Presentation on theme: "A LPHA COLLEGE OF ENGINEERING AND TECHNOLOGY. M ADE BY GROUP 6 (3 RD IT ) Riya – 130510116041 Sharvil – 130510116042 Yash – 130510116043 Sanket – 130510116045."— Presentation transcript:
Top level managers – Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers Decide how different departments should interact Ultimately responsible for the success or failure of an organization
Middle level managers – Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals Middle level manager links top manager with the first level manager. They have to tackle the personal problems of their own department concerning selection, training, promotion, development and transfer of employee.
First level managers – It is down most level in the structure of management. The worker and supervisors are include in the lower level. Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services. Lower level management represents actually operating level of management.
M ANAGEMENT SKILL Conceptual skills Human skills Technical skills
− technical skills refer to ability of person to carry out a specific activity. In order to do so, one needs to have knowledge of methods, processes and procedures. − Job-specific skills required to perform a particular type of work or occupation at a high level.
Every executive at any level of management has to deal with human being. Human skills is executive’s ability to work effectively as a group member and to build co-operative effort within the team he leads. Human skills The ability to understand, alter, lead, and control the behavior of other individuals and groups.
Conceptual skills The ability to analyze and diagnose a situation and distinguish between cause and effect. The ability of a person to think and conceptualize abstract situation. It is ability to understand and coordinate the full range of corporate objective and activities.
R OLE OF MANAGER Define “role” A role is a set of behaviours associated with a particular job Manager perform five basic function planning, organizing, staffing, leading and controlling. Since these function are very essential for effective management.
Henry Mintzberg studied CEOs at work and created a scheme to define what managers do on the job. These are commonly referred to as Mintzberg’s managerial roles. These can be grouped into three primary headings: interpersonal, informational and decisional M INTZBERG ’ S M ANAGERIAL R OLES
15 INTERPERSONAL RoleDescriptionIdentifiable Activity FigureheadManager serves as an official representative of the organization or unit Greeting visitors; signing legal documents LeaderManager guides and motivates staff and acts as a positive influence in the workplace Staffing, training LiaisonManager interacts with peers and with people outside the organization to gain information Acknowledging mail/email; serving on boards; performing activities that involve outsiders
16 INFORMATIONAL RoleDescriptionIdentifiable Activity MonitorManager receives and collects information Reading magazines and reports; maintaining personal contacts Communication (Disseminator) Manager distributes information within the organization Holding meetings; making phone calls to relay information; email/memos SpokespersonManager distributes information outside the organization Holding board meetings; giving information to the media
17 DECISIONAL RoleDescriptionIdentifiable Activity EntrepreneurManager initiates changeOrganizing sessions to develop new programs; supervises design of projects Disturbance Handler Manager decides how conflicts between subordinates should be resolved Steps in when an employee suddenly leaves or an important customer is lost Resource Allocator Manager decides how the organization will use its resources Scheduling; requesting authorization; budgeting NegotiatorManager decides to negotiate major contracts with other organizations or individuals Participating in union contract negotiations or in those with suppliers
A BRAHAM M ASLOW (1908-1970) Humanistic-Existential Paradigm Self-actualization Theory
Self-Actualization Esteem Love Safety Physiological M ASLOW ’ S H IERARCHY OF N EEDS
Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS MOST NEEDS HAVE TO DO WITH SURVIVAL PHYSICALLY AND PSYCHOLOGICALLY
Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS ON THE WHOLE AN INDIVIDUAL CANNOT SATISFY ANY LEVEL UNLESS NEEDS BELOW ARE SATISFIED
Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS
Maslow’s Hierarchy of Needs PHYSIOLOGICAL OR SURVIVAL NEEDS SAFETY NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS ESTEEM NEEDS
Maslow’s Hierarchy of NeedsSELF-ACTUALIZATION NEEDFOR SELF-ACTUALIZATION MEANS ACTUALIZING ONE’S POTENTIAL BECOMING ALL ONE IS CAPABLE OF BECOMING
26 14 Principles of Management – Henry Fayol 1. Division of Work: allows for job specialization. Work should be divided among individuals and groups. 2. Authority and Responsibility: Authority right to give orders. Responsibility involves being answerable Whoever assumes authority assumes responsibility
3. Discipline: Common efforts of workers. Penalties 4. Unity of Command: Employees shouldhave only one boss. 5. Unity of Direction: A single plan of action to guide the organization. 6. Subordination of individual interests to the general interests of organization
28 7. Remuneration: An equitable uniform payment system that motivates and contribute to success. 8. Centralization: The degree to which authority rests at the top of the organization. 9. Scalar Chain: Chain like authority scale. 10. Order: The arrangement of employees where they will be of the most value to the organization.
11. Equity: The provision of justice and fair dealing 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de corps: Harmony, general good feeling among employees
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