1. MANAGEMENT
Concept & functions
Levels of management
Managerial roles & skills

2. Manager
someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
Managerial Titles
First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organization’s products

3. Middle managers - all managers between the first-line level and the top level of the organization
manage the first-line managers
Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization

4. Organizational Levels
Non-managerial Employees
Top
Managers
Middle
First-line

5. What Do Managers Have in Common?
They get things done through their organization.
They create the systems, conditions and environment that enable organizations to survive and thrive beyond the tenure of any specific supervisor or manager.

6. What Is Management? Management
the process of coordinating work activities so that they are completed efficiently and effectively with and through other people
© Prentice Hall, 2002

7. Management is an art and science of getting things done thru and with the help of others.
Management is the social process of planning, organizing ,staffing ,directing, coordinating & controlling for the determination & achievement of organizational objectives in a dynamic environment.

8. The attainment of organizational goals in an effective and efficient manner through
PODSCORB
Managers use a multitude of skills to perform functions

9. Organizational Performance
Organization - social entity that is goal directed and deliberately structured
Effectiveness - degree to which organization achieves a stated goal
Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output
Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner

10. Planning – What ,how, when of performance
Predetermined course of action
defining goals,
establishing strategies for achieving those goals
developing plans to integrate and coordinate activities

11. Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made

12. Procure suitable personnel Includes HRP Recruitment Selection
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002

13. Directing - leading and motivating all involved parties and dealing with employee behavior issues
Involves
Communication
Motivation
Leadership

14. Coordinating
Establishing such relationships among various parts of the organization that they all together pull in the direction of the organizational objectives.
Involves
Clear definition of authority-responsibility relationship
Unity of direction
Unity of command

15. Controlling - monitoring activities to ensure that they are going as planned
Measurement of performance against predetermined goals
Deviations to be found out & necessary corrective actions taken

16. Controlling Function New Trends
New Trends
Empowerment and trust of employees = training employees to monitor and correct themselves
New information technology provides control without strict top-down constraints
Lack of Control Information can lead to Organizational Failure

17. The Process of Management
Planning
Leading
Resources
Controlling
Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence to motivate employees
Select goals and ways to attain them
Assign responsibility for task accomplishment
Monitor activities and make corrections

18. Distinction between Administration and Management
Point of distinction
Administration
Management
Nature
Thinking function (what is to be done and when).
Doing function (who should do it and how).
Scope
Determines broad objectives and policies.
Implements plans and achieves goals through people.
Level
Top level function.
Middle and lower level function.
Skills needed
Conceptual and human skills.
Technical and human skills.
Represents
Owners who invest capital and receive profits.
Paid individuals who work for remuneration.
Usage
Mostly in government, military, educational, social and cultural organisations.
Mostly in business organisations.

19. Nature of management Mgmt. as a science
Mgmt. principles based on observed phenomenon, systematic classification& analysis of data.
Not an exact science—is a social science & deals with behavior of people in organisations.

20. Mgmt. as a art
Application to solution of practical problem is an art
Mgmt. as a profession
Professional manager-mgr. who undertakes mgmt. as a career & not interested in acquiring ownership
Profession has following characteristics
A body of principles, techniques, skills and specialized knowledge

21. Formalized methods of acquiring training &experience
Establishment of a representative organization with professionalization as its goal
Formation of ethical codes for the guidance of conduct
Charging of fees based on services

22. UNIVERSALITY OF MANAGEMENT management is needed
in all types and sizes of organizations
at all organizational levels
in all work areas
management functions must be performed in all organizations
consequently, have vested interest in improving management
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23. UNIVERSAL NEED FOR MANAGEMENT
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24. MANAGEMENT ROLES specific categories of managerial behavior
Interpersonal - involve people and duties that are ceremonial and symbolic in nature
Informational - receiving, collecting, and disseminating information
Decisional - revolve around making choices
emphasis that managers give to the various roles seems to change with their organizational level

25. Ten Manager Roles Category Role Informational Monitor Disseminator
Category
Role
Informational
Monitor
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance handler
Resource allocator
negotiator

26. MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a certain specialized field
Human - ability to work well with other people both individually and in a group
Conceptual - ability to think and to conceptualize about abstract and complex situations
see the organization as a whole
understand the relationships among subunits
visualize how the organization fits into its broader environment
© Prentice Hall, 2002

27. Management Skills

28. Management Types - Horizontal
Functional Managers
Responsible for a department that performs a single functional task and
Has employees with similar training and skills
General Managers
Responsible for several departments that perform different functions

29. Making the Leap From Individual Performer to
Manager

30. Management and the New Workplace
Management and the New Workplace

31. Managing During Turbulent Times
Stay Calm
Be Visible
Put People Before Business
Tell the Truth
Know When to Get Back to Business