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Management

FunctionsPRESENTED

BY

PREETI MISHRA

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Managersand Managing

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Management Key Concepts

Organizations: People working together andcoordinating their actions to achieve specificgoals.

Goal: A desired future condition that theorganization seeks to achieve.

Management: The process of usingorganizational resources to achieve theorganizations goals by...

Planning, Organizing, Leading, and Controlling

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Additional Key Concepts

Resources are organizational assets andinclude: People,

Machinery, Raw materials, Information, skills, Financial capital.

Managers are the people responsible forsupervising the use of an organizationsresources to meet its goals.

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Achieving High Performance

Organizations must provide a good or

service desired by its customers.

David Johnson of Campbell Soup manageshis firm to provide quality food products.

Physicians, nurses and health careadministrators seek to provide healing from

sickness.

McDonalds restaurants provide burgers,fries and shakes that people want to buy.

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Organizational Performance

Measures how efficiently and effectivelymanagers use resources to satisfy customers andachieve goals.

Efficiency:A measure of how well resources areused to achieve a goal.

Usually, managers must try to minimize the inputof resources to attain the same goal.

Effectiveness:A measure of the appropriateness ofthe goals chosen (are these the right goals?), andthe degree to which they are achieved.

Organizations are more effective when managerschoose the correct goals and then achieve them.

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PURPOSE OF MANAGEMENT

MANAGEMENT IS ESSENTIAL TO ACHIEVE THE

MOST

M = MISSION

O = OBJECTIVE

S = STRATEGIES

T = TACTICS

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MANAGEMENTDEAL WITH INTERNAL AND

EXTERNAL ENVIRONMENT

INTERNAL ENVIRONMENT

ORGANIZATIONAL STRUCTURE

FINANCES

MARKITING

PRODUCTION

HUMAN RESOURCE

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EXTERNAL ENVIRONMENT

SOCIAL AND CULTURAL

TECHNICAL

ECONOMIC

POLITICALINTERNATIONAL

NATURAL

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MANAGEMENT IS SCIENCE AS WELL AS AN

ART ALSO?

WHAT IS SCIENCE?

SCIENCE IS A BODY OF KNOWLEDGE DEVELOPEDSYSTEMATICALLY, BASED ON

1. OBSERVATIONS

2. MEASUREMENT

3. EXPERIMENTATION

4. DRAWING INEFERENCES BASED ON DATA

THE KNOWLEDGE CAN BE VARIFIED THROUGHCAUSES AND EFFECT .THE KNOWLEDGEPROVIDES PRINCIPLES, THEORY AND LAWS.

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Body of knowledge is developed systematically.

Management knowledge is developed through a number

of systems like input-output system, organizational

system, functional system etc.Management knowledge is developed through

observation, measurement and experimentation.

Inferences are drawn based on data analysis.

MANAGEMENT SATISFIES THE

CHARACTERISTICS OF SCIENCE LIKE

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WHAT IS AN ART?

Art is understanding how a particular can be done.Art is acquired conscious efforts and practice.

Management is getting things done by and throughother people. They have to continuously analyze the

environment and formulate the plans and strategies. Theyhave to modify the strategies based on environmentalchanges. The principle of management and theoriescannot be implemented by learnt, in the real world theyare applied after making necessary modifications based

on the real life situation.

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Managerial Functions

Henri Fayol was the first to describe the fivemanagerial functions when he was the CEO ofa large mining company in the later 1800s.

Fayol noted managers at all levels, operating ina for profit or not for profit organization, mustperform each of the functions of:

Planning,

Organizing,

Staffing,

Directing,

Controlling.

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MANAGEMENT PROCESS

PLANNING

CONTROLLINGDIRECTING

STAFFING

ORGANISING

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Planning

Planning is the process used by managers toidentify and select appropriate goals andcourses of action for an organization.

3 steps to good planning :1. Which goals should be pursued?

2. How should the goal be attained?

3. How should resources be allocated?

The planning function determines howeffective and efficient the organization is anddetermines the strategy of the organization.

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Organizing

In organizing, managers create the structure ofworking relationships between organizationalmembers that best allows them to work together andachieve goals.

Managers will group people into departmentsaccording to the tasks performed. Managers willalso lay out lines of authority and responsibility formembers.

An organizational structure is the outcome oforganizing. This structure coordinates and motivatesemployees so that they work together to achieve

goals.

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STAFFING

Staffing is acquiring , developing, utilizing and

compensating human resources necessarily to achieve

organizational goals. Human resource help the process of

converting inputs into outputs and achieving customersatisfaction .

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DIRECTING

Directing involve Leading , influencing and motivating the

people to perform organizational tasks and to convert

input into output . It includes :

Motivation

Leadership

Communication

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Leading

In leading, managers determine direction, statea clear vision for employees to follow, and

help employees understand the role they play

in attaining goals.Leadership involves a manager using power,

influence, vision, persuasion, and

communication skills.The outcome of the leading function is a high

level of motivation and commitment from

employees to the organization.

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Controlling

In controlling, managers evaluate how well theorganization is achieving its goals and takes

corrective action to improve performance.

Managers will monitor individuals, departments,and the organization to determine if desired

performance has been reached. Managers will also

take action to increase performance as required.

The outcome of the controlling function is the

accurate measurement of performance and

regulation of efficiency and effectiveness.

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Managerial Skills

There are three skill sets that managers needto perform effectively.

1. Conceptual skills:the ability to analyze anddiagnose a situation and find the cause and effect.

2.Human skills:the ability to understand, alter, lead,and control peoples behavior.

3. Technical skills:the job-specific knowledgerequired to perform a task. Common examplesinclude marketing, accounting, and manufacturing.

All three skills are enhanced through formaltraining, reading, and practice.

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MANAGEMENT SKILLS

Interpersonal skills

Conceptual skills

Technical skills

Diagnostic skills

Communicational skills

Political skills

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TECHNICAL SKILLS

KNOWLEDGE

METHODS

TECHNIQUES

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INTERPERSONAL SKILLS

PATIENCE

TRUST

GENUINE

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CONCEPTUAL SKILLS

VIEW ORGANIZATION AS WHOLE

ORGANIZED THINIKING

1. UNDERSTAND THE VARIOUS FUNCTION OF

ORGANIZATION

2. RELATIONSHIP OF AN ORGANIZATION WITH THE

OUTSIDE ENVIROMENT

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DIAGONISTIC SKILLS

LOGICALLY INVESTIGATE

USE SCIENTIFIC APPROACH

THIS SKILL OVERLAP THE OTHER SKILLS ALSO

TO SOLVE THE PROBLEM THAT HAS BEEN

DIAGONIZED.

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COMMUNICATION SKILLS

IT IS THE BASIC TO ALL SKILLS

COMMUNICATION ELEMINATES

MISUNDERSTANDING

CONFUSION

DISTORTION

CONFLICTS

IT IMPROVE

COORDINATION

CONTROL

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POLITICAL SKILL

ABILITY TO GET YOUR OWN WAY WITHOUT SEEMING

TO BE SELFISH

POLITICAL SKILL IS MOST IMPORTANT AT THE MIDDLE

LEVEL OF MANAGEMENTBECAUSE MIDDLE LEVEL

ALWAYS ASPIRE TO REACH AT THE TOP LEVEL.

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Managerial Roles

Described by Mintzberg.A role is a set of specific tasks a person performs

because of the position they hold.

Roles are directed inside as well as outside the

organization.

There are 3 broad role categories:

1. Interpersonal

2. Informational

3. Decisional

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Interpersonal Roles

Roles managers assume to coordinate and interact withemployees and provide direction to the organization.

Figurehead role:symbolic head; required to perform anumber of duties of a legal or social. Attending thesubordinate wedding, gifts etc

Leader role:train, counsel, mentor and encourage highemployee performance. Responsible for the motivation and

direction of employees .

Liaison role:link and coordinate people inside and outside

the organization to help achieve goals. Maintain a network of

outside contacts who provide favors and contacts.

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Informational Roles

Associated with the tasks needed to obtain and transmitinformation for management of the organization.

Monitor role:analyzes information from both the internaland external environment. Receive wide variety ofinformation; serves as a nerve center of internal and external

information of the organizationDisseminator role:manager transmits information to

influence attitudes and behavior of employees. transmitinformation received from outsider of from other employeesto members of the organization.

Spokesperson role:use of information to positivelyinfluence the way people in and out of the organizationrespond to it. transmit information to outsider onorganizational plans , policies, action and results ; serves asexpert on organizations industries.

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Decisional RolesAssociated with the methods managers use to plan

strategy and utilize resources to achieve goals.

Entrepreneur role:deciding upon new projects or programsto initiate and invest. searches organization and itsenvironment for opportunities and initiates project to bringabout changes.

Disturbance handler role:assume responsibility for handlingan unexpected event or crisis. responsible for correctiveaction ,when organization facer important and unexpecteddisturbances.

Resource allocator role: assign resources between functionsand divisions, set budgets of lower managers. makes orapproves significant organizational decision.

Negotiator role:seeks to negotiate solutions between othermanagers, unions, customers, or shareholders. Responsiblefor representing organization at major negotiation.

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TopManagers

MiddleManagers

First-line Managers

Non-management

Three Levels of Management

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Management Levels

Organizations often have 3 levels of managers:First-line Managers:responsible for day-to-day

operation. They supervise the people performingthe activities required to make the good or service.

Middle Managers:Supervise first-line managers.They are also responsible to find the best way touse departmental resources to achieve goals.

Top Managers:Responsible for the performance ofall departments and have cross-departmentalresponsibility. They establish organizational goalsand monitor middle managers.

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Restructuring

Top Management have sought methods torestructure their organizations and savecosts.

Downsizing:eliminate jobs at all levels ofmanagement.

Can lead to higher efficiency.

Often results in low morale and customercomplaints about service.

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Management Trends

Empowerment:expand the tasks andresponsibilities of workers.Supervisors might be empowered to make some

resource allocation decisions.

Self-managed teams:give a group ofemployees responsibility for supervising

their own actions.The team can monitor its members and the quality

of the work performed.

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TOP LEVEL

MIDDLELEVEL

LOWER

LEVEL

MANAGING DIRECTOR / PRESIDENT

MANAGER

PRODUCTION

MANAGER

FINANCE

MANAGER

HR

MANAGER

R&D

MANAGER

MARKITING

MANAGER

MATERIALS

MANAGER

SCHEDULING

MANAGER

QUALITY

CONTROL

MANAGER

ASSEMBLY

GENERAL MANAGER VICE PRECIDENT

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Skill Type Needed by Manager Level

Top

Managers

Middle

Managers

LineManagers

Conceptual Human Technical

Figure 1.5

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Management Challenges

Increasing number of global organizations.

Building competitive advantage through

superior efficiency, quality, innovation, and

responsiveness.

Increasing performance while remaining

ethical managers.

Managing an increasingly diverse work force.

Using new technologies.

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Challenges at Workplace

Workplace

Organizational Level Productivity

Developing Effective Employees

Global Competition

Managing in the Global Village

Group Level

Working With Others

Workforce Diversity

Individual Level Job Satisfaction

Empowerment

Behaving Ethically

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CHALLENGES AND OPPORTUNITIES FOR

MANAGEMENT

Improving People Skills

Empowering People

Stimulating Innovation and

Change

Coping with

Temporariness

Working in Networked

Organizations Helping Employees Balance

Work/Life Conflict

Improving Ethical Behavior

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