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“ Management – Meaning and Concept; Process and Functions ” Presented By: Md. Shahnawaz Abdin Asst. Professor Department of Management Jamia Hamdard New.

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Presentation on theme: "“ Management – Meaning and Concept; Process and Functions ” Presented By: Md. Shahnawaz Abdin Asst. Professor Department of Management Jamia Hamdard New."— Presentation transcript:

1 “ Management – Meaning and Concept; Process and Functions ” Presented By: Md. Shahnawaz Abdin Asst. Professor Department of Management Jamia Hamdard New Delhi

2 Definition of Management Management is the co-ordination of all resources through the process of planning, organizing, directing, and controlling in order to attain stated objectives. Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way. Management is concerned with seeing that the job gets done; its tasks all centre on planning and guiding the operations that are going on in the enterprise. Management is a multipurpose organ that manages a business and manages managers and manages workers and work. Management consists in guiding human and physical resources into dynamic, hard-hitting organization unit that attains its objectives to the satisfaction of those served and with a high degree of morale and sense of attainment on the part of those rendering the service.

3 Concepts of Management Management as an activity - Interpersonal, Decisional, Informative. Management as a process – Social, Integrated, Continuous, Interactive. Management as an economic resource. Management as a team. Management as an academic discipline.

4 Nature and Characteristics of Management Management is goal-oriented. Management is universal. Management is an integrative force. Management is a social process. Management is multidisciplinary. Management is a continuous process. Management is intangible. Management is an art as well as science.

5 Objectives of Management Organizational Objectives – Reasonable profits, survival and growth of business, improving the goodwill of the enterprise, etc. Personal Objectives – Fair remuneration for work performed, reasonable working conditions, opportunities for training and development, reasonable security of service, etc. Social Objectives – Quality of goods and services at fair price to customers, honest and prompt payment of taxes, conservation of environment and natural resources, preservation of ethical values of the society, etc.

6 Role and Importance of Management Achievement of group goals. Optimum utilization of resources. Minimization of cost. Survival and growth. Generation of employment. Development of the nation.

7 Management and Administration Management = Administrative Management + Operative Management

8 Levels of Management Top Level – BoD, MD, GM, etc. Middle Level – Dept. Manager, Deputy Manager, Asst. Manager, etc. Lower Level – Supervisor First Line.

9 Top Level Management To make a corporate plan for the entire organization covering all areas of operation. To decide upon critical matters such as introduction of new product, opening new plant, shifting to new technology, etc. To decide corporate goals. To decide structure of organizations, creating various positions there in. To exercise overall managerial control. To make decisions regarding disposal and distribution of profits. To co-ordinate various sub-systems of the organization. To maintain liaison with outside parties. To provide direction and leadership to the entire organization as a whole.

10 Middle Level Management To prepare departmental plan covering all activities of the department within the basic framework of the corporate plan. To establish departmental goals and to decide upon various ways and means for achieving these goals to contribute to organizational goals. To secure smooth functioning of the department. To issue detailed orders and instructions to lower level managers and co-ordinate the activities of various work units at lower level. To act as a link between top and lower level managements.

11 Lower Level or Supervisory Level Management Planning of day-to-day work. Assignment of jobs and issuing orders and instructions. Supervising and guiding workers. Maintaining close personal contacts with workers to ensure discipline and team-work. Evaluating operating performance. Sending reports and statements to higher authorities. Communicating the grievances and suggestions of workers to higher authorities.

12 Nature of Management Management is an art as well as science, it is a combination of art and science.

13 Management as Science Systematic body of knowledge. Universal principles. Scientific enquiry and experiments. Cause and effect relationship. Tests of validity and predictability.

14 Management as Art Practical knowledge. Personal skill. Result oriented approach. Creativity. Improvement through continuous practice.

15 Management as Profession Well defined body of knowledge. Restricted entry. Service motive. Code of conduct. Representative professional association.

16 Skills of Management Technical skills. Human skills. Conceptual skills. Diagnostic skills.

17 Scope of Management Production Management. Marketing Management. Financial Management. Personnel Management.

18 Management Process Management is a process of the quality of both physical as well as human resources to seek objectives. It is a human and social process directed at individuals to get things done. It is a result oriented process, directly related with the task of determining objectives and devising ways and means to accomplish them efficiently.

19 Nature of the Process of Management Continuity Circular Social Composite (Synergistic; = 5)

20 Classification of Managerial Functions “PODSCRB” is the key word. P = Planning O = Organizing D = Directing S = Staffing C = Controlling R = Reporting B = Budgeting

21 Planning (Sub-functions and elements) Forecasting Decision making Strategy formulation Policy making Programming Scheduling Budgeting Problem solving innovation Investigation and research

22 Organizing (Sub-functions and elements) Functionalization Divisionalization Departmentalization Delegation Decentralization Activity analysis Task allocation.

23 Staffing (Sub-functions and elements) Manpower planning Recruitment Selection Training Placement Compensation Promotion Appraisal etc.

24 Directing (Sub-functions and elements) Supervision Motivation Communication Leadership Activating etc.

25 Controlling (Sub-functions and elements) Fixation of standards Recording Measurement Reporting Corrective action

26 Principles of Management A principle may be regarded as a general statement or proposition reflecting the relationship of cause and effect between two or more variables. The basic nature of the principles of management may be understood with the help of following characteristics:

27 Principles of Management (Cont…) Relationship of cause and effect Flexibility Universal application Relative guide Difficult in use

28 Styles of Managers Entrepreneur style Conservative style Modern methods and scientific styles Professional style of managers (rationality with reality)

29 Basic Principles of Management Division of work Authority and responsibility Discipline Unity of command Unity of direction Subordination of individual interest to general interest

30 Basic Principles of Management (Cont…) Remuneration Centralization Scalar chain Order Equity Stability of tenure of personnel Initiative Espirit-de-crops (team work and team spirit)

31 Qualities of a Good Manager Education Training Leadership Personality Scientific outlook Ability to do work Ability to get work done

32 Qualities of a Good Manager (Cont…) Self confidence Honesty Technical proficiency Human touch

33 Evolution of Management Thought Classical Approach Behavioral Approach Modern Management Approach

34 Classical Approach Scientific Management – F.W.Taylor etc. Administrative Theory – Henry Fayol etc. Bureaucratic Theory – Max Weber

35 Behavioral Approach Human Relations Approach – Elton Mayo Behavioral Science Approach – Douglas McGregor, Maslow, etc.

36 Modern Management Theory Quantitative Approach - Operations Research Specialists of USA, UK, etc. Systems Approach – Kenneth, etc. Contingent Approach – Tom Burns, Woodward, etc.

37 Thank You For Patient Listening

38 You Can Reach Me At: Name : Md. Shahnawaz Abdin Mobile : ,


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