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MANAGEMENT Concept & functions Levels of management

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Presentation on theme: "MANAGEMENT Concept & functions Levels of management"— Presentation transcript:

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 © Prentice Hall, 2002 1-22

© Prentice Hall, 2002 1-23

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

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

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