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Management
Definition
What is Management?
Efficiency
Getting work
done through
others Effectiveness
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Productivity.
Top
Management
President, CEO,
Executive
Vice Presidents
Middle Management
Plant Managers, Division Managers,
Department Managers
First-Line Management
Foreman, Supervisors, Office Managers
Roles of Manager
Inter-personal Role
Decisional Role:
Informational role:
Design skills
Managerial skills Contd
Technical skills:
Or in short:
Human skills:
In short it is:
Conceptual skills:
In short it is:
Design skills:
In short it is:
Robert Waterman
Characteristics of Excellent
Companies
Art uses the known rules and principles and uses the skill,
expertise, wisdom, experience to achieve the desired result.
Management has got two faces like a coin; on one side it is art
and on the other it is science. Management has got scientific
principles which constitute the elements of Science and Skills
and talent which are attributes of Art.
Bureaucratic organisation
Fundamental principles:
Replacing rules of thumb with science (organized
knowledge).
Obtaining harmony, rather than discord, in group action.
Achieving cooperation of human beings, rather than
chaotic individualism.
Working for maximum output, rather than restricted output.
Developing all workers to the fullest extent possible for their
own and their companys highest prosperity.
SCIENTIFIC MANAGEMENT THEORY
-TAYLORs
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Fayols Principles of
Management
Division of Labor
Unity of Command
Unity of Direction
Equity
Order
Discipline
Initiative
Remuneration
Stability of Tenure
Scalar Chain
Scalar chain is the chain of superiors ranging from the ultimate authority to the
lowest.
The interests of any one employee or group of employees should not take
precedence over the interests of the organization as a whole.
14 Principles of Henri Fayol Contd
Espirit De Corps
It refers to team spirit i.e. harmony in the work groups and mutual
understanding among the members.
Centralization
A clear division of labour with jobs being well defined and done by people
who are (or can become) highly skilled at performing the tasks of the
particular job
Formal rules and procedures that are impartially and universally applied to
guide staff behaviour
Division Authority
Rational-Legal
of Labor
Hierarchy
Max
Career Formal
Orientation Webers Selection
Bureaucracy
Impersonal Rules and
Rationality Regulations
Rules, SOPs and Norms
Board of
Directors
Chief Executive
Case
situation
Failure Success
Why?
Managerial Roles Approach
Interpersonal roles
1. The figurehead role
2. The leader role
3. The liaison role
Informational roles
4. The recipient role
5. The disseminator role
6. The spokes person role
Decision roles
7. The entrepreneurial role
8. The disturbance-handler role
9. The resource-allocator role
10. The negotiator role
Roles of manager
Roles of Manager
Inter-personal Role
Decisional Role:
Informational role:
James Champy
Michael Hammer
Systems Approach
Reenergizing the
system
External
environment
System Approach
1. Strategy
2. Structure Hard elements
3. Systems
4. Style
5. Staff
Soft elements
6. Shared values
7. Skills
1980s by Tom Peters and Robert Waterman
Ensure that all parts of the organization work in harmony.
Takes the company from current position to next higher level.
McKinseys 7-s Framework
Shared Values
Management is a process.
Emphasizes on management functions and various
concepts and principles involved in performing these
functions.
Management functions are universal irrespective of the
type of organizational or level of management in an
organization, though there may be differences on
emphasis on a particular function in a particular
organization or at particular level.
central core of managing - planning, organizing, staffing,
directing and controlling
Characteristics of
Management
Management as a continuous process
Management as a discipline
Universal Application:
Goal Oriented:
Guidance:
An activating factor:
Leadership:
1
Planning is the process of setting goals, and charting the
Planning
best way of action for achieving the goals. This function
also includes, considering the various steps to be taken to
encourage the necessary levels of change and
innovation.
Mental activity
Goal-oriented
Forward looking
Based on facts
Flexible
Minimizes uncertainty
Emphasis on objectives
Promotes coordination
Facilitates control
Economical operation
Encourages innovation
New plans
No
undesirable
deviations
Controlling:
from plans
Implementation Comparing
Planning
of plan plans
With results
Undesirable
deviation
Corrective
action
Types of plans
Missions or purposes
Objectives or goals
Strategies
Policies
Procedures
Rules
Programs
Budgets
Missions or purposes
COMPONENTS
Key market: Who is your target client or customer
(generalize if needed)?
Comparing
Identifying alternatives
alternatives in light of
goals
Quantifying
Formulating
Choosing an plans by
supporting making
alternative
plans budgets
Being aware of opportunity
In light of:
The market
Competition
What consumers want
Strengths
Weaknesses
Pre-planning process
Internal and external opportunities
Helps to set the objectives
Setting objectives or goals
Where we want to be and what we want
to accomplish
For entire enterprise and the subordinate work units
Long term and short term
Give direction to the major plans
Form a hierarchy
Considering planning
premises
In what environment- internal or
external will our plans operate.?
Reduce the number of alternatives
Mathematical techniques and computer can be used
Comparing alternatives in
light of goals
Which alternative will give us the best
chance of meeting our goals at the
lowest cost and highest profit.?
Evaluate the strong and weak points.
Choosing an alternative
Selecting the course of action we will
pursue.
Adoption of the plan.
It is decision making.
Formulating supporting plans
Such plans are to:
Buy equipment
Buy materials
Hire and train workers
Develop a new product
Quantifying plans by making
Budgets
Specialize or concentrate
Korean Hyundai produced lower priced cars
Diversify
International expansion
Joint ventures and strategic alliances
Liquidation- terminating an unprofitable product line
Retrenchment- curtail operations temporarily
SWOT / TOWS analysis
Strength
Analyzing a Weakness
companys: Opportunities
Threats
A TOWS Matrix
Internal
Separates and Strengths and weaknesses
compares internal
and external External
influences.
Threats and opportunities
TOWS Analysis allows businesses to
A tired brand
OPPORTUNITIES THREATS
Change in customer base
External
Harmful
Strategies
SO
Strategies that WO
can come from ST
SWOT analysis W-T
Matching strengths to
opportunities
Otherwise known
as.
Otherwise known
as.
Otherwise known
as.
Otherwise known
as.
OT
socially responsible The vast amount of fast food restaurants that
Expansions of business into newly open as competition
developed parts of the world Down turn in economy affecting the
Open products up to allergen free capability of consumer spending
options such as peanut free Focus on healthier dieting by
OPPORTUNITIES consumers THREATS
Porters Industry Analysis and
Generic Competitive Strategies