Presentation on theme: "MANAGEMENT Concept & functions Levels of management"— Presentation transcript:
1 MANAGEMENTConcept & functionsLevels of managementManagerial roles & skills
2 Managersomeone who works with and through other people by coordinating their work activities in order to accomplish organizational goalsManagerial TitlesFirst-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 managersTop managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization
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.
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 throughPODSCORBManagers use a multitude of skills to perform functions
9 Organizational Performance Organization - social entity that is goal directed and deliberately structuredEffectiveness - degree to which organization achieves a stated goalEfficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of outputPerformance – 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 actiondefining goals,establishing strategies for achieving those goalsdeveloping 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
13 Directing - leading and motivating all involved parties and dealing with employee behavior issues InvolvesCommunicationMotivationLeadership
14 CoordinatingEstablishing such relationships among various parts of the organization that they all together pull in the direction of the organizational objectives.InvolvesClear definition of authority-responsibility relationshipUnity of directionUnity of command
15 Controlling - monitoring activities to ensure that they are going as planned Measurement of performance against predetermined goalsDeviations to be found out & necessary corrective actions taken
16 Controlling Function New Trends New TrendsEmpowerment and trust of employees = training employees to monitor and correct themselvesNew information technology provides control without strict top-down constraintsLack of Control Information can lead to Organizational Failure
17 The Process of Management PlanningLeadingResourcesControllingOrganizingPerformanceHumanFinancialRaw MaterialsTechnologicalInformationAttain goalsProductsServicesEfficiencyEffectivenessUse influence to motivate employeesSelect goals and ways to attain themAssign responsibility for task accomplishmentMonitor activities and make corrections
18 Distinction between Administration and Management Point of distinctionAdministrationManagementNatureThinking function (what is to be done and when).Doing function (who should do it and how).ScopeDetermines broad objectives and policies.Implements plans and achieves goals through people.LevelTop level function.Middle and lower level function.Skills neededConceptual and human skills.Technical and human skills.RepresentsOwners who invest capital and receive profits.Paid individuals who work for remuneration.UsageMostly 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 artApplication to solution of practical problem is an artMgmt. as a professionProfessional manager-mgr. who undertakes mgmt. as a career & not interested in acquiring ownershipProfession has following characteristicsA body of principles, techniques, skills and specialized knowledge
21 Formalized methods of acquiring training &experience Establishment of a representative organization with professionalization as its goalFormation of ethical codes for the guidance of conductCharging of fees based on services
24 MANAGEMENT ROLES specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in natureInformational - receiving, collecting, and disseminating informationDecisional - revolve around making choicesemphasis that managers give to the various roles seems to change with their organizational level
25 Ten Manager Roles Category Role Informational Monitor Disseminator CategoryRoleInformationalMonitorDisseminatorSpokespersonInterpersonalFigureheadLeaderLiaisonDecisionalEntrepreneurDisturbance handlerResource allocatornegotiator
28 Management Types - Horizontal Functional ManagersResponsible for a department that performs a single functional task andHas employees with similar training and skillsGeneral ManagersResponsible 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 CalmBe VisiblePut People Before BusinessTell the TruthKnow When to Get Back to Business