1 Mod Management

7/29/2019 1 Mod Management

1/86

The pyramids of Egypt


2/86

The great wall of China


3/86

We cannot do todays job with

yesterdays methods and be inbusiness tomorrow

--- Nelson Jackson


4/86

A Group of Donkeys lead by a lion can

defeat a group of lions lead by a donkey

---Socrates


5/86

Definition of Management:

Its Nature and Purpose

Management is the process of

designing and maintaining an

environment in which individuals,working together in groups, efficiently

accomplish selected aims.


6/86

DEFINITIONS OF MANAGEMENT

1. F. W. Taylor: Management is the art of knowing exactly what you want

(the men) to do, and then seeing that it is done in the best and the

cheapest way.

2. Peter. F. Drucker: Management is a multipurpose organ that managesbusiness, manages managers, and manages workers and work.

3. Louis Allen: Management is what a manager does.

4. Koontz and weihrich: management is the process of designing andmaintaining an environment in which individuals, working together in a

group, efficiently accomplish selected goals.

5. Finally, the term can be defined as: Management is a process of planning,

organizing, staffing, directing, and controlling human efforts to achieve

organisational objectives effectively.


7/86

MANAGEMENT IS AN ART OR SCIENCE


8/86

Managing: Science or Art?

Managing as practice is an art; the

organized knowledge underlying the

practice may be referred to as ascience.


9/86

MANAGEMENT AS ART OR SCIENCE

Management as An Art: Art can be defined as:An art means practical know-how or skills in getting

the desired result with less efforts, less cost, and less time.

Since all main conditions of an art are satisfied with management, the conclusion is that

management is an art.

MANAGEMENT AS A SCIENCE:Science can be defined as: A science is a fact-based, critically tested

systematized body of knowledge pertaining to a specific field. The knowledge is accumulated through

study, experience and experimentation. The scientific knowledge produces impersonal results, and

it can be empirically tested and universally applied.

The conclusion is that management is not an exact science like chemistry, mathematics, biology, or

physics.

Conclusion: Management is both a science and an art. Finally, we can say that management is the

artful science a science with an art.


10/86

NATURE OR CHARACTERISTICS OFMANAGEMENT

1. Management is a Process

2. Abstract Phenomenon

3. Goal-oriented

4. Decision-making5. Working with and Through People

6. Factor of Production

7. Integrated Activity

8. As Art and a Science

9. Management as a Profession

10.Management as a Universal Activity

11.Multidisciplinary Subject


11/86

Management is a Process

A process consists of a series of

interrelated activities or steps to be

followed in a sequence and it alwaysrestarts with the first step.


12/86

Abstract Phenomenon

Management cannot be seen or

touched like a physical object.

It is invisible/intangible knowledge.

The knowledge consists of concepts,

functions, principles etc. and is used to

obtain the desired results.


13/86

Goal-oriented

The primary task of management is

achievement of goals.

The goals can be defined as the endexpected results that can be actualized

in the future.

If one has nothing to achieve, there isno need of management.


14/86

Decision-making

Every function of management consist

of a set of decisions.

Success of an org depends on thequality of decisions taken by its

managers.


15/86

Working with and Through People

A manager makes the people in an org

to work.

He himself doesn't perform the actualwork but is responsible for leading,

motivating, directing and controlling the

efforts of people to get the desiredresults.


16/86

Factor of Production

It is the managers job to see the factors

of production are organised and

coordinated in an optimum manner toget maximum possible results.


17/86

Integrated activity

Management integrates the activities and

functions of various groups and departments.

Integration is necessary to ensure that allpeople, groups, and departments work

consciously and actively for the same

purpose.

If they are not integrated the effort get

neutralized, and consequently fail to achieve

the objectives.


18/86

As art and a science

Management is both as art and a

science.

An art concerns with practical use ofmanagerial knowledge and a science

concerns with systematic development

of knowledge.


19/86

As a profession

A profession is specialized knowledge

which is based on intensive study,

experience and observation, and isused to serve others for fees.

Management is considered an emerging

profession moving towards professionalstatus.


20/86

Management as a universal activity

Management is universal with reference

to fundamentals- concepts, processes,

principles, and functions. But it is not considered universal in

practice.


21/86

Multi-disciplinary subject

Management has enriched its

knowledge by borrowing concepts,

principles, and theories from disciplineslike economics, marketing, sociology,

psychology, etc.

Management is a combination of allthese subjects or disciplines.


22/86

Other characteristics

It is a system of authority

It is a field of study or a discipline

It is a multipurpose organ

It follows a dynamic approach

It is essentially a leadership activity

It is an organised activity

It is a relationship among resources

It is a social system It is what a manager does, but not what a manager is

It is a group of functions, and not a group of people


23/86

The Functions of Management

The five managerial functions around

which managerial knowledge are

organized: planning, organizing,staffing, directing, controlling.


24/86

MANAGEMENT PROCESS OR FUNCTIONS OFMANAGEMENT

1.Planning (including forecasting and decision-making)

2.Organizing (including delegating)

3.Staffing (including manpower planning, recruitment and selection, training and

development, etc.)

4.Directing (including motivation, leadership, communication, and supervision) Also

called coordination because coordination is the result of direction

5.Controlling (including budgeting and reporting)


25/86

Levels in management

Lower level management

Senior supervisors Functional supervisors Frontline supervisors

Middle level management

Departmental heads Divisional heads Sectional officers

Top level management

Board of directors Chairman Chief executive


26/86

Functions of top level management

Analyze and evaluate the business environment and determine the

firms response to it

Determine the objectives

Formulate policies, rules, procedures, budget.

Decide the structure of the org

Deal with financial and technological issues

Integrate the efforts of departmental heads

Motivate emp and boost their morale

Build and maintain healthy public relations, and represent the unit tothe outside world ( stake holders/public)

Guide , supervise, review and control middle level executives

Strategic decisions such as contracts, mergers, acquisitions.


27/86

Functions of middle level management

Carry out operations according to the plan formulated by top

level

Make arrangement for necessary resources and facilities for the

department Coordinate and control efforts of people working in their

department

Serve the link b/w the top and operating level

Recruit , select and train the supervisory personnel

Motivate emp working at lower level

Collect and analyze necessary information and prepare report

for top mgmt.


28/86

Functions of lower level management

Implement operational plans to carry out day- to day activities

effectively.

Deal with recruitment and training of workers

Communicate problems with higher authorities and seek forsuitable soln.

Report the performance of workers to higher authority

Manage necessary materials and facilitate for workers

Create and maintain healthy work climate

Maintain discipline and order at work place

Supervise and control activities of workers/salesmen


29/86

Main Purpose of the Managers Job

To achieve and exceed the Assignedobjective by ensuring that each and

every member of the team achievesand / or surpasses his / her respectiveobjective.


30/86

A Good Manager has..

the capability to get people of

ordinary ability to perform in anextraordinary manner!


31/86

5 Differences

Worker

Works alone

Does the work

Like a player in the

team

Is lead and Managed

Responsibility:Single

Manager

Works with others

Develops

people/customers

Like a coach and a

counsel; Pitches in as

player when needed.

Is the Leader/Manager

according to the

condition

Responsibility : Various


32/86

Key Responsibilities

Ensuring achievement of assigned Teams and individual team membersobjectives

Decision Making

Ensuring his objectives achievement covering up deficit of anyone in histeam.

Focus on Brands / New Products

Distribution Channel Management

Timely Reporting and Feedback

Developing Team Members

Market Development

Market Intelligence

Strong Customer Focus

Planning, Monitoring & Controlling

Appraising &Reviewing

Necessary course corrections


33/86

A Good Manager will..

always succeed in getting more output

and better results from his team members

and they will deliver this willingly!


34/86

Managers : Ineffective v/s

EffectiveIneffective Manager

Appeaser

Bully Caddy

Despondent

Excavator

Favoritism

Gutter Inspector

Hindsight

Effective Manager

Advisor

Benefactor Cheer Leader

Decisive

Example Setter

Fair

Generous

Honest


35/86

Managers : Ineffective v/s

Effective Insecure

Jealous

Know-all Loner

Manipulator

Nag

Opinionated

Pillion Rider

Quashes new ideas

Innovator

Judicious

KnowledgeResource

Leader

Motivator

Negotiator Open minded

Perseverant

Quality Conscious


36/86


37/86


38/86

The Managerial Roles Approach

(Mintzberg)

InterpersonalRoles

Figurehead

Leader

Liaison

InformationalRoles

Monitor

Disseminator

Spokesperson

DecisionalRoles

Entrepreneur

Disturbancehandler

ResourceAllocator

Negotiator


39/86

Interpersonal Roles

Figure head

A manager performs duties of legal or ceremonial nature, such as

welcoming visitors, giving testimonials to emp and performing other

similar roles.

Leader

A manager provides a dynamic leadership to his subordinates by

guiding, instructing and motivating them and maintaining healthy

relationships with them.

Liaison

Performance of any org depends on the relationship among its

different departments and branches.

In this role, manager establishes horizontal contacts among various

departments and their activities.


40/86

Informational Roles

Monitor

Manager receives and analyzes info from i/o the org and

transmit the same to appropriate people

Disseminator He disseminates the info by mail, phone, meeting and other

suitable media.

Spokesperson

He acts as a representative of the org to transmit the info tooutside world. He plays the role of a spokesperson with

trade unions, media, govt officials, and others.


41/86

Decisional Roles

Entrepreneur

A manager assumes the role of an entrepreneur when he initiates changes in the org to

bring about innovation and improvement in the existing methods or tech.

Disturbance handler

He acts as a troubleshooter and provides speedy soln in a crisis. In case of an

accident, breakdown of machines, dispute or conflict among emp, strike, lockout, loss

of valuable customers, failure of contracts etc.

Resource Allocator

He has to decide on the allocation of the resources in such a way that every individual

or dept gets adequate resources.

Negotiator

He is often required to negotiate with parties within and outside the org to arrive at anamicable and profitable settlement.

He negotiates with subordinate for better commitment for loyalty, with peers for

coordination and integration, with workers and trade unions for work related conditions,

with govt facilities, with other parties for extending necessary support.


42/86

Managerial Functions at Different

Organizational Levels

All managers carry out managerial

functions, but the time spent for each

function may differ.


43/86

Fig. 1-1 Time Spent in Carrying Out

Managerial Functions


44/86

Managerial Skills and the Organizational

Hierarchy

The four skills required of

administrators:

Technical skills

Human skills

Conceptual skills

Design skills


45/86

Fig. 1-2 Skills and Management Levels


46/86


47/86


48/86

The Evolution of Management Thought

& Patterns of Management Analysis

Frederick Taylor and ScientificManagement

Fayol, the Father of Modern OperationalManagement Theory

Elton Mayo and F. Roethlisberger andthe Hawthorne Studies

Recent Contributors to ManagementThought, including Peter Drucker


49/86

Bureaucracy by Max Weber

Max Weber (1864-

1920)

German sociologist


50/86

Characteristics of bureaucracy

Jobs are divided into specialized tasks

Standardized process-rigorous rules

Well defined hierarchy

Life long employment

Career progression based on

qualifications

Centralized power


51/86

Scientific Management

Frederick Winslow

Taylor(1856-1915)

1878- joined as worker at

Midvale steel works.

Graduated in science and

engineering through

evening study

1898- joined Bethlehem

steel company asEngineer


52/86

Taylor's Principles of


1. Replacing rules of thumb with science (organizedknowledge)

2. Obtaining harmony in group action, rather than

discord3. Achieving cooperation of human beings, ratherthan chaotic individualism

4. Working for maximum output, rather than restrictedoutput

5. Developing all workers to the fullest extent possiblefor their own and their company's highestprosperity


53/86


Studied the work processes and introducedOne best way to do the job

Differential wages linked to productivity

Careful selection and training of workersDivision of labour and distribution of work betweenmanagement and workers

Harmonious relationships between management andworkers

Specialization and division of labourTime and motion study

Overall objective- efficiency of the labour

Limitations of scientific


54/86

Limitations of scientific

management

Impersonal approach

Emphasis only on material needs

Monotonous and boring jobsExploitation device

Anti democratic

Harsh and difficult to perform


55/86


56/86

Administrative theory

Industrial activities are classified into six

categories

TechnicalCommercial

Financial

AccountingSecurity

Managerial


57/86


58/86


59/86


60/86


61/86


62/86


63/86


64/86


65/86


66/86


67/86


68/86


69/86


70/86


71/86


72/86


73/86


74/86


75/86


76/86


77/86


78/86


79/86


80/86


81/86


82/86


83/86


84/86


85/86


86/86

1 Mod Management

Documents

Transcript of 1 Mod Management