Unit - 1 Essentials of Management - Basics of Management

8/13/2019 Unit - 1 Essentials of Management - Basics of Management

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ESSENTIALS OF MANAGEMENT

UNIT -1

BASICS OF MANAGEMENT

BYS.Chandramouli

Assistant professor Saveetha Management SchoolSaveetha Engineering College


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What Is Management? Management

The planning, organizing, leading, and controllingof human and other resources to achieveorganizational goals effectively and efficiently.

Managers The people responsible for supervising the use of

an organizations resources to meet its goals.

Resources are organizational assets People Skills Knowledge

Information

Raw materials Machinery Financial capital


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Types of Managers

Levels of Management First-line managers Responsible for day-to-day operations. Supervise people

performing activities required to make the good or service.

Middle managers

Supervise first-line managers. Are responsible to find the bestway to use departmental resources to achieve goals.

Top managers Responsible for the performance of all departments and have

cross-departmental responsibility.

Establish organizational goals and monitor middle managers. Form top management team along with the CEO and COO.


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Levels of Management


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DEFINITION OF Management

Management art of Getting thingsdone by a group of people with the

effective utilization of resources.


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Management Definitions

Management is an organ; organs can be described and defined only

through their functions - Peter F. Druckers

To Manage is what is to forecast and plan, to organize, toCompound, to co-ordinate, and to control - Henry Fayols

art of knowing what do you want to do and then seeing that it is done inthe best and cheapest way - F.W. Taylor

process of designing and maintaining of an environment in whichindividuals working together in groups, efficiently accomplish selectedaims - Koontz and Weihrich


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CHARACTERSTICS OF MANAGEMENT

Economic ResourcesGoal oriented

Distinct process

Integrative forceSystem of authority

Dynamic function

Social processManagement make things happen

Intangible forces


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MANAGEMENT SCIENCE OR ART?

ScienceOrganized or systematized body of knowledge

pertaining to a specific field of enquiry

ArtApplication of knowledge and personal skills to

achieve results


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Develops by knowledge

Definitive

Explains the cause effect

relationships between variables

Lays downs universal laws and

principles, which remain valid in

all situations

SCIENCE OR ART

Develops practice acquired throughobservation and experimentation

Descriptive

Explanation is based on person's

own understanding and interpretation

Laws and principles are not of

universal nature and their validity

will differ from situation to situation.


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Administration & Management

Administration that part of the management process

concerned with the institution and carrying out of procedures by which the program is laid down &communicated, and the progress of activities is regulated& checked against targets & plans.

Management a social process entailing responsibility forthe effective & economical planning & regulation of theoperations of an enterprise, in fulfillment of a given purpose

or task.


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Concept of Management

Management may be defined as a process wherebyscarce resources (human, material, & financial) are

combined to achieve organizational goals. Withoutmanagement, people would pursue their own objectivesindependently and this would lead to waste &inefficiency.


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Four Functions of Management


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Functions of Management

Planning

Organising

Coordinating

Staffing

Directing

Reporting

Budgeting


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Considering Planning Premises


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Formulating Supportive Plans


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A

B

C

D

E

TIME

DIFFERENT PHASES OF PLANNING

l b h d f


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Control by Punishment instead ofharassment


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DIRECTINGbuilding an effective work climate and creating opportunity for

motivation , supervising, scheduling and discipline


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Copyright 2004 McGraw-Hill. All rights reserved .

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Being a Manager

Brevity

High Variety Fragmentation

ManagerialProblems

Compensation to be a manager


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Copyright 2004 McGraw-Hill. All rights reserved .

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Managerial Skills

Conceptual Skills The ability to analyze and diagnose a situation and

distinguish between cause and effect.

Human Skills The ability to understand, alter, lead, and control

the behavior of other individuals and groups.

Technical Skills The specific knowledge and techniques required

to perform an organizational role.

What should be the right thing?

How can we do better?


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Decision making is defined as selection of a course of action fromamong alternatives to achieve a desired goal


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Decision making is a selection process.The best alternative is selected out ofmany available alternatives.

Decision making is a goal orientedprocess. Decision are made to achievesome goal or objective.


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Decision may be positive or negative. Adecision may direct others to do or notto do.


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Based on occurrence

Programmed decisions Non Programmed decisions

Based on location

Organizational decisions Personal decisions

Based on person

Individual decisions Group decisions

Based on Information

Routine Decisions Strategic Decisions

Based on Implementation

Policy decisions Operative Decisions


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DECISIONMAKER

Who will bemy ????


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PLANNING

Where the org. wants to be in future Defining goals for future organizational performance Deciding on the tasks and use of resources

Deciding in advance which will be done in the nearfuture

Lack of planning or poor planning hurts an

organisations performance


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ORGANISING Typically follows planning Reflects how the org. tries to accomplish plans Involves assignment of tasks

Grouping of tasks into departments Assignment of authority Allocation of resources across the org.

Provides all facilities necessary to perform the work.


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LEADING Motivate employees to achieve organisational goals Creating a shared culture and values Communicating goals to employees and creating

desire to perform at higher level Involves motivating entire dept.s, divisions and

individuals to work immediately with the manager


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CONTROLLING Monitoring employees activities Determining whether the org. is on target to attain

its goals

Make corrections if necessary Ensure that the achieved objectives conform to pre-

planned objectives


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HENRY FAYOL 1841 - 1925

BASICALLY FROM BRITISH COUNTRY

14 PRICIPLES OF ADMINISTRATION

THOUGHTS

MANAGERS WERE BORN NOT MADE


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DIVISION OF LABOUR

AUTHORITY DISICIPLINE

UNITY OF COMMAND

UNITY OF DIRECTION

REMENURATION

SUBBORDINATION OF INDIVIDUAL INTEREST TO THE COMMON GOOD

CENTRALIZATION

HIERARCHY

ORDER

EQUITY

STABILITY OF STAFF

INITATIVE

ESPIRIT DE CORPS

HENRY FAYOL 14 PRINCIPLES


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OLIVER SHELTON

DEVELOPED A SOUND PERSONAL POLICY

FRANK B. GILBRETH & LILLIAN BILBRETHTHE BEST WAY TO WORK

EDWARD TREGASKISS ELBOURNEBASICALLY ENGINEER, INDUSTRIAL ADMINISTRATION

B.S ROWNTREE

ESTABLISHMENT OF PENSION FUND

ELTON MAYO

TO IMPROVE HUMAN RELATION IN INDUSTRYHENRY GANTT

IMPORTANCE OF HUMAN FACTORS IN THE MANAGEMENT LIKE BONUS


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THANK YOU!!!

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Unit - 1 Essentials of Management - Basics of Management