unit 1 management process
DESCRIPTION
1ContentsAfter this session you will be able to understand: IntroductionLearning Objectives Management functions Management roles and skills Effective vs. successful managerial activities Summary2Introduction Organizational behavior is a field of study thatinvestigates the impact that individuals, groups and structure have on behavior within an organization, then applies that knowledge to makTRANSCRIPT
1SMU Learning Centre, Alwar
LC Code 03034
ContentsAfter this session you will be able to understand:IntroductionLearning ObjectivesManagement functionsManagement roles and skillsEffective vs. successful managerial activitiesSummary
2SMU Learning Centre, Alwar
LC Code 03034
IntroductionOrganizational behavior is a field of study that
investigates the impact that individuals, groups and structure have on behavior within an organization, then applies that knowledge to make organizations work more effectively.
-----(Robbins, 2003)
3SMU Learning Centre, Alwar
LC Code 03034
• Organizational Behavior is defined as “the understanding, prediction and management of human behavior in organizations”.
------Fred Luthans
• Organizational Behavior is defined as the systematic study and application of human aspects in management of an organization.
4SMU Learning Centre, Alwar
LC Code 03034
Changes in Organizational SetupEnd of traditional hierarchical structureWorkforce has different expectations from
organizations.Advancement of information TechnologyImportance of empowerment and teamwork
has increased.Employees have become more concerned for
work-life balance.
5SMU Learning Centre, Alwar
LC Code 03034
Focus of a ManagerTask performance – It is the quality and
quantity of the work produced.
Job satisfaction – It is people’s feelings about their work and work setting.
6SMU Learning Centre, Alwar
LC Code 03034
Learning ObjectivesManagement
functionsPlanningOrganizingCommandingCoordinatingControlling
Managerial rolesInformational
rolesDecisional rolesInterpersonal
rolesManagement skills
Technical skillsHuman skillConceptual skill
7SMU Learning Centre, Alwar
LC Code 03034
Management Functions• Management is the art of getting things done
through people. ----(Follett, 1933)• Fayol, in 1949, classified management
functions as follows– Planning– Organizing – Commanding– Coordinating– Controlling
8SMU Learning Centre, Alwar
LC Code 03034
Recently, management functions have been grouped into four categories, namely, Planning Organizing Leading Controlling
9SMU Learning Centre, Alwar
LC Code 03034
1) Planning
Planning is the process of setting goals, making strategy for achieving these goals, and developing plans to manage activities.
Planning should be linked to strategic goal of an organization.
So, planning is strategic in nature and hence it is called strategic planning.
10SMU Learning Centre, Alwar
LC Code 03034
Strategic PlanningIt is the process of developing and analyzing
the organization’s missions, goals, general strategies and allocating resources.
Top level managers engage chiefly in strategic planning.
It is a long term planning.
11SMU Learning Centre, Alwar
LC Code 03034
Steps in Strategic Planning Process
Define the mission
Conduct a situational or SWOT analysis
Set goals and objectives
Develop related strategies (tactical and
operational)
Monitor the plan
12SMU Learning Centre, Alwar
LC Code 03034
SWOT Analysis SWOT analysis is the analysis of an
organization’s strengths, weaknesses, opportunities and threats.
Strengths and weaknesses are internal factors whereas opportunities and threats are external factors.
It is most important for creating any strategic plan.
It is used as a baseline for future improvement, as well as gap analysis.
13SMU Learning Centre, Alwar
LC Code 03034
SWOT ANALYSIS
14SMU Learning Centre, Alwar
LC Code 03034
15SMU Learning Centre, Alwar
LC Code 03034
Important questions for assessing the strengths of the organization
What makes the organization distinctive?
How efficient is our manufacturing?
What is our market share?
Do we have a superior reputation?
What financing is available?
How skilled is our workforce?
16SMU Learning Centre, Alwar
LC Code 03034
Important questions for assessing the weaknesses of the organizationWhat are the vulnerable areas of the organization
that could be exploited?
Are the facilities outdated?
Is research and development adequate?
Are the technologies obsolete?
17SMU Learning Centre, Alwar
LC Code 03034
Important questions for assessing the opportunities of the organizationIn which areas is the competition not meeting
customer needs?
What are the possible new markets?
What is the strength of the company?
Are our rivals weak?
What are the emerging technologies?
18SMU Learning Centre, Alwar
LC Code 03034
Important questions for assessing the threats of the organizationAre there new competitors?
Is there a shortage of resourses?
Are market tastes changing?
What are the new regulations?
What substitute products exist?
19SMU Learning Centre, Alwar
LC Code 03034
2) Organizing It is the process of designing, structuring,
and coordinating work to achieve organizational goals.
It determines-------What to do?Who will do?Who should report to whom?Where decisions will be made?
20SMU Learning Centre, Alwar
LC Code 03034
Steps in Organizing Process
Review plans
List all tasks
Divide tasks into groups
Group related jobs together
Assign work to individuals
Delegate authority
21SMU Learning Centre, Alwar
LC Code 03034
3) LeadingLeadership is the influence of one person on
another.
An organization’s success depends on the leadership quality of its supervisors.
22SMU Learning Centre, Alwar
LC Code 03034
Functions of Leading• Team building – Building teams of employees to
help knowledge based and innovative decision making.
• Consensus building – It means working together with others to achieve a common goal.
• Selecting – An organization gains competitive advantage by selecting competent and well performing employees.
• Training – It is the orientation program of an employee to introduce him to his job. Training improves an employee’s knowledge, skills and attitudes to perform his job.
23SMU Learning Centre, Alwar
LC Code 03034
4.controllingIt is the process of monitoring the employees’
behavior and take actions to improve them. Employee activities are monitored and corrective action is taken.
24SMU Learning Centre, Alwar
LC Code 03034
Steps in the control process
Establish performance standards
Measure actual performance
Compare measured performance against
established standards
Take corrective action
25SMU Learning Centre, Alwar
LC Code 03034
Types of Control• Feed forward controls – These controls aim to
prevent problems that may occur in future. Example: maintenance on automobiles and machinery.
• Concurrent controls – These controls apply to processes as they happen. Example: direct supervision, automated systems and quality programs.
• Feedback controls – these controls focus on the results of operations. They help in future planning, inputs and process designs. Example: weekly, monthly, quarterly or annual reports so that immediate adjustment can be made.
26SMU Learning Centre, Alwar
LC Code 03034
Management Roles and SkillsManagerial rolesMintzberg (1973) has classified managerial
roles as follows:Informational roles – In this role, managers
collect and spread information.Decisional roles – In this role, managers take
decisions.Interpersonal roles – In this role, managers
perform activities with people working in the organization.
27SMU Learning Centre, Alwar
LC Code 03034
Management Roles
28SMU Learning Centre, Alwar
LC Code 03034
Management skillsAccording to Katz (1974), there are three
management skills:Technical – It is the application of specialized
knowledge or expertise to perform a job.Human – It is the ability to work with people,
understand them and motivate them.Conceptual – It is the ability to analyze a
situation and find a realistic solution to the problem.
29SMU Learning Centre, Alwar
LC Code 03034
Management Skills
Technical skills
Human skills
Conceptual skills
30SMU Learning Centre, Alwar
LC Code 03034
Effective Vs. Successful Managerial Activities
According to Luthans(1988),all managers engage in four managerial activities-
1.Traditional management- this activity consists of planning, decision making and controlling.Average manager spent 32% of his/her time on this activity.Successful manager & effective managers spent 13% on this activity.
2.Communication- this activity consists of exchanging daily information and processing paperwork.Average manager spent 29% of his/her time on this activity.Successful manager spends 28% of his/her time on this activity.Effective managers spend 44% of his/her time on this activity.
31SMU Learning Centre, Alwar
LC Code 03034
Contd.3. Human resource management- this activity consists of
motivating, disciplining, managing conflict,staffing and training.Average manager spent 20% of his/her time on this activity.
Successful managers spends 11% of his/her time on this activity.Effective managers spends 26% of his/her time on this activity.4. Networking- it involves socializing, politicking, and interacting
with outsiders.Average manager spent 19% of his/her time on this activity.Successful manager spends 48% of his/her time on this activity.Effective managers spend 11% of his/her time on this activity.
32SMU Learning Centre, Alwar
LC Code 03034
33SMU Learning Centre, Alwar
LC Code 03034