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B.Com II
A. Team leader
B. Manager
C. President
D. Resource allocator
A Manager
A person who plans, organizes,
directs and controls the allocation
of human, material, financial, and
information resources in pursuit of
the organization’s goals.
Managerial Skills
There are three types of skills required by a
manager,
Conceptual Skills-These skills are required by the
employee who are in top level management.
Human Relations Skills-These skills are required
by the employee in the supervisory level.
Technical skills- These skills are required by the
employee who are in middle level Management.
Different Managerial Levels
Top Management
Conceptual Skills
Middle Management
Human Relations Skills
Supervisory
Level Technical Skills
Top Level Management
The top level management is generally
occupied by the ownership group. It is
the highest level in the managerial
hierarchy and the ultimate source of
authority in the organisation.
Middle Level Management
In order to fill up the gap which exists
between functional and operative level,
some managerial positions are created
at the middle level of management.
Middle level management consists of
departmental managers, deputy
managers, foreman and administrative
officers etc.
Lower Level or Supervisory Level
Management
It consists of factory supervisors,
superintendents, foremen, sales
supervisors, accounts officers etc. They
directly guide and control the
performance of rank and file workers.
They issue orders and instructions and
guide day to-day activities.
Scope of Management
Production Management:
a) Designing the product
b) Location and layout of plant and building
c) Planning and Control of factory operations
d) Operation of purchase and storage of
materials
e) Inventory cost and Quality Control
f) Research and Development etc.
Marketing Management:
a) marketing research to determine the needs
and expectation of consumers
b) planning and developing suitable products
c) setting appropriate prices
d) selecting the right channel of distribution,
and
e) promotional activities like advertising and
salesmanship to communicate with the
customers
Financial Management:
a) Selecting the appropriate source of funds
b) Raising the required funds at the right time
c) Administration of earnings
d) Estimating the volume of fund.
Personnel Management:
a) manpower planning
b) recruitments,
c) selection,
d) training
e) appraisal,
f) promotions and transfers,
g) compensation,
h) employee welfare services, and
i) personnel records and research, etc.
System Approach
• Definition of System:
Open System
Closed System
Open system: An open system actively interacts
with its environment. By interacting with
other systems, it tries to establish exchange
relationships.
Ex: Open systems have feedback Mechanism.
• Improved quality of
work
• No special
Centralization • Better co-ordination Centralization attention
Departmentation
‘Departmentation’ is the process of grouping
the activities of an enterprise into several
units for the purpose of administration at all
levels.
The administrative units so created may be
designated as departments, divisions, units,
branches, sections, etc.
Need for and Importance of Departmentation
• Advantages of Specialisation
• Feeling of Autonomy
• Expansion
• Fixation of Responsibility
• Upliftment of Managerial Skill
• Facility in Appraisal
• Administrative Control
Types of Departmentation
• Departmentation by Functions
Departmentation by Products
Departmentation by Territory
Departmentation by Customers
Departmentation by Process or Equipment
UNIT - 4
Meaning of Motivation
Motivation is derived from the Latin word
‘movere’ which means ‘to move’ or ‘to
energize’ or ‘to activate’ .
Motivation is the process of arousing the
action, sustaining the activity in process and
regulating the pattern of activity.
Motivation refers to the states within a
person or animal that drives behaviour
toward some goals.
MOTIVATIONAL CONCEPTS
Intrinsic motivation & Extrinsic motivation
Theories of Motivation
Herzberg
McGregor
Ouchi
Herzberg Two Factor Theory of
Motivation
McGregor Theory X & Y of Motivation
Ouchi Theory Z of Motivation
Financial and Non-Financial Incentives
Meaning of Leadership
• Leadership is a process by which an executive
can direct, guide and influence the behavior
and work of others towards accomplishment
of specific goals in a given situation.
Leadership is the ability of a manager to
induce the subordinates to work with
confidence and zeal.
Theories of Leadership
• Charismatic Leadership Theory
• Trait theory
• Behavioural Theory
• Situational Theory
Charismatic Leadership Theory:
Situational Theory
According to this theory, the most effective leaders
are those that are able to adapt their style to the
situation and look at cues such as the type of task,
the nature of the group, and other factors that
might contribute to getting the job done.
Meaning of Communication
Communications is fundamental to the
existence and survival of humans as well as
to an organization. It is a process of creating
and sharing ideas, information, views, facts,
feelings, etc. among the people to reach a
common understanding. Communication is
the key to the Directing function of
management.
Process of Communication
Network of Communication
Barriers to Communication
1. Semantic Barriers
2. Psychological Barriers
3. Organizational Barriers
4. Personal Barriers
5. Physical Barriers
6. Technological Barriers
UNIT - 5
Meaning of Control
Control is a management process to aim at
achieving defined goals within an established
timetable, and comprises of three
components:
(1) setting standards,
(2) measuring actual performance, and
(3) taking corrective action.
Characteristics of Control
• Control is a Managerial Process
• Control is forward looking
• Control exists at each level of Organization
• Control is a Continuous Process
• Control is closely linked with Planning
• Purpose of Controlling is Goal Oriented and
hence Positive
Process of Control
Techniques of Control
Meaning of Change
Change is basically a variation in pre-existing
methods, customs, and conventions. Since all
organizations function in dynamic
environments, they constantly have to
change themselves to succeed.
Causes of Change
(A) External Pressures:
i. Change in Technology and Equipment
ii. Market Situation
iii. Social and Political Changes
(B) Internal Pressures
i. Changes in the Managerial Personnel
ii. Deficiencies in the Existing Organization
Process of Planned Change
Resistance to Change
Organizational culture and structure change
is inevitable due to the constant change in
technology, customer and markets, social and
political pressures, as well as demographic
characteristics. Resistance to change is an
emotional and behavioural response by the
affected employees to actual or imagined
threats to an established work routine.
Organizations must manage change and
subsequent resistance to survive.
Reason for Resistance to Change
Method of Overcoming Resistance to Change