LOGO M.S.RAMAIAH INSTITUTE OF TECHNOLOGY (Autonomous, Affiliated to Visveshwaraya Technological University, Belgaum) M.S.R.I.T Post, Bangalore - 560054 ROLE OF MANAGEMENT IN SHAPING ORGANISATION By GOUTHAM G SHETTY- 1MS09MBA18 Under the guidance of Sreedhar N M.B.A, Lecturer Coordinated by M Rizwana M.B.A,(Ph.D) Lecturer
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LOGOM.S.RAMAIAH INSTITUTE OF TECHNOLOGY
(Autonomous, Affiliated to Visveshwaraya Technological University, Belgaum)
M.S.R.I.T Post, Bangalore - 560054
ROLE OF MANAGEMENT IN SHAPING ORGANISATION
By
GOUTHAM G SHETTY- 1MS09MBA18
Under the guidance of
Sreedhar N M.B.A,
Lecturer
Coordinated by M Rizwana M.B.A,(Ph.D)
Lecturer
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MEANINGSMANAGEMENT PYRAMIDFUNCTIONS AND RESPONSIBILITIESROLES OF MANAGEMENT (MITZBERG)THREE SCENARIOSLITERATURE SITED LEARNING EXPERIENCECONCLUSION
CONTENTS
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Management in all business areas and organizational activities are the acts of getting people and resources together to accomplish desired goals and objectives.
Management
- Italian word maneggiare (to handle especially a horse), derives from the Latin manus (hand).- The process of Planning, Organizing, Leading, and Controlling to achieve organizational goals
o Middle English word administration, which is in turn derived from the French administration, itself derived from the Latin administratio - a ad ("to") and ministratio ("give service")
Interpretation of the policy set by an organization’s board of directors, and its translation into executive action
.
organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal.
Organization
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First-lineManagers
MiddleManagers
TopManagers
President, CEO, VP • Make long-range plans• Establish policies• Represent the company
The Management Pyramid
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First-lineManagers
MiddleManagers
TopManagers
• Implement goals• Make decisions• Direct first-line managers
Sr PM, PM, Controller, MarketingManager, Sales Manager
•Formation of business policy• Mission• Vision • Objectives• Strategy
InformationalInformational
DecisionalDecisional
InterpersonalInterpersonal
The Roles ofManagementThe Roles ofManagement
+ Innovator!Taken from mitzberg
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founded by the Indian industrialist Dhirubhai Ambani in 1966. Dhirubhai's ability to manipulate the levers of a controlled
economy to his advantage. TURN OVER OF 70 crores in 1976/77. innovative instruments like convertible debentures from the 1980 Reliance Industries Limited is India's largest private
sector company by market value, with an annual turnover of US$ 44.6 billion and profit of US$ 3.6 billion for the fiscal year ending in March 2010 making it one of the largest India's private sector companies
Reliance contributes to 10% of India’s total indirect tax and 6% of her total exports.
10/10/2010- 2nd Among world’s largest value creators (BCG Report/ECONOMIC TIMES)
Short sightednessInertia to changeLack of PlanningLack of InnovationManagement IssuesOperational challenges in terms of
optimization of resourcesLack of accountability
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Conclusion Organizations future depend on quality of
management "Good management is the art of making problems so
interesting and their solutions so constructive that everyone wants to get to work and deal with them."—Paul Hawken, Natural Capitalism
"I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people."— Thomas J. Watson, Jr.A Business and its Beliefs (1963)
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LEARNING EXPERIENCE understand the key roles and activities of a manager’s
job understand how management competencies relate to the
different managerial roles and levels at which managers perform
distinguish between management as a form of control and management as a form of leadership
Sneak peek into working of different organizations their strength and weaknesses
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LITERATURE CITED
Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill. pp. 19. ISBN 978-0-07-302743-2.
Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill. pp. 20. ISBN 978-0-07-302743-2.
RELIANCE Times of India- pg 21/BCG 2010 value Creators Report dated 10 september http://www.ril.com/html/investor/10_yearshighlight.html http://en.wikipedia.org/wiki/Reliance_Industries http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4369 DATA FROM DHIRUBHAISM AUTHORED BY A G KRISHNAMURTHY