MANAGEMEN

MANAGE+ME
Why Study Management?
Why Study Management?
Universal Need for Management
Good management is needed in all organizations
Why Study Management?
To understand the realities of work
Employees either manage or are managed
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards for
their efforts.
Rewards and challenges of being a manager
Definition Of Management
Management is the process of designing and
maintaining an environment in which individuals,
working together in groups, efficiently accomplish
selected aims
Management involves Coordinating and Overseeing
the work activities of others so that their activities are
completed efficiently and effectively.
Definitions of Efficiency and Effectiveness
Efficiency
Doing things right
Getting the most output for the least inputs

Effectiveness
Doing the right things
Attaining organizational goals
Effectiveness and Efficiency in Management
Who Are Managers?
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial Activities
Make decisions
Allocate resources
Direct activities of others to attain goals
Who Are Managers?
Manager
Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
 Types of Managers
First-line Managers
Are at the lowest level of management and manage the
work of nonmanagerial employees
Shift Managers,Floor Managers etc.
Middle Managers
Manage the work of first-line managers
Regional Manager,Project leader etc
Top Managers
Are responsible for making organization-wide decisions
and establishing plans and goals that affect the entire
organization
President,Managing Director,CEO etc.
 Managerial Levels

Top
Managers
Middle Managers
First-Line Managers
Nonm anagerial Em ployees
What Do Managers Do?
Functional Approach
Planning
Organizing
Leading
Controlling
Management Functions (contd)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
Management Functions (contd)
Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.
Management Functions (contd)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
Management Functions (contd)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
Management Functions
Planning Organizing Leading Controlling
Lead to
Defining goals, Determining Directing and Monitoring
establishing what needs motivating all activities Achieving the
strategy, and to be done, involved parties to ensure organization s
developing how it will and resolving that they are stated
subplans to be done, and conflicts accomplished purpose
coordinate who is to do it as planned
activities
 What Managers Actually Do (Mintzberg)
Interaction
with others
with the organization
with the external context
of the organization
Reflection
thoughtful thinking
Action
practical doing
Management Roles
Mintzbergs Management Roles Approach
Interpersonal roles It involve people and other duties
that are ceremonial and symbolic in nature
Figurehead, leader, liaison
Informational roles- It involves collecting,receiving and
disseminating information
Monitor, disseminator, spokesperson
Decisional roles-Roles that revolve around making
decision and choices
Entrepreneur, disturbance handler, resource allocator,
negotiator
Mintzbergs Managerial Roles
Mintzbergs Managerial Roles
(contd)
Mintzbergs Managerial Roles
(contd)
What Do Managers Do? (contd)
Skills Approach
Technical skills
Human skills
Conceptual skills
Management Skills
Technical skills
Job specific knowledge and
techniques needed to proficiently
perform work tasks

Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
Skills Needed at Different Management
Levels

Top Conce ptual

M anage rs Sk ills
M iddle Hum an
M anage rs Sk ills

Low e r-le ve l Te chnical

M anage rs Sk ills

Im portance
What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
The Changing Organization
Traditional New Organization
Stable Dynamic
Inflexible Flexible
Job-focused Skills-focused
Work is defined by job positions Work is defined in terms of tasks
Individual-oriented to be done
Permanent jobs Team-oriented
Command-oriented Temporary jobs
Managers always make decisions Involvement-oriented
Rule-oriented Employees participate in decision
Relatively homogeneous making
workforce
Workdays defined as 9 to 5 Customer-oriented
Hierarchial relationships Diverse workforce
Work at organizational facility Workdays have no time
during specific hours boundaries
Lateral and networked
relationships
Work anywhere, anytime
Features of Management
Art as well as Science
Management is an activity
Management is a continuous process
Management achieving pre-determined objectives
Organized activities
Management is a factor of production
Management as a system
Management is a discipline
Features of Management
Management is a distinct entity
Management aims at maximising profit
Management is a purposeful activity
Management is a profession
Universal application
Management is getting things done
Management is needed at all levels
Principles of Management
Division of work
Authority & responsibilty
Discipline
Unity of command
Unity of direction
Subordinate of individual interest to group interest
Remuneration of personnel
Centralization
Scalar Chain
Principles of Management
Order
Equity
Stability of tenure of personnel
Initiative
Espirit De Corps
Importance of Management
Management meet the challenge of change
Accomplishment of group goals
Effective utilization of resources
Effective functioning of business
Resource Development
Sound organization Structure
Management directs the organization
Integrates various interests
Stability
Importance of Management
Innovation
Co-ordination and team-spirit
Tackling problems
A tool for Personality Development