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The document discusses the definition and functions of management, including planning, organizing, leading, and controlling. It describes management as the process of achieving organizational goals through coordinating human and other resources. The roles of managers are explained as including interpersonal roles like leadership, informational roles like monitoring, and decisional roles such as resource allocation.
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management1-160303092600.pdf
- 1. Management Definition, Nature, Importance AndFunctions of Management Presented By: Prem khati
- 2. 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.
- 3. 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.
- 4. 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.
- 5. 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.
- 6. Management as aprocess with four functions • The four basic management functions: planning, organizing, leading and controlling 1.Planning &Decision making 2.Organizing & Staffing 3.Leading 4.Controlling.
- 7. Importance of Management Achievementof Group Goals Optimum Utilization of Resources Fulfillment of Social Obligations Stability Human Development
- 8. The Four Functionsof Management The Four Functions of Management Planning Planning Select goals Select goals & ways to & ways to attain them attain them Organizing Organizing Assign Assign responsibility responsibility for tasks for tasks Leading Leading Use influence Use influence to motivate to motivate Controlling Controlling Monitor Monitor activities & activities & make make corrections corrections
- 9. 1. Planning Planning isthe 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.
- 10. 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.
- 11. Contd. 4. Delegating authorityto people at different level 5. Defining and fixing responsibility for performance
- 12. 3. Leading It consistsof : 1.Issuing orders and instructions 2.Supervision of Work 3.Motivation i.e. creating willingness to work 4.Communication with employees 5.Leadership or influencing the behavior of employees.
- 13. 4. Controlling It consistsof: 1.Establishing standards for measurement of performance 2.Measuring performance and comparing with standard 3.Finding reasons for variation among different employee’s performance 4.Taking corrective action for attainment of goal
- 15. 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.
- 16. Managers Managers – # Theperson 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
- 17. Manager • Who co-ordinatesand 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.
- 18. Importance of managersin 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.
- 19. 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
- 20. Relative Amount ofTime That Managers Spend on the Four Managerial Functions
- 21. Managerial skill The abilityto 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.
- 22. 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.
- 23. 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.
- 24. Robert L. Katyz’sthree essential skills Skills Needed at Different Management Levels
- 25. Basic types ofManagement Skills 1. 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. 26 What is aRole? 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. 27 The Managerial Roles TheManagerial Roles - Henry Mintzberg
- 28. 28 A. Interpersonal Rolesarise directly from the formal authority the manager has and involve interpersonal relationships. 1. Figurehead role The manager performs ceremonial and symbolic duties by virtue of his position. They include: receiving dignitaries, attending parties, visiting the sick employees, etc. 2. Leadership role This 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 role The manager ensures contacts with other units and outside agencies on behalf of own unit. He works more as a public relations officer.
- 29. 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. Monitor As 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. Disseminator After having acquired information, the manager also passes this information relatively to his subordinates, superiors and colleagues. 6. Spokesman role The 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. 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 role The manager seeks to respond to the changing conditions of environment. He is constantly looking for new ideas and initiating development projects. 8. Disturbance handler He responds to pressures and crisis situations. 9. Resource allocater This 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 dimension 10. Negotiator The 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.
- 31. Category Role ActivityExamples Informational (managing by information) Monitor Seek and acquire work-related information Scan/read trade press, periodicals, reports; attend seminars and training; maintain personal contacts Disseminator Communicate/ disseminate information to others within the organization Send memos and reports; inform staffers and subordinates of decisions Spokesperson Communicate/tra nsmit information to outsiders Pass on memos, reports and informational materials; participate in conferences/meetings and report progress 31
- 32. Interpersonal (managing through people) Figurehead Performsocial 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 representatives of other divisions or organizations. 32
- 33. Decisional (managing through action) Entrepreneur Identifynew 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. 34 • A managerdoes 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.
- 36. Managerial Skills • Skillis 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
- 37. Exercise: Managerial Skills •Whatskills you require to perform the role of a manager? 37
- 38. 38 Managerial Skills Managerial Skills RobertKatz 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.
- 40. 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