Introduction to management .ppt

MANAGEMENT MANAGEMENT THOUGHTTHOUGHT

INTRODUCTIONINTRODUCTION

CONCEPT OF ORGANISATIONCONCEPT OF ORGANISATION

Organization is the assemblage of Organization is the assemblage of role-related people with a common role-related people with a common goal.-Edger Schein.goal.-Edger Schein.

Organization is a group of people Organization is a group of people working together in a structured working together in a structured and coordinated fashion to achieve and coordinated fashion to achieve a set of goals -Ricky W. Griffin . a set of goals -Ricky W. Griffin .

Organization is a system of Organization is a system of consciously coordinated activities consciously coordinated activities or forces of two or more persons.-or forces of two or more persons.-Chester I Barnard.Chester I Barnard.

CHARACTERISTICS OF ORGANISATIONCHARACTERISTICS OF ORGANISATION

A Group of people.A Group of people. A Role-relationship among people.A Role-relationship among people. A Common Goal i.e. mutually agreed A Common Goal i.e. mutually agreed

purpose.purpose. A Continuing SystemA Continuing System A Consciously Rational activity.A Consciously Rational activity. A Pattern of Behaviour/ action.A Pattern of Behaviour/ action. A Highly Differentiated System of Operation.A Highly Differentiated System of Operation. A Coordinated Activity.A Coordinated Activity. A Conversion System.A Conversion System. An interactional operation. An interactional operation.

CONCEPT OFCONCEPT OF MANAGEMENTMANAGEMENT

Management is getting things done Management is getting things done by and through others. by and through others.

““Management is set of activities Management is set of activities (including planning and decision (including planning and decision making,organizing, leading and making,organizing, leading and controlling) directed at an controlling) directed at an organization’s resources ( human, organization’s resources ( human, financial, physical and information) financial, physical and information) with the aim of achieving with the aim of achieving organizational goals in an efficient organizational goals in an efficient and effective manner”. -and effective manner”. - Ricky W. Ricky W. Griffin Griffin

CONCEPT OF MANAGEMENTCONCEPT OF MANAGEMENT

“ “Management is the process Management is the process of designing and maintaining of designing and maintaining an environment in which an environment in which individuals, working in a individuals, working in a group, efficiently accomplish group, efficiently accomplish selected aims”. --- selected aims”. --- Heinz Heinz Weihrich and Harold Koontz Weihrich and Harold Koontz

FEATURES OF MANAGEMENT FEATURES OF MANAGEMENT

Management is a functional process consisting Management is a functional process consisting of Planning, Organizing, Leading and of Planning, Organizing, Leading and Controlling. Controlling.

Management is a universal knowledge. It Management is a universal knowledge. It applies to any kind of applies to any kind of

organization and activity. organization and activity. It applies to managers at all levels of It applies to managers at all levels of

organization.organization. The aim of management is to create a surplus.The aim of management is to create a surplus. It is concerned with productivity, which implies It is concerned with productivity, which implies

effectiveness and efficiency.effectiveness and efficiency. Management is a guiding or supervisory task.Management is a guiding or supervisory task. Management is a dynamic process. Management is a dynamic process.

PRINCIPLES OF MANAGEMENTPRINCIPLES OF MANAGEMENT

What is Principle? What is Principle? Principle is the fundamental truth.Principle is the fundamental truth. Principle is the tested guideline for Principle is the tested guideline for

a course of action. a course of action. Henri Fayol in 1916 has given 14 Henri Fayol in 1916 has given 14

principles of management. Others principles of management. Others too have given principles of too have given principles of management. But Fayol in the management. But Fayol in the pioneer in modern time. pioneer in modern time.

Principles of ManagementPrinciples of Management

Division of workDivision of work (Specialization (Specialization belongs belongs to to natural order) natural order)

Authority and responsibility.Authority and responsibility. Discipline.Discipline. Unity of command.Unity of command. Unity of direction. Unity of direction. Subordination of individual Subordination of individual

interest to the general interest.interest to the general interest. RemunerationRemuneration –Fair, reasonable , –Fair, reasonable ,

rewarding rewarding to effort. to effort.

Principles of ManagementPrinciples of Management

Centralization.Centralization. Scalar chain-Scalar chain- line of authority i.e. chain of line of authority i.e. chain of

command into the command into the organisation. organisation.

OrderOrder- A place of everything and everything - A place of everything and everything in its place. in its place.

Equity Equity – Fair and equitable behaviour to all. – Fair and equitable behaviour to all. It is combination of kindliness It is combination of kindliness

and and justice.justice. Stability of tenure.Stability of tenure. Initiative. Initiative. Subordinates should have freedom Subordinates should have freedom

to take initiative. Managers should sacrifice to take initiative. Managers should sacrifice personal vanity.personal vanity.

Esprit de corps.Esprit de corps.

Functions of ManagementFunctions of Management

Planning (and Decision –making)Planning (and Decision –making) Planning is the process of making a blueprint Planning is the process of making a blueprint

of future courses of action. of future courses of action. OrganizingOrganizing Organising is the process of grouping tasks, Organising is the process of grouping tasks,

assigning tasks and authority, coordinating assigning tasks and authority, coordinating tasks and staffing positions with right tasks and staffing positions with right persons. It involves with persons. It involves with

• Departmentation / Departmentalization.Departmentation / Departmentalization.• Organization Structure and Chart.Organization Structure and Chart.• Span of SupervisionSpan of Supervision• Centralization and Decentralization of authority.Centralization and Decentralization of authority.• Delegation of Authority. Delegation of Authority. • StaffingStaffing

LeadingLeading Leading is theLeading is the process of influencing process of influencing

people so that they will contribute to people so that they will contribute to organizational and group goals organizational and group goals enthusiastically. Involves with -enthusiastically. Involves with -• Communication Communication • MotivationMotivation• LeadershipLeadership

Continues Continues

ControllingControlling Controlling is the process of ensuring Controlling is the process of ensuring

conformity of actual performance with conformity of actual performance with planned performance planned performance

Controlling involves following activities: Controlling involves following activities: 1. Plan /Set standard performance1. Plan /Set standard performance 2. Measure actual performance.2. Measure actual performance. 3. Compare actual performance with 3. Compare actual performance with

set standard performance.set standard performance. 4. Take corrective action. 4. Take corrective action.

Skills of Management Skills of Management

Conceptual skill Diagnostic skillConceptual skill Diagnostic skill

Interpersonal skill Technical skillInterpersonal skill Technical skill

Skills of Management Skills of Management

1. Conceptual Skill 1. Conceptual Skill It is the ability to see the big picture It is the ability to see the big picture

view, to recognise significant view, to recognise significant elements in a situation, and to elements in a situation, and to understand the relationships among understand the relationships among the elements. the elements.

It is the ability of a manger to think It is the ability of a manger to think in the abstract.in the abstract.

It is the ability to see the reality as it It is the ability to see the reality as it is. is.

Skills of Management Skills of Management 2. Diagnostic Skill2. Diagnostic Skill It is the ability of a manger to visualise the It is the ability of a manger to visualise the

most appropriate response to a situation. most appropriate response to a situation. It is the ability to design a practical It is the ability to design a practical

solution of a problem. solution of a problem. 3. Interpersonal Skill 3. Interpersonal Skill It is the ability to develop and maintain It is the ability to develop and maintain

relationship with others. relationship with others. It is the ability to work with people.It is the ability to work with people. It is cooperative effort. It is cooperative effort. It is a team work ability. It is a team work ability.

Skills of ManagementSkills of Management 4. Technical Skill 4. Technical Skill It is the ability to do right job in right It is the ability to do right job in right

manner. manner. It is the knowledge and proficiency in It is the knowledge and proficiency in

activities involving methods, activities involving methods, processes, and procedures. processes, and procedures.

Other skills Other skills Communication skill.Communication skill. Decision making skill.Decision making skill. Time management skill.Time management skill.

Management Process Management Process

Planning Organising

Controlling Leading

Managerial Roles Managerial Roles Henry Mintzberg, 1973Henry Mintzberg, 1973

A. Interpersonal Roles A. Interpersonal Roles 1. Figurehead Role1. Figurehead Role 2. Leader Role2. Leader Role 3. Liaison Role3. Liaison Role

B. Informational Roles B. Informational Roles 4. Monitor Role4. Monitor Role 5. Disseminator Role5. Disseminator Role 6. spokesperson Role6. spokesperson Role

C. Decisional RolesC. Decisional Roles 7. Entrepreneur Role7. Entrepreneur Role 8. Disturbance handler Role8. Disturbance handler Role 9. Resource allocator Role9. Resource allocator Role 10. Negotiator Role. 10. Negotiator Role.

10 Top Reasons for Managerial 10 Top Reasons for Managerial DerailmentDerailment

1. Insensitive to others.1. Insensitive to others. 2. Cold, aloof and arrogant.2. Cold, aloof and arrogant. 3. Betrayal of trust.3. Betrayal of trust. 4. Overly ambitious.4. Overly ambitious. 5. Specific performance problems.5. Specific performance problems. 6. Over managing .6. Over managing . 7. Unable to stff effectively.7. Unable to stff effectively. 8. Unable to think strategically.8. Unable to think strategically. 9. Unable to adapt to boss with different styles.9. Unable to adapt to boss with different styles. 10. Over-dependent on advocate or mentor. 10. Over-dependent on advocate or mentor. Ref. Morgan W. McCall Jr. and Michael M. Ref. Morgan W. McCall Jr. and Michael M.

Lombardo (1983) , What Makes a Top Lombardo (1983) , What Makes a Top Executive.Executive.

Environment of Management Environment of Management

Internal Environment Internal Environment /Micro/Controllable/Direct action /Micro/Controllable/Direct action environment/Internal stakeholders.environment/Internal stakeholders.

External Environment/ Mega/ External Environment/ Mega/ Indirect-action/General envrionment/ Indirect-action/General envrionment/ External Stakeholers. External Stakeholers.

Internal EnvironmentInternal Environment

Internal environment consist of those Internal environment consist of those actors and forces upon which actors and forces upon which management has control. management has control.

It has direct influence on the It has direct influence on the operation of the organization. operation of the organization.

It includes workers, board of It includes workers, board of directors, customers, own directors, customers, own technology, shareholders, financial technology, shareholders, financial position, quality of management, position, quality of management, lenders etc.lenders etc.

External EnvrionmentExternal Envrionment

External environment consists of those External environment consists of those actors and forces upon which actors and forces upon which management has no control. management has no control.

It has indirect influence on the operations It has indirect influence on the operations of the organization. of the organization.

It is homogeneous for all the It is homogeneous for all the organisations. organisations.

It includes- demographic, economic, It includes- demographic, economic, political –legal, socio-cultural, political –legal, socio-cultural, technological, ecological, internationaltechnological, ecological, international