1 mod management
TRANSCRIPT
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The pyramids of Egypt
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The great wall of China
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We cannot do todays job with
yesterdays methods and be inbusiness tomorrow
--- Nelson Jackson
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A Group of Donkeys lead by a lion can
defeat a group of lions lead by a donkey
---Socrates
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Definition of Management:
Its Nature and Purpose
Management is the process of
designing and maintaining an
environment in which individuals,working together in groups, efficiently
accomplish selected aims.
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DEFINITIONS OF MANAGEMENT
1. F. W. Taylor: Management is the art of knowing exactly what you want
(the men) to do, and then seeing that it is done in the best and the
cheapest way.
2. Peter. F. Drucker: Management is a multipurpose organ that managesbusiness, manages managers, and manages workers and work.
3. Louis Allen: Management is what a manager does.
4. Koontz and weihrich: management is the process of designing andmaintaining an environment in which individuals, working together in a
group, efficiently accomplish selected goals.
5. Finally, the term can be defined as: Management is a process of planning,
organizing, staffing, directing, and controlling human efforts to achieve
organisational objectives effectively.
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MANAGEMENT IS AN ART OR SCIENCE
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Managing: Science or Art?
Managing as practice is an art; the
organized knowledge underlying the
practice may be referred to as ascience.
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MANAGEMENT AS ART OR SCIENCE
Management as An Art: Art can be defined as:An art means practical know-how or skills in getting
the desired result with less efforts, less cost, and less time.
Since all main conditions of an art are satisfied with management, the conclusion is that
management is an art.
MANAGEMENT AS A SCIENCE:Science can be defined as: A science is a fact-based, critically tested
systematized body of knowledge pertaining to a specific field. The knowledge is accumulated through
study, experience and experimentation. The scientific knowledge produces impersonal results, and
it can be empirically tested and universally applied.
The conclusion is that management is not an exact science like chemistry, mathematics, biology, or
physics.
Conclusion: Management is both a science and an art. Finally, we can say that management is the
artful science a science with an art.
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NATURE OR CHARACTERISTICS OFMANAGEMENT
1. Management is a Process
2. Abstract Phenomenon
3. Goal-oriented
4. Decision-making5. Working with and Through People
6. Factor of Production
7. Integrated Activity
8. As Art and a Science
9. Management as a Profession
10.Management as a Universal Activity
11.Multidisciplinary Subject
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Management is a Process
A process consists of a series of
interrelated activities or steps to be
followed in a sequence and it alwaysrestarts with the first step.
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Abstract Phenomenon
Management cannot be seen or
touched like a physical object.
It is invisible/intangible knowledge.
The knowledge consists of concepts,
functions, principles etc. and is used to
obtain the desired results.
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Goal-oriented
The primary task of management is
achievement of goals.
The goals can be defined as the endexpected results that can be actualized
in the future.
If one has nothing to achieve, there isno need of management.
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Decision-making
Every function of management consist
of a set of decisions.
Success of an org depends on thequality of decisions taken by its
managers.
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Working with and Through People
A manager makes the people in an org
to work.
He himself doesn't perform the actualwork but is responsible for leading,
motivating, directing and controlling the
efforts of people to get the desiredresults.
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Factor of Production
It is the managers job to see the factors
of production are organised and
coordinated in an optimum manner toget maximum possible results.
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Integrated activity
Management integrates the activities and
functions of various groups and departments.
Integration is necessary to ensure that allpeople, groups, and departments work
consciously and actively for the same
purpose.
If they are not integrated the effort get
neutralized, and consequently fail to achieve
the objectives.
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As art and a science
Management is both as art and a
science.
An art concerns with practical use ofmanagerial knowledge and a science
concerns with systematic development
of knowledge.
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As a profession
A profession is specialized knowledge
which is based on intensive study,
experience and observation, and isused to serve others for fees.
Management is considered an emerging
profession moving towards professionalstatus.
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Management as a universal activity
Management is universal with reference
to fundamentals- concepts, processes,
principles, and functions. But it is not considered universal in
practice.
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Multi-disciplinary subject
Management has enriched its
knowledge by borrowing concepts,
principles, and theories from disciplineslike economics, marketing, sociology,
psychology, etc.
Management is a combination of allthese subjects or disciplines.
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Other characteristics
It is a system of authority
It is a field of study or a discipline
It is a multipurpose organ
It follows a dynamic approach
It is essentially a leadership activity
It is an organised activity
It is a relationship among resources
It is a social system It is what a manager does, but not what a manager is
It is a group of functions, and not a group of people
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The Functions of Management
The five managerial functions around
which managerial knowledge are
organized: planning, organizing,staffing, directing, controlling.
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MANAGEMENT PROCESS OR FUNCTIONS OFMANAGEMENT
1.Planning (including forecasting and decision-making)
2.Organizing (including delegating)
3.Staffing (including manpower planning, recruitment and selection, training and
development, etc.)
4.Directing (including motivation, leadership, communication, and supervision) Also
called coordination because coordination is the result of direction
5.Controlling (including budgeting and reporting)
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Levels in management
Lower level management
Senior supervisors Functional supervisors Frontline supervisors
Middle level management
Departmental heads Divisional heads Sectional officers
Top level management
Board of directors Chairman Chief executive
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Functions of top level management
Analyze and evaluate the business environment and determine the
firms response to it
Determine the objectives
Formulate policies, rules, procedures, budget.
Decide the structure of the org
Deal with financial and technological issues
Integrate the efforts of departmental heads
Motivate emp and boost their morale
Build and maintain healthy public relations, and represent the unit tothe outside world ( stake holders/public)
Guide , supervise, review and control middle level executives
Strategic decisions such as contracts, mergers, acquisitions.
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Functions of middle level management
Carry out operations according to the plan formulated by top
level
Make arrangement for necessary resources and facilities for the
department Coordinate and control efforts of people working in their
department
Serve the link b/w the top and operating level
Recruit , select and train the supervisory personnel
Motivate emp working at lower level
Collect and analyze necessary information and prepare report
for top mgmt.
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Functions of lower level management
Implement operational plans to carry out day- to day activities
effectively.
Deal with recruitment and training of workers
Communicate problems with higher authorities and seek forsuitable soln.
Report the performance of workers to higher authority
Manage necessary materials and facilitate for workers
Create and maintain healthy work climate
Maintain discipline and order at work place
Supervise and control activities of workers/salesmen
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Main Purpose of the Managers Job
To achieve and exceed the Assignedobjective by ensuring that each and
every member of the team achievesand / or surpasses his / her respectiveobjective.
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A Good Manager has..
the capability to get people of
ordinary ability to perform in anextraordinary manner!
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5 Differences
Worker
Works alone
Does the work
Like a player in the
team
Is lead and Managed
Responsibility:Single
Manager
Works with others
Develops
people/customers
Like a coach and a
counsel; Pitches in as
player when needed.
Is the Leader/Manager
according to the
condition
Responsibility : Various
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Key Responsibilities
Ensuring achievement of assigned Teams and individual team membersobjectives
Decision Making
Ensuring his objectives achievement covering up deficit of anyone in histeam.
Focus on Brands / New Products
Distribution Channel Management
Timely Reporting and Feedback
Developing Team Members
Market Development
Market Intelligence
Strong Customer Focus
Planning, Monitoring & Controlling
Appraising &Reviewing
Necessary course corrections
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A Good Manager will..
always succeed in getting more output
and better results from his team members
and they will deliver this willingly!
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Managers : Ineffective v/s
EffectiveIneffective Manager
Appeaser
Bully Caddy
Despondent
Excavator
Favoritism
Gutter Inspector
Hindsight
Effective Manager
Advisor
Benefactor Cheer Leader
Decisive
Example Setter
Fair
Generous
Honest
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Managers : Ineffective v/s
Effective Insecure
Jealous
Know-all Loner
Manipulator
Nag
Opinionated
Pillion Rider
Quashes new ideas
Innovator
Judicious
KnowledgeResource
Leader
Motivator
Negotiator Open minded
Perseverant
Quality Conscious
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The Managerial Roles Approach
(Mintzberg)
InterpersonalRoles
Figurehead
Leader
Liaison
InformationalRoles
Monitor
Disseminator
Spokesperson
DecisionalRoles
Entrepreneur
Disturbancehandler
ResourceAllocator
Negotiator
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Interpersonal Roles
Figure head
A manager performs duties of legal or ceremonial nature, such as
welcoming visitors, giving testimonials to emp and performing other
similar roles.
Leader
A manager provides a dynamic leadership to his subordinates by
guiding, instructing and motivating them and maintaining healthy
relationships with them.
Liaison
Performance of any org depends on the relationship among its
different departments and branches.
In this role, manager establishes horizontal contacts among various
departments and their activities.
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Informational Roles
Monitor
Manager receives and analyzes info from i/o the org and
transmit the same to appropriate people
Disseminator He disseminates the info by mail, phone, meeting and other
suitable media.
Spokesperson
He acts as a representative of the org to transmit the info tooutside world. He plays the role of a spokesperson with
trade unions, media, govt officials, and others.
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Decisional Roles
Entrepreneur
A manager assumes the role of an entrepreneur when he initiates changes in the org to
bring about innovation and improvement in the existing methods or tech.
Disturbance handler
He acts as a troubleshooter and provides speedy soln in a crisis. In case of an
accident, breakdown of machines, dispute or conflict among emp, strike, lockout, loss
of valuable customers, failure of contracts etc.
Resource Allocator
He has to decide on the allocation of the resources in such a way that every individual
or dept gets adequate resources.
Negotiator
He is often required to negotiate with parties within and outside the org to arrive at anamicable and profitable settlement.
He negotiates with subordinate for better commitment for loyalty, with peers for
coordination and integration, with workers and trade unions for work related conditions,
with govt facilities, with other parties for extending necessary support.
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Managerial Functions at Different
Organizational Levels
All managers carry out managerial
functions, but the time spent for each
function may differ.
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Fig. 1-1 Time Spent in Carrying Out
Managerial Functions
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Managerial Skills and the Organizational
Hierarchy
The four skills required of
administrators:
Technical skills
Human skills
Conceptual skills
Design skills
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Fig. 1-2 Skills and Management Levels
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The Evolution of Management Thought
& Patterns of Management Analysis
Frederick Taylor and ScientificManagement
Fayol, the Father of Modern OperationalManagement Theory
Elton Mayo and F. Roethlisberger andthe Hawthorne Studies
Recent Contributors to ManagementThought, including Peter Drucker
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Bureaucracy by Max Weber
Max Weber (1864-
1920)
German sociologist
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Characteristics of bureaucracy
Jobs are divided into specialized tasks
Standardized process-rigorous rules
Well defined hierarchy
Life long employment
Career progression based on
qualifications
Centralized power
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Scientific Management
Frederick Winslow
Taylor(1856-1915)
1878- joined as worker at
Midvale steel works.
Graduated in science and
engineering through
evening study
1898- joined Bethlehem
steel company asEngineer
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Taylor's Principles of
Scientific Management
1. Replacing rules of thumb with science (organizedknowledge)
2. Obtaining harmony in group action, rather than
discord3. Achieving cooperation of human beings, ratherthan chaotic individualism
4. Working for maximum output, rather than restrictedoutput
5. Developing all workers to the fullest extent possiblefor their own and their company's highestprosperity
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Scientific Management
Studied the work processes and introducedOne best way to do the job
Differential wages linked to productivity
Careful selection and training of workersDivision of labour and distribution of work betweenmanagement and workers
Harmonious relationships between management andworkers
Specialization and division of labourTime and motion study
Overall objective- efficiency of the labour
Limitations of scientific
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Limitations of scientific
management
Impersonal approach
Emphasis only on material needs
Monotonous and boring jobsExploitation device
Anti democratic
Harsh and difficult to perform
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Administrative theory
Industrial activities are classified into six
categories
TechnicalCommercial
Financial
AccountingSecurity
Managerial
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