introduction to management
Post on 15-Jul-2015
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Presented by:-
Name
Arvindsai Nair
Dhaval Chavda
Dharmendra Yadav
Saptak Raval
Enrollment no.
130454106002
130454106001
140453106001
140453106015
Management is the process of
achieving goals and objectives
effectively and efficiently through
and with the people.
Management Defined
• Management is a process ofdesigning and maintaining anenvironment in which individualswork together in groups toeffectively and efficientlyaccomplish selected aims.
Management is the process of
achieving organizational goals
and objectives effectively and
efficiently by using
management functions i.e.
Planning, Organizing, Staffing,
Controlling
•. Management is a set ofactivities directed at anorganization's resources withthe aim of achievingorganizational goals in anefficient and effective manner
Functions of management
PlanningPlanning is the process of setting goals, and charting the best way of action for
achieving the goals. This function also includes, considering the various steps to
be taken to encourage the necessary levels of change and innovation.
OrganizingOrganizing is the process of allocating and arranging work, authority and
resources, to the members of the organization so that they can successfully
execute the plans.
Staffing
A: Staffing is the process of filling the positions in the organization and keeping
them filled.
B: Staffing is the process of recruiting and selecting the right person for the right
job at the right time in the right place.
Leading
Leading involves directing, influencing and motivating employees to perform
essential tasks. This function involves display of leadership qualities, different
leadership styles, different influencing powers, with excellent abilities of
communication and motivation.
Controlling
Controlling is the process of devising various checks to ensure that planned
performance is actually achieved. It involves ensuring that actual activities
conform to the planned activities. Monitoring the financial statements, checking
the cash registers to avoid overdraft etc., form part of this process.
Levels of management1. Top Level: Top management sets the mission and goals,
develops policies, evaluates the overall performance of
various departments, responsible for the business as a
whole and is concerned mainly with long-term planning
2. Middle Level: Middle level management develops
departmental goals, executes the policies, plans and
strategies determined by top management , develops
medium- term plans and supervises and coordinate
lower-level managers’ activities
3. Lower Level: Lower level management takes charge of
day-to-day operations, is involved in preparing detailed
short-range plans, is responsible for smaller segments of
the business, executes plans of middle management ,
guides staff in their own subsections and keep close
First-Line Management
Foreman, Supervisors, Office Managers
Middle Management
Plant Managers, Division Managers,
Department Managers
Top
Management
President, CEO,
Executive
Vice Presidents
Levels of management
Non- Managerial Employees
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Middle
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First-Line
Managers
Least
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Most
Important
Importance of management functions to managers in
each level
Manager
A manager is someone whose primary responsibility is to carry out the management process within an organization to achieve the organizational goals.
A manager is a person whose job it is to oversee one or more employees, divisions, or volunteers to ensure that they carry out certain duties or meet specific group goals.
•Henry Mintzberg in his book ‘The Nature of Managerial
work" published in 1973. highlighted the role of
managers in an organization.
•He classified three major managerial roles each with
sub organization. classification of ten roles.
Roles of Manager
Interpersonal
• Figurehead
• Leader
• Liaison
Informational
• Monitor
• Disseminator
• Spokesperson
Decisional
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Managerial Roles
1. Interpersonal Role
1. Figurehead:
Represents the company on social occasions. Attendingthe flag hosting ceremony, receiving visitors or taking visitors fordinner etc.
2. Leader:
In the role of a leader, the manager motivates,encourages, and builds enthusiasm among the employees.Training subordinates to work under pressure, forms part of theresponsibilities of a manager.
3. Liaison:
Consists of relating to others outside the group ororganization. Serves as a link between people, groups ororganization. The negotiation of prices with the suppliersregarding raw materials is an example for the role of liaison.
2. Decisional Role
1. Entrepreneur:Act as an initiator and designer and encourage changes
and innovation, identify new ideas, delegate idea andresponsibility to others.
2. Disturbance handler:Take corrective action during disputes or crises; resolves
conflicts among subordinates; adapt to environmental crisis.
3. Resource allocator:Decides distribution of resources among various
individuals and groups in the organization.
4. Negotiator:Negotiates with subordinates, groups or organizations-
both internal and external. Represents department duringnegotiation of union contracts, sales, purchases, budgets;represent departmental interests
3. Informational role
1. Monitor:
Emerges as nerve center of internal and externalinformation about Information.
2. Disseminator:
Transmits information received from other employees
to members of the organization.
3. Spokesperson:
Transmits information to the people who are externalto the organization, i.e., government, media etc. For instance, amanager addresses a press conference announcing a newproduct launch or other major deal.
Managerial skills
A skill is incident to an individual. Some
of the skills are innate (or natural) while
still some are acquired through training.
The managerial skill is required to be
developed through training which
enables a manager to perform the
managerial roles efficiently and
effectively.
Such managerial skill enhances the
competence of a manager as it enables
him to translate his knowledge for the
success.
For an efficient and effective managerial
performance a manager should generally possess
following three types of the skills:
1. Conceptual skill
2. Technical skill
3. Human skill
1. Conceptual skill
A manager is supposed to be a strategist ratherthan a person with a short sighted and selfishconsiderations.
The mental capacity to develop plans, strategiesand vision
Though his position is at middle or lower level, hehas to put himself as a person sitting at corporatelevel.
Such philosophy encourages co-ordinations andco- operation among organizational members. Italso indicates a concern for the company and thepeople.
2. Technical skill
Technical skills refer to the ability of to carry out aspecific a person activity.
In order to do so, one needs to have knowledge ofmethods, processes and procedures. Engineers,specialists, accountants computer and employeesin manufacturing, departments all have thenecessary technical skills for their specializedfields.
Technical skills are essential for first-levelmanagers.
The technical skill development is a continuousprocess.
3. Human skill
Human skill gives touch to the human aspect of
human handling.
As compared to the non-human resources like
machines and materials. human resources are
living and emotional resources.
As managers are getting the things done through
other people, the human skill is a key variable in
the organizational success.
Every manager should follow the employee centred
rather than production centred management.
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