

Motivating employees andhandling conflicts

Strategic problem solving


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EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT

MANAGEMENT LEVELS

11--4646


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Management Roles

Mintzberg concluded that managers perform 10 different but highlyinterrelated roles. These 10 roles can be grouped under three primary

headings: Interpersonal relationship

The transfer of information

Decision making


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Interpersonal Relationship

This part encompasses three roles:

Role Description Identifiable

Activities

Figurehead Symbolic head; obliged to perform anumber of routine duties of a legal or social

nature

Greeting visitors;signing documents

Leader

Responsible for the motivation and

activation of employees; responsible for

staffing, training, and associated duties

Performing virtually all

activities that involve

subordinates

Liaison

Maintains self-developed network of

outside contacts and informers who provide

favors and information

Acknowledging mail;

performing other

activities that involve

outsiders


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Management Roles

Interpersonal roles

A managers relationships with people

Providing leadership with the company

Interacting with others outside the organization

Senior managers spend much of their time on

interpersonal roles

Represent the company in its relations with people

outside the company, interacting with those people, andproviding guidance and leadership to the organization

Determine a companys culture

Sears, Roebuck and Co.


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The transfer of information

The informational roles also include three roles:


Activities

Monitor Emerges as nerve center of internaland external information about

Information.

Reading periodicals andreports; maintaining

personal contact.

Disseminator Transmits information received fromother employees to members of

the organization.

Holding informational

meeting; making phone

calls to relay information.

Spokesperson Transmit information to outsiders onorganizations plan, policies, actions,

results, etc.

Holding board meeting;

giving information to the

media.


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Management Roles

Information-related roles

Provide knowledge, news or advice to employees

Holding meetings

Finding ways of letting employees know about importantbusiness activities

Decision-making roles

Makes changes in policies, resolves conflicts, decides

how to best use resources

Middle and supervisory managers spend more time resolving

conflicts than senior managers


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Decision Making

The decisional roles include four roles:


Activities

Entrepreneur

Searches for development opportunities in thedynamic environment and initiates

improvement projects to bring about change.

Designing and initiatingchanges within the

organization.

Disturbance

handler

Responsible for corrective action when

organization faces important disturbances.

Taking corrective action in

nonroutine situations.

Resource

allocator

Responsible for the allocation of

organizational resources of all kinds.

Performing any activity thatinvolves budgeting and the

programming of

employees work.

Negotiator

Responsible for representing the organization

at major negotiations.

Participating in negotiations

with other parties.


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Women and Minorities

in Management

In the last three decades, an increased number of

women and minorities have joined the workforce

Theyve attained positions as managers in companies

of all sizes

Women and minorities now serve as the CEOs of

prestigious businesses

Avon, eBay, Lucent, Icici,Pepsi,Biocon


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in Management

Workers and managers

must be sensitive to

challenges presented by

a multicultural workplace

Religious holidays that are

celebrated at different

times throughout the year

by Muslims, Christians,

Jews and other religious

groups


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in Management

Workers and managers

must be sensitive to

challenges presented by

a multicultural workplace

Religious holidays that are

celebrated at different

times throughout the year

by Muslims, Christians,

Jews and other religious

groups


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Managerial levels and hierarchy

The management of a large organization may have three levels:

Senior management (or "top management" or "upper management")

Middle management

Low-level management, such as supervisors orteam-leaders

Foreman Rank and File

Top-level management

Require an extensive knowledge of management roles and skills.

They have to be very aware of external factors such as markets.

T

heir decisions are generally of a long-term nature


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Their decisions are made using analytic, directive, conceptual and/orbehavioral/participative processes

They are responsible forstrategic decisions.

They have to chalk out the plan and see that plan may be effective in the future.

They are executive in nature.

Middle management

Mid-level managers have a specialized understanding of certain managerial tasks. They are responsible for carrying out the decisions made by top-level management.

Lower management

This level of management ensures that the decisions and plans taken by the othertwo are carried out.

Lower-level managers' decisions are generally short-term ones

Foreman / lead hand

T

hey are people who have direct supervision over the working force in office factory,sales field or other workgroup or areas of activity.

Rank and File

The responsibilities of the persons belonging to this group are even more restrictedand more specific than those of the foreman.


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Principles of Management

A principle is a basic truth or law

Managers often use certain rules when

deciding how to run their business

Most management principles are

developed through observation and

deduction


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Deduction is the process of drawing a

general conclusion from specific examples

Observe that employees in 15 companies

work more efficiently when their supervisors

threat them well

Deduce/conclude that a pleasant work

environment contributes to productivity Conclusion becomes a management principle


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Management principles are best viewed as

guides to action rather than rigid laws

If a principle does not apply to a specific

situation, an experienced manager will not

use it

Important to recognize when a principle

shouldnt be followed Being able to change and adapt is an

important management skill


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Do all employees

need to arrive at work

at the same time?

Do people who workin offices need to

dress in a certain

way?


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Management as a process

According to Henri Fayol, To manage is

to forecast and plan, to organize, to

command , to coordinate, and to control.

Management is the process of effective

utilization of human and material

resources to achieve enterprisesobjectives.

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Mgt - Rajesh Sir