Mgt 1

Principles of Principles of ManagementManagement

Ch # 1Ch # 1

What are the functions of What are the functions of Management?Management?

OR OR

What is Management Process?What is Management Process?

Management ProcessManagement Process

Management process is composed of four activities Management process is composed of four activities

1.1. PlanningPlanning

2.2. OrganizingOrganizing

3.3. LeadingLeading

4.4. ControllingControlling

PlanningPlanning

Management functions that involves the Management functions that involves the

process of defining goals, establishing process of defining goals, establishing

strategies for achieving those goals and strategies for achieving those goals and

developing plans to integrate and coordinate developing plans to integrate and coordinate

activitiesactivities

PlanningPlanning

Planning is determining in advance: -Planning is determining in advance: -

a)a) What is to be done?What is to be done?

b)b) How it is to be done?How it is to be done?

c)c) When it is to be done?When it is to be done?

d)d) Who will do it?Who will do it?

OrganizingOrganizing

Management function that involves the Management function that involves the

process of determining what tasks are to be process of determining what tasks are to be

done, who is to do them, how the tasks have to done, who is to do them, how the tasks have to

be grouped, who reports to whom, and where be grouped, who reports to whom, and where

decisions are to be madedecisions are to be made

we can say that organizing includes:we can say that organizing includes:

What tasks are to be done? What tasks are to be done? (Activity)(Activity) Who is to do them? Who is to do them? (People)(People) What physical resources are required? What physical resources are required?

(Resources)(Resources) And who reports to whom. And who reports to whom. (Structure)(Structure)

OR

OrganizingOrganizing

Organizing is the establishment of relationship Organizing is the establishment of relationship between thebetween the

ActivitiesActivities PersonsPersons Physical factorsPhysical factors

Organizing

Activities

PersonsPhysical factors

LeadingLeading

Management functions that involves: Management functions that involves:

motivating subordinatesmotivating subordinates

influencing individuals or teams as they workinfluencing individuals or teams as they work

selecting the most effective communication channels selecting the most effective communication channels

oror

dealing with any employee behavior issuesdealing with any employee behavior issues

Controlling Controlling

Management functions that involving monitoring Management functions that involving monitoring

actual performance, comparing actual to actual performance, comparing actual to

standard, and taking action, if necessarystandard, and taking action, if necessary

The Controlling process consist The Controlling process consist of of

1.1. MeasuringMeasuring

2.2. ComparingComparing

3.3. CorrectingCorrecting

Management FunctionsManagement Functions

Planning

Defining goals,establishingstrategy, anddevelopingsubplans tocoordinateactivities

Lead toOrganizing

Determiningwhat needsto be done,how it willbe done, andwho is to do it

Leading

Directing andmotivating allinvolved partiesand resolvingconflicts

Controlling

Monitoringactivitiesto ensurethat they areaccomplishedas planned

Achieving theorganization’s

statedpurpose

Basic Basic Managerial Managerial

Roles & SkillsRoles & Skills

Managerial RolesManagerial Roles

The managerial roles are divided into three The managerial roles are divided into three basic categories identified by Henry basic categories identified by Henry Mintzberg.Mintzberg.

1.1. Interpersonal RoleInterpersonal Role

2.2. Informational RoleInformational Role

3.3. Decisional RoleDecisional Role

Managerial RolesManagerial Roles

Interpersonal RoleInterpersonal RoleManagerial roles that involve people and other duties that Managerial roles that involve people and other duties that

are ceremonial and symbolic in natureare ceremonial and symbolic in nature

Informational RoleInformational RoleManagerial roles that involve receiving, collecting and Managerial roles that involve receiving, collecting and

disseminating informationdisseminating information

Decisional RoleDecisional RoleManagerial roles that revolve around making choices.Managerial roles that revolve around making choices.

Interpersonal RoleInterpersonal Role

InterpersonalInterpersonal

1.1. FigureheadFigurehead

2.2. LeaderLeader

3.3. LiaisonLiaison

Attending ribbon-cuttingAttending ribbon-cuttingceremony for new plant.ceremony for new plant.

Encouraging employees Encouraging employees to improve to improve productivityproductivity

Coordinating activitiesCoordinating activitiesof two project groupsof two project groups

InformationalInformational

InformationalInformational

1.1. Monitor Monitor

2.2. DisseminatorDisseminator

3.3. SpokespersonSpokesperson

Scanning industry Scanning industry reports toreports to

stay updated regardingstay updated regardingdevelopmentsdevelopments

Sending memos Sending memos outliningoutlining

new organizational new organizational initiativesinitiatives

Making a speech to Making a speech to discussdiscuss

growth plansgrowth plans

DecisionalDecisional

DecisionalDecisional

1.1. EntrepreneurEntrepreneur

2.2. Disturbance Disturbance handlerhandler

3.3. Resource Resource allocaterallocater

4.4. NegotiatorNegotiator

Developing new ideas Developing new ideas forfor

innovationinnovation

Resolving conflictResolving conflictbetween two sub-between two sub-

ordinatesordinates

Reviewing and revisingReviewing and revisingbudget requestsbudget requests

Reaching agreement Reaching agreement with awith a

key supplierkey supplier

InterpersonalInterpersonal

1.1. FigureheadFigurehead

2.2. LeaderLeader

3.3. LiaisonLiaison

Attending ribbon-cutting ceremony for new plant.Attending ribbon-cutting ceremony for new plant.

Encouraging employees to improve productivityEncouraging employees to improve productivity

Coordinating activities of two project groupsCoordinating activities of two project groups

InformationalInformational

1.1. Monitor Monitor

2.2. DisseminatorDisseminator

3.3. SpokespersonSpokesperson

Scanning industry reports to stay abreast ofScanning industry reports to stay abreast ofdevelopmentsdevelopments

Sending memos outlining new organizational Sending memos outlining new organizational initiativesinitiatives

Making a speech to discuss growth plansMaking a speech to discuss growth plans

DecisionalDecisional

1.1. EntrepreneurEntrepreneur

2.2. Disturbance Disturbance handlerhandler

3.3. Resource Resource allocaterallocater

4.4. NegotiatorNegotiator

Developing new ideas for innovationDeveloping new ideas for innovation

Resolving conflict between two sub-ordinatesResolving conflict between two sub-ordinates

Reviewing and revising budget requestsReviewing and revising budget requestsReaching agreement with a key supplierReaching agreement with a key supplier

Ten Basic Management Roles

Managerial SkillsManagerial Skills

There are number of skills that a Manager There are number of skills that a Manager needs but four of them are the most important needs but four of them are the most important to their success:to their success:

Technical SkillsTechnical Skills Interpersonal SkillsInterpersonal Skills Conceptual SkillsConceptual Skills Diagnostic SkillsDiagnostic Skills

Technical SkillsTechnical SkillsKnowledge and proficiency in a specialized Knowledge and proficiency in a specialized

field is termed as technical skill.field is termed as technical skill.

ExampleExample

Engineer can better head on engineering firmEngineer can better head on engineering firm

Interpersonal SkillsInterpersonal SkillsThe ability to work well with other people individually The ability to work well with other people individually and in a group.and in a group.

ExampleExample

o To Resolve ConflictTo Resolve Conflicto Motivation of subordinatesMotivation of subordinates

Conceptual SkillsConceptual Skills

The manager’s ability to think and to The manager’s ability to think and to conceptualize about abstract and complex conceptualize about abstract and complex situations are called Conceptual Skills. situations are called Conceptual Skills.

ExampleExample

Decline in saleDecline in sale

Skills Needed at Different Skills Needed at Different Management LevelsManagement Levels

TopManagers

MiddleManagers

Lower-levelManagers

Importance

ConceptualSkills

HumanSkills

TechnicalSkills

Why Study Management?Why Study Management?

The Value of Studying ManagementThe Value of Studying Management

The universality of managementThe universality of management Good management is needed in Good management is needed in

All levels of organizationAll levels of organization All areas of organizationAll areas of organization All types of organizations All size of organizations

The reality of workThe reality of work Employees either manage or are managedEmployees either manage or are managed

All organizational areas Manufacturing-marketing-

human resources-accounting-information systems-etc.

Management is

NeededIn…..

All types of organizations Profit Non-for-profit.

All Size of organizations Small Large

All organizational levels Bottom Top

UNIVERSAL NEED FOR MANAGEMENT

Let’s stop

it here