Presentation on theme: "Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY REALITIES, Only certainty today is change (challenging."— Presentation transcript:
Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY REALITIES, Only certainty today is change (challenging goals motivate people to strive for improvement) Speed, teamwork & flexibility Need to stay close to the customer Continuous improvement and lifelong learning
Every manager, regardless of level or scope of responsibility, is either part of the solution or part of the problem.
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
Point of DistinctionTop Level Management Middle Level Management Lower Level Management Action focusA small group of policy makers deciding the fate of an organisation. Act as a connecting link between top and lower level people and manage activities of other managers. These managers are in direct contact with employees. RepresentationChief Executive Officer, President, Chairman, Managing Director, etc. Functional Heads (Marketing Manager, HR manager, etc.) and immediate subordinates. Section Head, Supervisor, First-Line manager, etc. Nature of workThey generally spend most of their time with peers, outsiders and to a lesser extent, subordinates. A top manager’s schedule is typically hectic. Middle managers, compared to supervisors, are far less physically active and far more involved in paper work and meetings. Their job is less hectic, more reflective and more frustrating. Generally physically active, experience frequent interruption, often shift back and forth between tasks and spend most of their time with subordinates and peers caring for monetary problems.
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.
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
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
Directing - leading and motivating all involved parties and dealing with employee behavior issues Involves Communication Motivation Leadership
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
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
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