PRINCIPLE OF MANAGEMENT Batch: MMM/MFM/MIM/MHRDM Semester - I

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Semester Plan

No. of Sessions: 12 Total Marks:

100
50 50
(10) (40)

Final Paper: Internals:

Attendance & CP Project Presentation

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Session No. 1

INTRODUCTION TO MANAGEMENT

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WHAT IS MANAGEMENT?

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MANAGE-ME-N-T

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Management
A process designed to achieve an organizations objectives by using its resources effectively and efficiently in a changing environment.

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The Functions Of Management

Leading Organizing Planning

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Controlling

The Functions Of Management

Planning
Specifying the goals to be achieved and deciding in advance the

appropriate actions taken to achieve those goals

Planning function for the new era

A dynamic process in which the organization uses the brains of its members and of stakeholders to identify opportunities to maintain and increase competitive advantage

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Types of Plans
Strategic Plans Tactical Plans Establish Long-Range Objectives Designed to Implement Strategic Objectives (usually one year or less)

Operational Plans

Specify Actions to Achieve Tactical Plans (very short-term) POA

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The Functions Of Management

Organizing
assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals the future requires building flexible organizations

Leading
stimulating people to be high performers managers must be good at mobilizing people to contribute their ideas

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The Functions Of Management

Controlling

monitors progress and implements necessary changes makes sure that goals are met new technology makes it possible to achieve more effective controls

Managers must devote attention to all four management functions

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Management in Organizations
Planning and decision making Inputs from the environment Human resources Financial resources Physical resources Information resources Controlling Leading Organizing

Goals attained Efficiently Effectively

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The Integrated Systems Model

Inputs
From the environment:
Human Material Financial Information

Processing
Transformation process:
Technology Operating systems Administrative systems Control systems

Outputs
Into the environment
Product Services Profit/loss Employee behavior Information

Feedback
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Exercise No.1

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The Levels of Management

Top Management President, CEO, Executive Vice Presidents Middle Management Plant Managers, Division Managers, Department Managers First-Line Management Foreman, Supervisors, Office Managers

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Management Levels And Skills

Management

level

Top-level

managers

Senior executives responsible for overall management of an

organization

Focus on long-term issues Emphasize the survival, growth, and effectiveness of the firm Concerned with the interaction between the organization and its external environment

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Management Levels And Skills (cont.)

Management
Middle-level

level (cont.)

managers (tactical managers)

Located between top-level and frontline managers in the

organizational hierarchy

Responsible for translating strategic goals and plans into more specific objectives and activities Traditional role was that of an administrative controller who bridged the gap between higher and lower levels Evolving role is that of a developmental coach to the people who report to them

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Management Levels And Skills (cont.)

Management

level (cont.)

Frontline

managers (operational managers)

Lower-level managers who supervise the operational activities of the

organization

Directly involved with non-management employees

Increasingly being called on to be innovative and entrepreneurial

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Importance of Management Functions to Managers in Each Level

Most Important

Controlling

Controlling

Least Important

Top Managers

Middle Managers

First-Line Managers

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Controlling

Organizing

Organizing

Organizing

Directing

Directing

Directing

Planning

Planning

Planning

Staffing

Staffing

Staffing

Exercise 2

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The Functions of Manager

Manager

Planning activities to achieve the organization's objectives

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Organizing resources and activities to achieve the organizations objectives

Staffing the organization with qualified people

Directing employees activities toward achievement of objectives

Controlling the organizations activities to keep it on course

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Managerial Skills
There are three skill sets that managers need to perform effectively. 1. Conceptual skills: the ability to analyze the whole picture -Holistic view 2. Human skills: the ability to understand, alter, lead, and control peoples behavior.

3. Technical skills: the job-specific knowledge required to perform a task. Common examples include marketing, accounting, and manufacturing.
All three skills are enhanced through formal training, reading, and practice.
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1-22

Skill Type Needed by Manager Level

Top Managers Middle Managers Line Managers Conceptual

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Human

Technical

Skills and the Manager

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Where Do Managers Come From?

Promoting employees from within Hiring managers from other organizations

Hiring managers graduating from colleges and universities

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Manager Roles

Informational

Monitor Disseminator Spokesperson Figurehead Leader Entrepreneur Disturbance Handler Negotiator

Interpersonal

Decisional

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Characteristics of an Effective Manager

Someone of high integrity Apolitical A good listener Comfortable with allowing other people to take credit Enthusiastic

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Recommended Books

Essentials of Management (9th ed.) by Koontz, H., Weirich, H., (1989), McGraw Hill Practice of Management by Peter Drucker Management (2nd ed.) by Naylor, J. (2004) Prentice Hall Management (7th Ed. ) by Robbins, S.P. Coulter,M. (2002) Prentice Hall Fundamentals of Management by Robbins, S.P., Decenzo D.A. (2004) (4th ed.) Pearson Prentice Hall Griffin, R.W. (2004) Management (8th ed.) Contemporary Management by Jones, G.R., George, J.M. (2003) (3rd ed.) McGraw Hill Principles & Practice of Management by Shejwalkar & Ghanekar Management- A Competency based approach by Hellriegel, Jackson, Slocum

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