Download - MANAGEMENT
![Page 1: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/1.jpg)
Unit 1
UNIT
ONE
![Page 2: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/2.jpg)
INTR
OD
UC
TIO
NOrganizationTwo or more people who work together in a structured way to achieve a specific goal or set of goals.
GoalsPurpose that an organization strives to achieve; organizations often have more than one goals, goals are fundamental elements of organization.
The Role of ManagementTo guide the organizations towards goal accomplishment
![Page 3: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/3.jpg)
DE
FIN
ITIO
NS
F.W.Taylor“Management is the art of knowing what you want to do in the best & cheapest way”
Harold Koontz & Heinz Weihrich“Management is the process of designing & maintaining an environment in which individuals work with such performance for optimizing efficiency in reaching goals”
A.F. Stoner“ The process of planning, organizing, leading and controlling the work of organization members and of using all available organizational resources to reach stated organizational goals”
![Page 4: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/4.jpg)
CH
AR
AC
TER
ISTI
CS
Management is a continuous process
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
![Page 5: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/5.jpg)
CH
AR
AC
TER
ISTI
CS
Management is an organized activity
Management is essential at different levels of
organizations
Management principles are dynamic in nature
Management utilizes a multi-disciplinary
approach
Management integrates human and other
resources
![Page 6: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/6.jpg)
Con
cept
s of
Man
agem
ent Management as
an Art
Management as a Science
• It is the practical way of doing specific things!
• Main reasons – 1. Application of knowledge &
skills for coordination2. Management is creative 3. Personalized process4. Result oriented5. Constant practice lead to
perfection • The elements of science – 1. Systematized body of
knowledge2. Contains use of principles &
theories3. Universal acceptance of
principles
• Management is an inexact science or soft science.
![Page 7: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/7.jpg)
Con
cept
s of
Man
agem
ent
Management as a Profession
• Features of a profession – a) Well defined and organized
body of knowledgeb) Learning and experiencec) Entry restricted by
qualificationd) Recognized national bodye) Ethical code of conduct• Management is a Partial
profession because of-1. No universally acceptable
criteria for the evaluation of performance
2. Theory of the management is still evolving
![Page 8: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/8.jpg)
Con
cept
s of
Man
agem
ent
Management by Objectives
Meaning: Defining objectives within an organization so that
management and employees agree to the objectives andunderstand what they need to do in the organization inorder to achieve them. Benefits of MBOa) The need for planning will be recognizedb) It provides attainable objectives and accountability for
performancec) It encourages participative managementd) Help in job enrichment (increasing level of
responsibility)e) It provides good feedback system Steps in MBOf) Set organizational goalsg) Set departmental goalsh) Discuss departmental goalsi) Define expected resultsj) Performance Reviews k) Provide feedback
![Page 9: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/9.jpg)
Man
ager
ial L
evel
s
![Page 10: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/10.jpg)
Rol
e of
a M
anag
erFIGURE HEAD
The Manager performs traditional and symbolic duties as head of the organization
Fosters a proper work atmosphere and motivates and develops subordinates
Develops and maintains a network of external contacts to gather information
Gathers internal and external information relevant to the organization
LEADER
LIAISON
MONITOR
DISSEMINATOR Transmits factual and value based information to subordinates
![Page 11: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/11.jpg)
Rol
e of
a M
anag
erSpokesperson
Entrepreneur
Negotiator
Disturbance Handler
Resources Allocator
Communicates to the outside world on performance and policies
Designs and initiates change in the organization!
Participates in negotiation activities with other organizations and individuals.
Deals with unexpected events and operational breakdowns
Controls and authorizes the use of organizational resources
![Page 12: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/12.jpg)
Man
ager
ial S
kills
![Page 13: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/13.jpg)
Man
agem
ent V
s. A
dmin
istra
tion
Basis Administration Management
Nature Thinking Executive
Scope/Focus Determination of major objectives and policies
Policies execution or implementation
Level in the organization
Top level Middle and lower level function
Main Function Planning and control Directing and organizing
Skills required Human and conceptual skills
Technical and human skills
Applicability Largely in government and public sector
Business organizations
Examples Minister, commander, vice-chancellor, registrar,etc
Managing Director, General manager, Branch Manager, etc
![Page 14: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/14.jpg)
Sig
nific
ance
Objective
Determina-tion
Effective Resource
s utilizatio
n
Meeting Challeng
es
Economic
Development
Objective
achieveme-nt
![Page 15: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/15.jpg)
Man
agem
ent P
roce
ss
![Page 16: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/16.jpg)
PLA
NN
ING
Determining organizational goals and means to reach them
Managers plan for three reasons
1. Establish an overall direction for the organization’s future
2. Identify and commit resources to achieving goals
3. Decide which tasks must be done to reach those goals
![Page 17: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/17.jpg)
OR
GA
NIZ
ING
CEO
Sales manager
Purchase manager
Advertising
manager
HR manager
Leave manager
Process of deciding where decisions will be made, who will perform what jobs and tasks, and who will report to whom in the company
Includes creating departments and job descriptions Organizing means assigning the planned tasks to
various individuals or groups within the organization
![Page 18: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/18.jpg)
LE
AD
ING
/ D
IRE
CTI
NG
Leading (Influencing) means guiding the activities of the organizational members in appropriate directions. Objective is to improve productivity.
Getting others to perform the necessary tasks by motivating them to achieve the organization’s goals
![Page 19: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/19.jpg)
CO
NTR
OLL
ING Process by which a person, group, or organization
consciously monitors performance and takes correctiveaction
It ensures that actual activities conform to planned activities!
Three step process under controlling - 1. Gather information that measures recent performance2. Compare present performance to pre-established standards3. Determine modifications to meet pre-established standards
![Page 20: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/20.jpg)
CO
OR
DIN
ATIO
N
PlanningLaying down of common objectives!
Organizing
Staffing
Grouping of activities into homogenous departments!
Assigning task to various individuals!
![Page 21: MANAGEMENT](https://reader036.vdocument.in/reader036/viewer/2022070601/589c00661a28ab4f598b4c8b/html5/thumbnails/21.jpg)
CO
OR
DIN
ATIO
N
Directing
Integration of humans with economic and technical resources!
Controlling
Actual output matches with expected or planned output!
“ The central task of the manager is to reconcile the difference in approach, efforts or interest and to
harmonize the individual goals and actions !” - Koontz &
O’Donnell