Prof.

Preeti Bhaskar

The process of getting things done, by others efficiently and effectively in order to achieve organizational goals
According to Mary Parker Follett Management is the art of getting things done through people

EFFICIENTLY
Using resources wisely and in a cost-effective way
And

EFFECTIVELY
Making the right decisions and successfully implementing them

Goal Oriented

Features of management

Pervasive Multi-dimensional
Continuous
Group activity
Dynamic function

Organizational Objective Survival Profit Growth

Social Objective Increasing Employment Quality goods and services

Personal Objective Financial needs (monetary and nonmonetary incentives) Social needs(recognition) Higher level needs (Personal growth and development)

CSR
Environmental development

Achieving pre-determined goals

Ensuring Maximum Utilization of resources Overcoming Competition Ensuring integration with changing environment Fulfilling social responsibilities Coordination

Management as an art
Management as a Science Management as a Profession

Existence of theoretical knowledge Personalized Application

Based on Practice and Creativity

Systematic body of knowledge

Principles based on experiment Universal validity

Well defined body of knowledge

Restricted Entry Professional Association

Ethical code of conduct

Service motive

Fayol divided business activities into six categories

Technical activities Commercial activities Financial activities Security activities Accounting activities Managerial activities

BOD,CEO,CHAIRMAN,MD,
TOP LEVEL MANAGEMNT

PRESIDENT etc.

MIDDLE LEVEL MANAGEMNT

DEPARTMENTAL MANAGER( SALES ,HR, FINANCE) etc.

SUPERVISORY /LOWER LEVEL MANAGEMNT

SUPERVISOR , FOREMAN , INSPECTOR ETC.

Responsible for providing the overall direction of an organization Develop goals and strategies for entire organization Spend most of their time planning and leading Communicate with key stakeholders stockholders, unions, governmental agencies, etc., company policies Use of multicultural and strategic action competencies to lead firm is crucial

Business management

Production management Marketing management Financial management HR management Labor management

Non- business management

Event management Time management Health management Defence management Technology management
Public Relation management Conflict management Risk management Customer relationship management

Other areas of management

PLANNING

CONTROLLING

ORGANIZING

DIRECTING

STAFFING

Includes defining goals, establishing strategy, and developing plans to coordinate activities- : STRATEGIC PLANNING TACTICAL PLANNING. OPERATIONAL PLANNING.

Strategic planning involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the organization, and then determining how to position the organization to compete effectively in their environment. Strategic planning has a long time frame, often three years or more. Strategic planning generally includes the entire organization and includes formulation of objectives.

Tactical planning is intermediate-range planning that is designed to develop relatively concrete and specific means to implement the strategic plan. Middle-level managers often engage in tactical planning. Tactical planning often has a one- to three-year time horizon.

Operational planning is short-range planning that is designed to develop specific action steps that support the strategic and tactical plans. Operational planning usually has a very short time horizon, from one week to one year

Includes determining what tasks 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-:
Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships

Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). Recruitment, selection & placement. Training & development.

Remuneration.
Performance appraisal. Promotions & transfer.

It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes
Supervision Motivation Leadership Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is the act of watching & directing work & workers. Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership- may be defined as a process by which manager guides and influences the work of subordinates in desired direction. Communications- is the process of passing information, experience, opinion etc. from one person to another. It is a bridge of understanding.

It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals.
Establishment of standard performance. Measurement of actual performance. Comparison of actual performance with the standards and finding out deviation if any. Corrective action.

Ability of an individual to analyze complex situations and to rationally process and interpret available information.

For e.g.: Idea generation and analytical process of information.

A persons knowledge and ability to make effective use of any process or technique constitutes his technical skills.
For e.g: Engineer, accountant, data entry operator, lawyer, doctor etc.

An individuals ability to cooperate with other members of the organization and work effectively in teams.
For e.g.: Interpersonal relationships, solving peoples problem and acceptance of other employees.

Interpersonal role

Decisional role

Informational role

Figurehead-performs routine duties of a legal or social nature Leader- give direct commands and orders to subordinates and make decisions Liaison-coordinate between different departments and establish alliances between different organizations

Monitor- evaluate the performance of managers in different functions Disseminator-communicate to employees the organizations vision and purpose Spokesperson- give a speech to inform the local community about the organizations future intentions

Entrepreneur- commit organization resources to develop innovative goods and services Disturbance handler- to take corrective action to deal with unexpected problems facing the organization from the external as well as internal environment Resource allocator- allocate existing resources among different functions and departments Negotiator- work with suppliers, distributors and labor unions

Basis
Meaning

Administration
It is concerned with formulation of broad objectives, plans & policies

Management
Management is an art of getting things done through others by directing their efforts towards achievement of predetermined goals. To give practical shape to the policies to achieve pre determined objectives

Nature of work

Primarily related to the determination of objectives and laying down the policies

Scope Level of function

Important decision are taken and wider Decision are taken within the limits laid than management down by the administration Administrative function are performed by top level managers Administrative decision are affected by outside factors like social, political and legal etc. Owners who are called administrators are given profits Conceptual skills Managerial functions are performed by middle and lower level managers Management process are affected by internal factors like policies objectives etc. Managers are given salary for their services Technical and Human skills

Effect of external and internal factors Consideration Skills