SHREE SA’D VIDYA MANDAL

INSTITUTE OF TECHNOLOGY

DEPARTMENT OF CIVIL

ENGINEERING

Subject:-Engineering Economics

And Management

Topic:-Introduction to management

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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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.