Management

Definition, Nature, Importance And Functions

of Management Presented By:

Prem khati

Concept of management

• In simple the process of collecting the dfferent types of resources, coordinating them and implementing them in the proper way to achieve the predetermined goals of the organization is known as management.

• It can be describe Manage+men+t which means managing the men tactfully to achieve the goals.

Concept of Management

• Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources.

• Organizational resources include men(human beings), money, machines and materials.

Concept of Management

“ Management is the art of getting things done through and with the people in formally organized groups.”

_ Koontz H. Management is the process of Planning,

Organizing, Staffing, Directing and Controlling to accomplish organizational objectives through the coordinated use of human and material resources.

Features of Management• Management is a distinct process.• Management is an organized activity• Management aims at the accomplishment of

predetermined objectives. • Management is both a science and an art. • Management is a group activity• Management principles are universal in nature• Management integrates human and other

resources.

Management as a process with four functions

• The four basic management functions: planning, organizing, leading and controlling

1.Planning &Decision making2.Organizing & Staffing3.Leading4.Controlling.

Importance of ManagementAchievement of Group GoalsOptimum Utilization of ResourcesFulfillment of Social ObligationsStabilityHuman Development

The Four Functions of ManagementThe Four Functions of Management

PlanningPlanning Select goals Select goals & ways to & ways to

attain themattain them OrganizingOrganizing Assign Assign

responsibility responsibility for tasksfor tasks

LeadingLeading

Use influence Use influence to motivateto motivate

ControllingControlling

Monitor Monitor activities & activities &

make make correctionscorrections

1. Planning

Planning is the most basic or primary function of management. It is basically deciding in advance, what is to be done; when is to be done and by whom it is to be done.

2. Organizing

After planning, next step is organizing. The process of organizing consists of following steps:

1.Determining and defining activities to achieve goal.

2.Grouping of activities into convenient and logical group.

3.Assigning duties to people at various levels.

Contd.

4. Delegating authority to people at different level

5. Defining and fixing responsibility for performance

3. Leading

It consists of :1.Issuing orders and instructions2.Supervision of Work3.Motivation i.e. creating willingness to work4.Communication with employees5.Leadership or influencing the behavior of

employees.

4. Controlling

It consists of:1.Establishing standards for measurement of

performance2.Measuring performance and comparing with

standard3.Finding reasons for variation among different

employee’s performance4.Taking corrective action for attainment of

goal

Concept Of Manager

• The person who performs the activities of management is known as manager.

• Managers are the main or head person of the organization.

• They manage all the resources for the organization, co-ordinate them and implement them in the effective way to achieve the goals.

Managers

Managers – # The person who takes the responsibility of management

of the organization# The people responsible for supervising the use of an

organization’s resources to meet its goals

Manager

• Who co-ordinates and oversees the work of other people so that organizational goals can be accomplished.

• No two managers job are exactly alike .• All managers perform certain functions,

enact certain roles and display a set of skills in their job.

Importance of managers in organization

• Manager plays very significant role in planning and making decisions of the organization.

• Control and monitor the employees.• Facilitate the work of the employees.• Responsible for the allocation of the resources available.• Managers also set the short term goals of the company and

they also facilitate the top executive committee in making long term decisions about the company.

• For ensuring that employee are moving in the right directions for attaining goals, managers keep checking their work.

TYPES OF MANAGERS

• FIRST-LINE MANAGERS- often called supervisors stand at the base of the managerial hierarchy

• MIDDLE MANAGERS- heads of various departments and organize human and other resources to achieve organizational goals

• TOP MANAGERS- set organizational goals, strategies to implement them and make decisions

Relative Amount of Time That Managers Spend on the Four Managerial Functions

Managerial skillThe ability to make business decision and lead

subordinate within a company. Three most common skill include:1)Conceptual-the ability to understand concept, develop idea

and implement strategy. Competencies include communication ability, response behaviour, negotiation tactics.

2) Human skills - the ability to interact and motivate; 3) Technical - the knowledge and proficiency in the trade.

Managerial skills

Conceptual skills• The ability to see the organization as a whole and the

relationships among its parts.• Involves knowing where one’s department fits into

the total organization and how the organization fits into the industry, community and the broader business and social environment.• The ability to think strategically-to take the broad,

long-term view.

Managerial skills

Human skills• The ability to work well with other people• The ability to motivate, facilitate, coordinate, lead,

communicate and resolve conflicts.

Technical skills• Knowledge and proficiency in a specific field• Includes mastery of the methods, techniques and

equipment involved in specific functions such as engineering, manufacturing or finance.

Robert L. Katyz’s three essential skills

Skills Needed at Different Management Levels

Basic types of Management Skills1. Technical Skill – ability to use tools, procedures &

techniques in a specialized area.2. Human Skill – ability to work with, understand &

motivate people as individual or groups.3. Conceptual Skill – mental ability to coordinate &

integrate all of an organization’s activities, especially in the long-term decisions affecting the organization. It is needed to see the organization as a whole & recognize how the various factors in a situation are interrelated so actions taken are in the best interests if the organization.

26

What is a Role?What is a Role?A role is a set of responsibilities organised (or a pattern of behaviours used) to produce specific outputs related to a specific function/ position.

27

The Managerial RolesThe Managerial Roles- Henry Mintzberg

28

A. Interpersonal Roles arise directly from the formal authority the manager has and involve interpersonal relationships.1. Figurehead roleThe manager performs ceremonial and symbolic duties by virtue of his position. They include: receiving dignitaries, attending parties, visiting the sick employees, etc.2. Leadership roleThis role is particularly performed by heads of units or departments. As heads managers are responsible for the work of people in that unit. As a leader he gives directions, appraises performance, correct mistakes, disciplines staff, motivates subordinates, determines rewards and punishments, etc.3. Liaison roleThe manager ensures contacts with other units and outside agencies on behalf of own unit. He works more as a public relations officer.

29

B. Informational Roles. Due to his status and contacts the manager gets to know a lot of information which may not be available to his subordinates. This information he uses in a variety of ways for the effective functioning of his unit.4. MonitorAs a monitor of information, the manager scans his environment for information. As a monitor of information he is continuously keeping his ears open for all sources. Typically, this is done by reading papers and talking with others.5. DisseminatorAfter having acquired information, the manager also passes this information relatively to his subordinates, superiors and colleagues.6. Spokesman roleThe manager represents his unit and its problems in different forums. As a spokesman, the manager presents the problem of his unit to others, and presents information to others who control his unit and so on.

30

C. Decisional Roles. By virtue of the position and authority vested in him, a manager is continuously making decisions dealing with the unit's strategy, allocation of resources, solving problems, etc.7. Entrepreneurial roleThe manager seeks to respond to the changing conditions of environment. He is constantly looking for new ideas and initiating development projects.8. Disturbance handlerHe responds to pressures and crisis situations.9. Resource allocaterThis role involves the allocation of resources: human, physical, financial and other forms of resources to get things done. Allocation of his own time and powers are important dimension10. NegotiatorThe manager is carrying on negotiations with external as well as internal agents. The negotiator role is very important as the manager's capability to negotiate determines the unit's performance.

Category Role Activity Examples

Informational(managing by information)

Monitor Seek and acquire work-related information

Scan/read trade press, periodicals, reports; attend seminars andtraining; maintain personal contacts

Disseminator Communicate/ disseminate information to others within the organization

Send memos and reports; inform staffers and subordinates of decisions

Spokesperson Communicate/transmit information to outsiders

Pass on memos, reports and informational materials; participate inconferences/meetings and report progress 31

Interpersonal(managing through people)

Figurehead Perform social and legal duties, act as symbolic leader

Greet visitors, sign legal documents, attend ribbon cutting ceremonies,host receptions, etc.

  Leader Direct and motivate subordinates, select and train employees

Includes almost all interactions with subordinates

  Liaison Establish and maintain contacts within and outside the organization

Business correspondence, participation in meetings with representativesof other divisions or organizations. 

32

Decisional(managing through action)

Entrepreneur Identify new ideas and initiate improvement projects

Implement innovations; Plan for the future

 Disturbance Handler

Deals with disputes or problems and takes corrective action

Settle conflicts between subordinates; Choose strategic alternatives; Overcome crisis situations

Resource Allocator

Decide where to apply resources

Draft and approve of plans, schedules, budgets; Set priorities

Negotiator Defends business interests

Participates in and directs negotiations within team, department, and organization 33

34

• A manager does not perform each of these roles in isolation. In fact all these roles are linked and in reality it may become difficult to separate them. Some managers may be performing more of one set of roles than others. Most managers irrespective of their levels and nature perform, to a little degree at least, all these roles.

• In the real world, these roles overlap and a manager must learn to balance them in order to manage effectively. While a manager’s work can be analyzed by these individual roles, in practice they are intermixed and interdependent.

Managerial Skills• Skill is the knowledge and ability that

enables one to do a job very well. • Managers need to develop different skills

in order to perform their duties effectively. There are some basic skills, which all managers should possess.

36

Exercise: Managerial Skills

•What skills you require to perform the role of a manager?

37

38

Managerial SkillsManagerial SkillsRobert Katz identified three types of skills to make a manager effective: technical, human and conceptual.1. Technical skills involve an understanding of, and proficiency in a specific kind of activity particularly one involving methods, processes, procedures and techniques.2. Human skills reflect the ability of a manager to work effectively as a team member and build cooperative effort within the team he heads. Human skills deal with working with people. 3. Conceptual skills involve the ability to see the enterprise as a whole. It includes recognising how the various functions of an organisation depend on one another and how changes in one part affect all the other parts and it extends to visualising the relationship of the individual business to the organisation, the community and the political, social and economic forces of the nation as a whole.

39

Management SkillsManagement Skills

40%

30%

10%

50%

45%

40%

10%

25%

50%

- Robert Katz

Managerial Skills• Communication• Leadership• Listening• Delegation• Critical Thinking• Trustworthy• Decision Making

• Time Management• Managing Discipline• Motivation• Managing conflict • Managing meeting• Managing diversity• Maintaining integrity

40