Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY...

IntroductionIntroduction

Modern managers need vision, authenticity Modern managers need vision, authenticity and persistence and persistence to handle the to handle the FOUR KEY REALITIES,FOUR KEY REALITIES,

Only certainty today is change (challenging Only certainty today is change (challenging goals motivate people to strive for goals motivate people to strive for improvement)improvement)

Speed, teamwork & flexibilitySpeed, teamwork & flexibility Need to stay close to the customerNeed to stay close to the customer Continuous improvement and lifelong learning Continuous improvement and lifelong learning

Every manager, Every manager, regardless of level or regardless of level or scope of scope of responsibility, is either responsibility, is either part of the solution or part of the solution or part of the problem.part of the problem.

ManagerManager someone who works with and through other someone who works with and through other

people by coordinating their work activities in people by coordinating their work activities in order to accomplish organizational goalsorder to accomplish organizational goals

Point of Distinction Top Level Management

Middle Level Management

Lower Level Management

Action focus A small group of policy makers deciding the fate of an organisation.

Act as a connecting link between top and lower level people and manage activities of other managers.

These managers are in direct contact with employees.

Representation Chief Executive Officer, President, Chairman, Managing Director, etc.

Functional Heads (Marketing Manager, HR manager, etc.) and immediate subordinates.

Section Head, Supervisor, First-Line manager, etc.

Nature of work They generally spend most of their time with peers, outsiders and to a lesser extent, subordinates. A top manager’s schedule is typically hectic.

Middle managers, compared to supervisors, are far less physically active and far more involved in paper work and meetings. Their job is less hectic, more reflective and more frustrating.

Generally physically active, experience frequent interruption, often shift back and forth between tasks and spend most of their time with subordinates and peers caring for monetary problems.

What Is Management?What Is Management?

ManagementManagement the process of coordinating work activities so the process of coordinating work activities so

that they are completed efficiently and that they are completed efficiently and effectively with and through other peopleeffectively with and through other people

© Prentice Hall, 2002

• EfficiencyEfficiency - getting the most output from the least amount - getting the most output from the least amount of inputsof inputs

““doing things right”doing things right”concerned with meansconcerned with means

• EffectivenessEffectiveness - completing activities so that organizational - completing activities so that organizational goals are attainedgoals are attained

““doing the right things” doing the right things” concerned with endsconcerned with ends


Management Strives For:Low resource waste (high efficiency)

High goal attainment (high effectiveness)

ResourceUsage

Efficiency (Means)

GoalAttainment

Effectiveness (Ends)

Low Waste High Attainment


Management is an art and science of getting things done thru and with the help of others.

Management is the social process of planning, organizing ,staffing ,directing, coordinating & controlling for the determination & achievement of organizational objectives in a dynamic environment.

PlanningPlanning – –

What ,how, whenWhat ,how, when of performance of performance

•Predetermined course of actionPredetermined course of action•defining goals,defining goals,• establishing strategies for achieving those establishing strategies for achieving those goalsgoals•developing plans to integrate and developing plans to integrate and coordinate activitiescoordinate activities

OrganizingOrganizing - - determining what tasks are to be determining what tasks are to be done, who is to do them, how the tasks are to done, who is to do them, how the tasks are to be grouped, who reports to whom, and where be grouped, who reports to whom, and where decisions are madedecisions are made

StaffingStaffingProcure suitable personnelProcure suitable personnelIncludesIncludes HRPHRP RecruitmentRecruitment SelectionSelection Placement, induction, OrientationPlacement, induction, Orientation Transfer, PromotionTransfer, Promotion Training & developmentTraining & development


DirectingDirecting - - leading and motivating all leading and motivating all involved parties and dealing with involved parties and dealing with employee behavior issuesemployee behavior issuesInvolvesInvolvesCommunicationCommunicationMotivationMotivationLeadershipLeadership

CoordinatingCoordinatingEstablishing such relationships among various parts of the organization that they all together pull in the direction of the organizational objectives.InvolvesClear definition of authority-responsibility relationshipUnity of directionUnity of command

ControllingControlling - - monitoring activities to ensure that they are going as plannedMeasurement of performance against predetermined goals Deviations to be found out & necessary corrective actions taken

Management processManagement process• set of ongoing decisions and work activities in set of ongoing decisions and work activities in

which managers engage as they plan, organize, which managers engage as they plan, organize, lead, and controllead, and control

• managerial activities are usually done in a managerial activities are usually done in a continuous manner continuous manner


MANAGEMENT ROLES specific categories of managerial behaviorspecific categories of managerial behavior

• InterpersonalInterpersonal - involve people and duties that - involve people and duties that are ceremonial and symbolic in natureare ceremonial and symbolic in nature

• InformationalInformational - receiving, collecting, and - receiving, collecting, and disseminating informationdisseminating information

• DecisionalDecisional - revolve around making choices- revolve around making choices emphasis that managers give to the various emphasis that managers give to the various

roles seems to change with their roles seems to change with their organizational levelorganizational level

MINTZBERG’S MANAGERIAL ROLESMINTZBERG’S MANAGERIAL ROLES


MANAGEMENT SKILLSMANAGEMENT SKILLS TechnicalTechnical - knowledge of and proficiency in a certain - knowledge of and proficiency in a certain

specialized fieldspecialized field HumanHuman - ability to work well with other people both - ability to work well with other people both

individually and in a groupindividually and in a group ConceptualConceptual - ability to think and to conceptualize about - ability to think and to conceptualize about

abstract and complex situationsabstract and complex situations• see the organization as a wholesee the organization as a whole• understand the relationships among subunitsunderstand the relationships among subunits• visualize how the organization fits into its broader environmentvisualize how the organization fits into its broader environment


SKILLS NEEDED AT DIFFERENT MANAGEMENT SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELSLEVELS


What Is An Organization?What Is An Organization? OrganizationOrganization

a deliberate arrangement of people to accomplish a deliberate arrangement of people to accomplish some specific purposesome specific purpose• elements of definitionelements of definition

each organization has a distinct purposeeach organization has a distinct purpose each organization is composed of peopleeach organization is composed of people all organizations develop some deliberate structureall organizations develop some deliberate structure

today’s organizations have adopted:today’s organizations have adopted:• flexible work arrangementsflexible work arrangements• open communicationsopen communications• greater responsiveness to changesgreater responsiveness to changes


THE CHANGING ORGANIZATIONTHE CHANGING ORGANIZATION


ReferencesReferences

Management-Robbins & CoulterManagement-Robbins & Coulter

Management-Stoner & FreemenManagement-Stoner & Freemen

Management-V. S. P. RaoManagement-V. S. P. Rao

Management-DaftManagement-Daft

Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY...

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