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Transcript of Pom Session i, Mmm
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PRINCIPLE OF MANAGEMENT
Batch: MMM/MFM/MIM/MHRDM
Semester - I
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Semester Plan
No. of Sessions: 12
Total Marks: 100 Final Paper: 50
Internals: 50
Attendance & CP (10)
Project Presentation (40)
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Session No. 1
INTRODUCTION TO MANAGEMENT
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WHAT IS MANAGEMENT?
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MANAGE-ME-N-T
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Management
A process designed toachieve anorganizations objectives
by using its resourceseffectively and efficientlyin a changingenvironment.
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Planning
Leading
Controlling
The Functions Of Management
Organizing
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The Functions Of Management
Planning
Specifying the goals to be achieved and deciding in advance theappropriate actions taken to achieve those goals
Planning function for the new eraA dynamic process in which the organization uses the brains ofits members and of stakeholders to identify opportunities to
maintain and increase competitive advantage
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Types of Plans
Operational
Plans
Tactical
Plans
Strategic
Plans
Specify Actions to
Achieve Tactical Plans
(very short-term) POA
Designed to Implement
Strategic Objectives
(usually one year or less)
Establish Long-Range
Objectives
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The Functions Of Management
Organizing
assembling and coordinating the human, financial,physical, informational, and other resources
needed to achieve goals
the future requires building flexible organizations
Leading
stimulating people to be high performers managers must be good at mobilizing peopleto
contribute their ideas
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The Functions Of Management
Controlling
monitors progress and implements necessarychanges
makes sure that goals are met
new technology makes it possible to achievemore effective controls
Managers must devote attention to all four management functions
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Management in Organizations
Inputs from the environment
Human resources
Financial resources
Physical resources
Information resources
Planning
and decision
making
Leading
Organizing
Controlling
Goals attained Efficiently
Effectively
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The Integrated Systems Model
Feedback
InputsFrom theenvironment:Human
MaterialFinancialInformation
ProcessingTransformationprocess:Technology
Operating systemsAdministrativesystemsControl systems
OutputsInto theenvironmentProduct
ServicesProfit/lossEmployee behaviorInformation
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Exercise No.1
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The Levels of Management
First-Line Management
Foreman, Supervisors, Office Managers
Middle Management
Plant Managers, Division Managers,
Department Managers
Top
Management
President, CEO,
ExecutiveVice Presidents
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Management Levels And Skills
Management level
Top-level managers
Senior executives responsible for overall management of anorganization
Focus on long-term issues
Emphasize the survival, growth, and effectiveness of the firm
Concerned with the interaction between the organization and
its external environment
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Management Levels And Skills(cont.)Management level (cont.)
Middle-level managers (tacticalmanagers)Located between top-level and frontline managers in the
organizational hierarchy
Responsible for translating strategic goals and plans into more
specific objectives and activities
Traditional role was that of an administrative controller who bridgedthe gap between higher and lower levels
Evolving role is that of a developmental coach to the people who
report to them
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Management Levels And Skills(cont.)
Management level (cont.)
Frontline managers (operationalmanagers)
Lower-level managers who supervise the operational activities of theorganization
Directly involved with non-management employees
Increasingly being called on to be innovative and entrepreneurial
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Importance of Management Functionsto Managers in Each Level
Planning
Planning
Planning
Organ
izing
Organ
izing
Organ
izing
Staffing
Staffing
Staffing
Directing
Contro
lling
Directing
Directing
Contro
lling
Contro
lling
Top
Managers
Middle
Managers
First-Line
Managers
Least
Important
Most
Important
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Exercise 2
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The Functions of Manager
Manager
Planning
activities toachieve the
organization's
objectives
Organizing
resources and
activities to
achieve the
organizationsobjectives
Staffing
theorganization
with qualified
people
Directing
employeesactivities
toward
achievement
of objectives
Controlling
the
organizations
activities
to keep it
on course
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Managerial Skills
There are three skill sets that managers need to performeffectively.
1. Conceptual skills:the ability to analyze the whole picture
-Holistic view
2. Human skills:the ability to understand, alter, lead, andcontrol peoples behavior.
3. Technical skills:the job-specific knowledge required toperform a task. Common examples include marketing,accounting, and manufacturing.
All three skills are enhanced through formal training, reading,and practice.
1-21
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Skill Type Needed by Manager Level
Top
Managers
Middle
Managers
LineManagers
Conceptual Human Technical
1-22
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Skills and
theManager
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Where Do Managers Come From?
Promoting employees from within
Hiring managers from other organizations
Hiring managers graduating from collegesand universities
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Manager Roles Informational
Monitor Disseminator
Spokesperson
Interpersonal
Figurehead Leader
Decisional Entrepreneur
Disturbance Handler
Negotiator
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Characteristics of an EffectiveManager
Someone of high integrity
Apolitical
A good listener
Comfortable with allowingother people to take credit
Enthusiastic
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Recommended Books Essentials of Management (9th ed.) by Koontz, H., Weirich, H.,
(1989), McGraw Hill
Practice of Management by Peter Drucker
Management (2nded.) by Naylor, J. (2004) Prentice Hall
Management (7thEd. ) byRobbins, S.P. Coulter,M. (2002)
Prentice Hall Fundamentals of ManagementbyRobbins, S.P., Decenzo D.A.
(2004) (4thed.) Pearson Prentice Hall
Griffin, R.W. (2004) Management (8thed.)
Contemporary ManagementbyJones, G.R., George, J.M. (2003)
(3rded.) McGraw Hill
Principles & Practice of Management by Shejwalkar & Ghanekar
Management- A Competency based approach by Hellriegel,Jackson, Slocum
POM Prof. MPKPOM Prof. MPK