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

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Presentation on theme: "MANAGEMENT  Concept & functions  Levels of management  Managerial roles & skills."— 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 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 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 Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managersmanage the first-line managers Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization 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 Managers First-line Managers

5 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 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 8  The attainment of organizational goals in an effective and efficient manner through PODSCORB Managers use a multitude of skills to perform functions

9 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 actionPredetermined course of action defining goals,defining goals, establishing strategies for achieving those goals establishing strategies for achieving those goals developing plans to integrate and coordinate activitiesdeveloping 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 Staffing 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 - 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 16 Controlling Function 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 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 distinctionAdministrationManagement  NatureThinking 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 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 management is needed in all types and sizes of organizationsin all types and sizes of organizations at all organizational levelsat all organizational levels in all work areasin all work areas management functions must be performed in all organizations management functions must be performed in all organizations consequently, have vested interest in improving managementconsequently, have vested interest in improving management © Prentice Hall,

23 UNIVERSAL NEED FOR MANAGEMENT © Prentice Hall,

24   MANAGEMENT ROLES specific categories of managerial behavior specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in natureInterpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminating informationInformational - receiving, collecting, and disseminating information Decisional - revolve around making choicesDecisional - revolve around making choices emphasis that managers give to the various roles seems to change with their organizational level emphasis that managers give to the various roles seems to change with their organizational level

25 25 Ten Manager Roles CategoryRole InformationalMonitor Disseminator Spokesperson InterpersonalFigurehead Leader Liaison DecisionalEntrepreneur Disturbance handler Resource allocator negotiator

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

27 27 Management Skills

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

29 29 Making the Leap From Individual Performer to Manager

30 30 Management and the New Workplace

31 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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