01 what is management

8/8/2019 01 What is Management.

1/25

11

PRINCIPLES

OFMANAGEMENT

Presented by:

Aniruddh Sharma


2/25

Topics of DiscussionTopics of Discussion

1. What is Management?1. What is Management? 2. Who are managers?2. Who are managers?

3.Features of Management3.Features of Management

4.Why, Where and When Management?4.Why, Where and When Management?

5. Managerial levels / Classifying managers5. Managerial levels / Classifying managers

6.Managerial concerns6.Managerial concerns

7. Management Functions7. Management Functions

8. Managerial Roles8. Managerial Roles

9.Managerial Skills9.Managerial Skills

12


3/25

MANAGEMENT: Meaning & DefinitionsMANAGEMENT: Meaning & Definitions

Management is the art of getting things done through and with anManagement is the art of getting things done through and with aninformallyinformally organisedorganised groupsgroups -- Harold KoontzHarold Koontz

Management is a distinct process consisting of planning, Management is a distinct process consisting of planning,

organisingorganising, leading and controlling performed to determine &, leading and controlling performed to determine &

accomplish the objectives by the use of people and resources.accomplish the objectives by the use of people and resources.

-- George R. TerryGeorge R. Terry

To manage is to forecast and plan, to To manage is to forecast and plan, to organiseorganise, to compound, to, to compound, to

coordinate and to control.coordinate and to control. -- HenryHenry FayolFayol

Management is the art of knowing what you want to do and thenManagement is the art of knowing what you want to do and then

seeing that it is done in the best and cheapest way.seeing that it is done in the best and cheapest way. F.W.TaylorF.W.Taylor

13


4/25

Working with human, financial and physicalresources to achieve organisational objectives

by performing the planning, organising, leading

and controlling functions.

- Megginson and Mosley

A set of activities directed at the efficient and

effective utilisation of resources in the pursuit of

one or more goals. - Van Fleet, Peterson


5/25

Who Are Managers?Who Are Managers?

ManagerManagerSomeone who coordinates and oversees the work ofSomeone who coordinates and oversees the work of

other people so that organizational goals can beother people so that organizational goals can be

accomplished.accomplished.(Advertised a vacancy)(Advertised a vacancy)

Who is the best manager in the world?Who is the best manager in the world?

Indian ManagementIndian Management

Mumbai DabbawalasMumbai Dabbawalas


6/25

FEATURES OF MANAGEMENTFEATURES OF MANAGEMENT

1.Art as well as Science1.Art as well as Science 2.Management is a continuous process2.Management is a continuous process

3.Aims at maximising profit3.Aims at maximising profit

4.It is a purposeful activity4.It is a purposeful activity

5.Management is getting things done5.Management is getting things done

6. Decision making activity6. Decision making activity

7.Universal Application7.Universal Application

2007 Prentice Hall, Inc. All rights reserved. 16


7/25

Exhibit :Exhibit : Universal Need for ManagementUniversal Need for Management


8/25

Why Study Management?Why Study Management?

Rudyard Kipling: I always keep six honestRudyard Kipling: I always keep six honestserving men with meserving men with me

The Value of Studying ManagementThe Value of Studying Management

The universality of managementThe universality of management

Good management is needed in all organizations.Good management is needed in all organizations.

Management is needed to allocate resources to the mostManagement is needed to allocate resources to the mostprofitable channels and ensure its rational use.profitable channels and ensure its rational use.

Management is needed to guide and direct people.Management is needed to guide and direct people. Management is needed to see that there is a properManagement is needed to see that there is a proper

communication in the organisation and people are motivatedcommunication in the organisation and people are motivatedto give their best to the organisation.to give their best to the organisation.


9/25

Where Management?Where Management?

Where two or more people work together toWhere two or more people work together toattain some objectives, management is required.attain some objectives, management is required.

Larger the number of people employed, moreLarger the number of people employed, more

complex will be the problems of management.complex will be the problems of management.

When Management?When Management?

It is a continuous process in organization. It isIt is a continuous process in organization. It is

not possible to hire managers when there is anot possible to hire managers when there is a

crisis or problem & fire them after the same iscrisis or problem & fire them after the same is

over.over.

19


10/25

Classifying ManagersClassifying Managers

FirstFirst--line Managersline Managers Individuals who manage the work of nonIndividuals who manage the work of non--managerialmanagerial

employees.employees.

Middle ManagersMiddle Managers

Individuals who manage the work of firstIndividuals who manage the work of first--linelinemanagers.managers.

Top ManagersTop Managers

Individuals who are responsible for makingIndividuals who are responsible for making

organizationorganization--wide decisions and establishing planswide decisions and establishing plansand goals that affect the entire organization.and goals that affect the entire organization.


11/25

Exhibit 1Exhibit 1 Managerial LevelsManagerial Levels


12/25

Managerial ConcernsManagerial Concerns

EfficiencyEfficiency

Doing things rightDoing things right

Getting the most outputGetting the most outputfor the least inputsfor the least inputs

EffectivenessEffectiveness

Doing the right thingsDoing the right things

Attaining organizationalAttaining organizational

goalsgoals


13/25

ExhibitExhibit --22 Effectiveness and Efficiency in ManagementEffectiveness and Efficiency in Management


14/25

Functions of ManagementFunctions of Management

PlanningPlanning

Defining goals, establishing strategies to achieve goals, developingDefining goals, establishing strategies to achieve goals, developing

plans and procedures to integrate and coordinate activities.plans and procedures to integrate and coordinate activities.

OrganizingOrganizing

Arranging and structuring work to accomplish organizational goals.Arranging and structuring work to accomplish organizational goals.

Identifications of activities & dividing activities into groupsIdentifications of activities & dividing activities into groups

Allocating activities to different departments and assigning dutiesAllocating activities to different departments and assigning duties

Delegation of authority and fixing responsibilityDelegation of authority and fixing responsibility

DirectingDirecting

Working with and through people to accomplish goals.Working with and through people to accomplish goals.

It includes communication, Motivation and LeadershipIt includes communication, Motivation and Leadership


15/25

ControllingControlling

Monitoring, comparing, and correctingMonitoring, comparing, and correcting work.Stepswork.Steps taken to ensuretaken to ensure

that the activities of the people conform to the plans and objectivesthat the activities of the people conform to the plans and objectives

of theof the organorganisationisation

Staffing:Staffing:

Providing theProviding the organisationorganisation with adequate , competent and qualifiedwith adequate , competent and qualified

personnel at all levels in thepersonnel at all levels in the organisationorganisation..

2007 Prentice Hall, Inc. All rights reserved.


16/25

ExhibitExhibit --33 Management FunctionsManagement Functions


17/25

MintzbergMintzberg Managerial RolesManagerial Roles

Interpersonal rolesInterpersonal roles

Figurehead, leader, liaisonFigurehead, leader, liaison

Informational rolesInformational roles

Monitor, disseminator,Monitor, disseminator,

spokespersonspokesperson

Decisional rolesDecisional roles Disturbance handler, resourceDisturbance handler, resource

allocator, negotiatorallocator, negotiator


18/25

What Managers Actually Do (Mintzberg)What Managers Actually Do (Mintzberg)

InteractionInteractionwith otherswith others

with the organizationwith the organization

with the external contextwith the external context

of the organizationof the organization ReflectionReflection

thoughtful thinkingthoughtful thinking

ActionAction

practical doingpractical doing


19/25

MANAGERIAL SKILLSMANAGERIAL SKILLS

Technical skillsTechnical skills

Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field

Human skillsHuman skills The ability to work well with other peopleThe ability to work well with other people

Conceptual skillsConceptual skills

The ability to think and conceptualize about abstract andThe ability to think and conceptualize about abstract and

complex situations concerning the organizationcomplex situations concerning the organization


20/25

Exhibit 1Exhibit 155 Skills Needed at Different Management LevelsSkills Needed at Different Management Levels


21/25

.

Exhibit 1Exhibit 166 Conceptual SkillsConceptual Skills

Using information to solve business problemsUsing information to solve business problems Identifying of opportunities for innovationIdentifying of opportunities for innovation

Recognizing problem areas and implementingRecognizing problem areas and implementing

solutionssolutions

Selecting critical information from masses ofSelecting critical information from masses of

datadata

Understanding of business uses of technologyUnderstanding of business uses of technology

Understanding of organizations business modelUnderstanding of organizations business model


22/25

.

Exhibit 1Exhibit 166 Communication SkillsCommunication Skills

Ability to transform ideas into words and actionsAbility to transform ideas into words and actions Credibility among colleagues, peers, andCredibility among colleagues, peers, and

subordinatessubordinates

Listening and asking questionsListening and asking questions Presentation skills; spoken formatPresentation skills; spoken format

Presentation skills; written and/or graphicPresentation skills; written and/or graphic

formatsformats


23/25

Exhibit 1Exhibit 166 Effectiveness SkillsEffectiveness Skills

Contributing to corporate mission/departmentalContributing to corporate mission/departmentalobjectivesobjectives

Customer focusCustomer focus

Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel

Negotiating skillsNegotiating skills

Project managementProject management

Reviewing operations and implementingReviewing operations and implementingimprovementsimprovements


24/25

Exhibit 1Exhibit 166 Effectiveness Skills (contd)Effectiveness Skills (contd)

Setting and maintaining performance standardsSetting and maintaining performance standardsinternally and externallyinternally and externally

Setting priorities for attention and activitySetting priorities for attention and activity

Time managementTime management


25/25

Exhibit 1Exhibit 166 Interpersonal Skills (contd)Interpersonal Skills (contd)

Coaching and mentoring skillsCoaching and mentoring skills Diversity skills: working with diverse people andDiversity skills: working with diverse people and

culturescultures

Networking within the organizationNetworking within the organization Networking outside the organizationNetworking outside the organization

Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment

01 what is management

Documents