Presentation on theme: "METHODS OF ASSESSMENT Attendance 05 Quizzes, Case Study, etc 15 Seminar & exam 20 Final exam 60 Total 100."— Presentation transcript:
1METHODS OF ASSESSMENTAttendance 05 Quizzes, Case Study, etc 15 Seminar & exam 20 Final exam 60 Total 100
2Reference Books: Essentials of Management Management Harold Koontz & Heinz WeihrichManagementHeinz Weihrich, Mark V Cannice, Harold KoontzBy James Arthur Finch Stoner, Freeman R, Jr Gilbert Daniel R
3By the end of today's session you will understand……… 1) Why learn Management, What is Management? 2)Meaning, definition, objectives and importance of Management 3) Nature of Management 4)Functions of Management 5) Who are managers? 6) Role of Managers, Managerial skills
4Why study this subject?1)To understand the process of business management and its functions, and2) To familiarize the students with current management practices. .3) To understand the importance of ethics in business, and4) To acquire knowledge and capability to develop ethical practices for effective management.
5Introduction to Management Chapter 1Introduction to Management
6Why Study Management? The Value of Studying Management The universality of managementGood management is needed in all organizations.The reality of workEmployees either manage or are managed.Rewards and challenges of being a managerManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.Successful managers receive significant monetary rewards for their efforts.
8Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
9Definition of Management: Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.
10What Is An Organization? An Organization DefinedA deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure
11Managerial Concerns: Efficiency “Doing things right” Effectiveness Getting the most output for the least inputsEffectiveness“Doing the right things”Attaining organizational goals
12Efficiency and Effectiveness in Management ResourceUsageEfficiency (Means)GoalAttainmentEffectiveness (Ends)Low WasteHigh AttainmentManagement Strives For:Low resource waste (high efficiency)High goal attainment (high effectiveness)
13Managers have to cope with diverse and far-reaching challengesTo keep pace with ever-advancing technologyTo find ways to incorporate the Internet and e-business into their strategies and business modelStrive to remain competitive in a dynamic and far reaching world
14Managerial LevelsMiddle Line ManagersTop LineManagersFirst Line ManagersNon – Managerial EmployeesFirst-line managers hold positions like office manager, shift supervisor, or department manager.First-line managers are the only managers who don’t supervise other managers.They are closest to employees and have daily contact with employees.Are at the lowest level of management and manage the work of nonmanagerial employeesMiddle managers hold positions like plant manager, regional manager, or divisional manager.Note how middle managers’ responsibilities are influenced by those of top managers.Note also how their responsibilities are more narrowly focused than of top managers.Manage the work of first-line managersTop managers hold positions like chief executive officer (CEO) or chief operating officer (COO) and are responsible for the overall direction of the organization.Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization
15Levels of Management Top Level Management Middle Level Management The jobs and responsibilities of the four kinds of managers are shown in Exhibit 1.2.First-LineManagement
16Top Managers Responsible for… Creating a context for change Developing attitudes of commitment and ownership in employeesCreating a positive organizational culture through language and actionMonitoring their business environmentsTop managers hold positions like chief executive officer (CEO) or chief operating officer (COO) and are responsible for the overall direction of the organization.
17Middle Managers Responsible for… Setting objectives consistent with top management goals, planning strategiesCoordinating and linking groups, departments, and divisionsMonitoring and managing the performance of subunits and managers who report to themImplementing the changes or strategies generated by top managersMiddle managers hold positions like plant manager, regional manager, or divisional manager.Note how middle managers’ responsibilities are influenced by those of top managers.Note also how their responsibilities are more narrowly focused than of top managers.
18First-Line Managers Responsible for… Managing the performance of entry-level employeesTeaching entry-level employees how to do their jobsMaking schedules and operating plans based on middle management’s intermediate-range plansFirst-line managers hold positions like office manager, shift supervisor, or department manager.First-line managers are the only managers who don’t supervise other managers.They are closest to employees and have daily contact with employees.
20Types of Managers Marketing Operations/production Finance/accounting General ManagersSupervise the activities of several departments.Functional ManagersSupervise the activities of related tasks.Common functional areas:MarketingOperations/productionFinance/accountingHuman resources/personnel managementProject ManagersCoordinate employees across several functional departments to accomplish a specific task.
21What Do Managers Do? Functional Approach Planning Organizing Leading Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.OrganizingArranging and structuring work to accomplish organizational goals.LeadingWorking with and through people to accomplish goals.ControllingMonitoring, comparing, and correcting work.
22Planning Organizing Controlling Leading ResourcesHumanFinancialRaw MaterialsTechnologicalInformationPlanningSelect goals and ways to attain themOrganizingAssign responsibility for task accomplishmentPerformanceAttain goalsProductsServicesEfficiencyEffectivenessControllingMonitor activities & make correctionsLeadingUse influence to motivate employees
24What Do Managers Do? (cont’d) Skills ApproachTechnical skillsKnowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organization
25Skills @ Different Management Levels Conceptual Skills:Using information to solve business problemsIdentifying of opportunities for innovationRecognizing problem areas and implementing solutionsSelecting critical information from masses of dataUnderstanding of business uses of technologyUnderstanding of organization’s business model
26Managerial Roles Approach (Mintzberg) Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.
27What Companies Look for in Managers TechnicalInterpersonalConceptualDiagnosticCommunicationDecision-MakingTime-Management17
28New Workplace Issues and Challenges Technology and SpeedNetworking and Boundaryless RelationshipsGlobalization and DiversityKnowledge, Learning, Quality, and Continuous ImprovementEthics and Social ResponsibilityParticipative Management, Empowerment, and TeamsKnowledge ManagementChange, Creativity, Innovation, and Entrepreneurship
302. Authority & Responsibility 7. Discipline5. Equity4. Unity of Direction3. Unity of Command1. Division of Labor6. OrderWork of all kinds must be divided & subdivided and allotted to various persons according to their expertise in a particular area.
3112. Sub-Ordination of Individual Interest to common goal 10. Stability of Tenure11. Scalar Chain13. Espirit De’ Corps8. Initiative9. Remuneration12. Sub-Ordination of Individual Interest to common goal14. CentralizationInitiative means eagerness to initiate actions without being asked to do so.Management should provide opportunity to its employees to suggest ideas, experiences& new method of work.