METHODS OF ASSESSMENT

Attendance 05Quizzes, Case Study, etc 15

Seminar & exam 20Final exam 60Total 100

Reference Books:

1. Essentials of Management Harold Koontz & Heinz Weihrich

2. Management Heinz Weihrich, Mark V Cannice,

Harold Koontz

3. Management By James Arthur Finch Stoner,

Freeman R, Jr Gilbert Daniel R

By the end of today's session you will understand………

1) Why learn Management, What is Management?

2)Meaning, definition, objectives and importance of

Management

3) Nature of Management

4)Functions of Management

5) Who are managers?

6) Role of Managers, Managerial skills

Why study this subject?•1)To understand the process of business management and its functions, and

•2) To familiarize the students with current management practices. .

•3) To understand the importance of ethics in business, and

•4) To acquire knowledge and capability to develop ethical practices for effective management.

Introduction to Management

Chapter

1

Why Study

Management?

Need for Management?

Who Are Managers?

Manager

Someone who coordinates and oversees the work of

other people so that organizational goals can be

accomplished.

Definition of Management:

Management is the process of designing and maintaining an environment in which individuals, working together in groups,

efficiently accomplish selected aims.

What Is An Organization?

An Organization Defined A deliberate arrangement of people to accomplish some

specific purpose (that individuals independently could not accomplish alone).

Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure

Managerial Concerns:

Efficiency“Doing things right”

– Getting the most output for the least inputs

Effectiveness“Doing the right things”

– Attaining organizational goals

Management Strives For:Low resource waste (high efficiency)

High goal attainment (high effectiveness)

ResourceUsage

Efficiency (Means)

GoalAttainment

Effectiveness (Ends)

Low Waste High Attainment

Efficiency and Effectiveness in Management

1–13

Managers have to cope with diverse and far-reaching challenges

1. To keep pace with ever-advancing technology2. To find ways to incorporate the Internet and e-

business into their strategies and business model3. Strive to remain competitive in a dynamic and

far reaching world

Managerial Levels

Middle Line Managers

Top Line Managers

First Line Managers

Non – Managerial Employees

Levels of Management

Top Level Management

Middle Level Management

First-LineManagement

Top Managers

Responsible for…Responsible for…

Creating a context for changeCreating a context for change

Developing attitudes of commitmentand ownership in employees

Developing attitudes of commitmentand ownership in employees

Creating a positive organizational culture through language and action

Creating a positive organizational culture through language and action

Monitoring their business environmentsMonitoring their business environments

Middle Managers

Responsible for…Responsible for…

Setting objectives consistent with top management goals, planning strategies

Setting objectives consistent with top management goals, planning strategies

Coordinating and linking groups, departments, and divisions

Coordinating and linking groups, departments, and divisions

Monitoring and managing the performance of subunits and managers who report to them

Monitoring and managing the performance of subunits and managers who report to them

Implementing the changes or strategiesgenerated by top managers

Implementing the changes or strategiesgenerated by top managers

First-Line Managers

Responsible for…Responsible for…

Managing the performance of entry-level employees

Managing the performance of entry-level employees

Teaching entry-level employees how to do their jobs

Teaching entry-level employees how to do their jobs

Making schedules and operating plans based on middle management’s intermediate-range plans

Making schedules and operating plans based on middle management’s intermediate-range plans

Management Levels and Functional Areas

Types of ManagersGeneral Managers

Supervise the activities of several departments.

Functional Managers Supervise the activities of related tasks. Common functional areas:

Marketing Operations/production Finance/accounting Human resources/personnel management

Project Managers Coordinate employees across several functional departments

to accomplish a specific task.

What Do Managers Do?

Functional Approach Planning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

Organizing Arranging and structuring work to accomplish

organizational goals. Leading

Working with and through people to accomplish goals.

Controlling Monitoring, comparing, and correcting work.

Resources• Human

• Financial

• Raw Materials

• Technological

• Information

Performance

• Attain goals

• Products

• Services

• Efficiency

• Effectiveness

Leading

Use influence to motivate employees

Planning

Select goals and ways to attain

them

Organizing

Assign responsibility for task

accomplishment

Controlling

Monitor activities & make corrections

What Do Managers Do? (cont’d)

Skills ApproachTechnical skills

Knowledge and proficiency in a specific fieldHuman skills

The ability to work well with other peopleConceptual skills

The ability to think and conceptualize about abstract and complex situations concerning the organization

Skills @ Different Management Levels

Managerial Roles Approach (Mintzberg)

Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.

What Companies Look for in Managers

•Technical•Interpersonal •Conceptual •Diagnostic •Communication •Decision-Making •Time-Management

New Workplace Issues and Challenges Technology and Speed

Globalization and Diversity

Knowledge, Learning,

Quality, and Continuous

Improvement

Change, Creativity, Innovation, and Entrepreneurship

Participative Management,

Empowerment, and Teams

KnowledgeManagement

Ethics and Social

Responsibility

Networking and Boundaryless Relationships

14 PRINCIPLES OF

MANAGEMENT

1. Division of Labor

2. Authority & Responsibility3. Unity of

Command4. Unity of Direction5. Equity6. Order7. Discipline

8. Initiative9. Remuneration

10. Stability of Tenure11. Scalar Chain12. Sub-Ordination of

Individual Interest to common goal

13. Espirit De’ Corps

14. Centralization