Presentation on theme: "“Management – Meaning and Concept; Process and Functions”"— Presentation transcript:
1“Management – Meaning and Concept; Process and Functions” Presented By:Md. Shahnawaz AbdinAsst. ProfessorDepartment of ManagementJamia HamdardNew Delhi
2Definition 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.
3Concepts 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.
4Nature 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.
5Objectives 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.
6Role 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.
7Management and Administration Management = Administrative Management+Operative Management
8Levels of Management Top Level – BoD, MD, GM, etc. Middle Level – Dept. Manager, Deputy Manager, Asst. Manager, etc.Lower Level – Supervisor First Line.
9Top Level ManagementTo 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.
10Middle 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.
11Lower 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.
12Nature of ManagementManagement is an art as well as science, it is a combination of art and science.
13Management as Science Systematic body of knowledge. Universal principles.Scientific enquiry and experiments.Cause and effect relationship.Tests of validity and predictability.
14Management as Art Practical knowledge. Personal skill. Result oriented approach.Creativity.Improvement through continuous practice.
15Management as Profession Well defined body of knowledge.Restricted entry.Service motive.Code of conduct.Representative professional association.
16Skills of Management Technical skills. Human skills. Conceptual skills.Diagnostic skills.
17Scope of Management Production Management. Marketing Management. Financial Management.Personnel Management.
18Management ProcessManagement 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.
19Nature of the Process of Management ContinuityCircularSocialComposite (Synergistic; = 5)
20Classification of Managerial Functions “PODSCRB” is the key word.P = PlanningO = OrganizingD = DirectingS = StaffingC = ControllingR = ReportingB = Budgeting
21Planning (Sub-functions and elements) ForecastingDecision makingStrategy formulationPolicy makingProgrammingSchedulingBudgetingProblem solving innovationInvestigation and research
22Organizing (Sub-functions and elements) FunctionalizationDivisionalizationDepartmentalizationDelegationDecentralizationActivity analysisTask allocation.
23Staffing (Sub-functions and elements) Manpower planningRecruitmentSelectionTrainingPlacementCompensationPromotionAppraisal etc.
24Directing (Sub-functions and elements) SupervisionMotivationCommunicationLeadershipActivating etc.
25Controlling (Sub-functions and elements) Fixation of standardsRecordingMeasurementReportingCorrective action
26Principles 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:
27Principles of Management (Cont…) Relationship of cause and effectFlexibilityUniversal applicationRelative guideDifficult in use
28Styles of Managers Entrepreneur style Conservative style Modern methods and scientific stylesProfessional style of managers (rationality with reality)
29Basic Principles of Management Division of workAuthority and responsibilityDisciplineUnity of commandUnity of directionSubordination of individual interest to general interest
30Basic Principles of Management (Cont…) RemunerationCentralizationScalar chainOrderEquityStability of tenure of personnelInitiativeEspirit-de-crops (team work and team spirit)
31Qualities of a Good Manager EducationTrainingLeadershipPersonalityScientific outlookAbility to do workAbility to get work done
32Qualities of a Good Manager (Cont…) Self confidenceHonestyTechnical proficiencyHuman touch
33Evolution of Management Thought Classical ApproachBehavioral ApproachModern Management Approach
34Classical Approach Scientific Management – F.W.Taylor etc. Administrative Theory – Henry Fayol etc.Bureaucratic Theory – Max Weber
35Behavioral Approach Human Relations Approach – Elton Mayo Behavioral Science Approach – Douglas McGregor, Maslow, etc.
36Modern Management Theory Quantitative Approach - Operations Research Specialists of USA, UK, etc.Systems Approach – Kenneth, etc.Contingent Approach – Tom Burns, Woodward, etc.