Unit 1 Introduction To Management 2019.Ppt 1
Unit 1 Introduction To Management 2019.Ppt 1
Contents:
Introduction
Definition of management
Nature of management
Purpose and functions
Levels and Types of managers
Managerial roles
Skills for managers
Social responsibility of manager
Evolution of management thought
Recent trends in management.
Organization
An organization is a systematic arrangement of people
and other resources brought together to accomplish some
specific purpose expressed in terms of objectives or goals.
Every organization is made up of people with different
kinds who are formed into groups to combine their
efforts to achieve the organizational goals.
To manage different kinds of people andwork they do
the concept of management came into existence
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Introduction to Management
Management is the force that unifies human as well as
non human resources in the service of organizational
goal.
It is a process of getting results with & through people.
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Introduction to Management
Management is the force that unifies human as well as
non human resources in the service of organizational
goal.
It is a process of getting results with & through people.
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What Is Management?
Managerial Concerned with
Efficiency
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
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Definition of Management
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Definition of Management
According to F.W Taylor “Management is the art of
knowing what you want to do and then seeing that it
is done in the best and cheapest way”
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Nature/Characteristics of Management
Management is intangible
Management is result oriented
Management is goal oriented
Management is universal in character
Management is a social process
Management is a system of authority
Management is an profession
Management is a dynamic function
Management is Multidisciplinary
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Need of management
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Purpose of Management
Guide organization towards goal accomplishment
Making things happen
Meeting the competition
Optimum use of resources
Organizing the people, resource, process
Leading, directing, motivating or influencing the
people within the organization
Sound industrial relation
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Functions of Management
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Coordination
6. Controlling
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PLANNING
Planning is a process of making decisions about future
Planning is the process of setting goals, and charting the
best way of action for achieving the goals. This function
also includes, considering the various steps to be taken to
encourage the necessary levels of change and innovation.
Planning is the management function that involves:
Setting goals
Formulating vision, missions
Making plans
Charting the best way of action
Adopt changes
ORGANIZING
Organizing is concerned with bring together ,
arrangement and developiong productive relationship
of organizations resource(people, materials,
technology, finance) in order to achieve organizational
objectives.
Developing the organization structure.
Organizing is the process of allocating and arranging
work, authority and resources, to the members of the
organization so that they can successfully execute the
plans.
STAFFING
Staffing is the process of filling the positions in
the organization and keeping them filled.
Staffing is the process of recruiting and selecting
the right person for the right job at the right time
in the right place.
Staffing is a activity where people are recruited,
selected, trained, developed, motivated and
compensated for managing various positions
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LEADING/DIRECTING
Leading is the management function that involves
influencing others to engage in the work behaviours
necessary to reach organizational goals.
It includes communicating with others, providing direction
and motivating people.
Leading involves directing, influencing and motivating
employees to perform essential tasks.
This function involves display of leadership qualities,
different leadership styles, different influencing powers, with
excellent abilities of communication and motivation.
CO-ORDINATING
The process of ensuring that persons who perform
interdependent activities work together in a way that
contributes to the achievement of overall
objectives/goals of an organization.
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CONTROLLING
Controlling is the management function aimed at regulating
organizational activities so that actual performance meets the
expected objectives and standards of company.
It helps in keeping the organizational activities on the right
path and aligned with plans and goals
Controlling is the process of devising various checks to
ensure that planned performance is actually achieved.
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Levels of Management
Top Level Management
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Levels of management
1. Top Level:
Top management sets the mission and goals, develops policies, evaluates the
overall performance of various departments, responsible for the business as
a whole and is concerned mainly with long-term planning
2. Middle Level:
Middle level management develops departmental goals, executes the
policies, plans and strategies determined by top management , develops
medium- term plans and supervises and coordinate lower-level managers’
activities
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Manager
A manager is one who
Makes things happen
Accepts challenging jobs
Never accepts defeats
Accelerates the achievement of results
Generates enthusiasm
Energizes the system
Recruits right persons for the right job
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Manager
A manager is one who gets things done through others.
Top level
ManagersS
President, CEO,
Executive
Vice Presidents
First-line Managers
Foreman, Supervisors, Office Managers
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TOP LEVEL MANAGER
Responsible
Responsible for…
for…
Decide
Decide goals,
goals, policies
policies and
and strategies
strategies for
for entire
entire
organization
organization
Developing attitudes of commitment
and ownership in employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture
Monitoring
Monitoring their
their business
business environments
environments
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MIDDLE LEVEL MANAGERS
Responsible
Responsible for…
for…
Implements
Implements the
the plans
plans and
and policies
policies of
of the
the top
top managers
managers
Monitoring
Monitoring and
and managing
managing the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them
Implementing
Implementing the
the changes
changes or
or strategies
strategies
generated
generated by
by top
top managers
managers
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FIRST LINE MANAGERS
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Most
Least
Important
Important
Planning
Organizing
Top
Staffing
Managers
Directing
Controlling
Planning
Organizing
Staffing
Middle
Managers
Directing
Controlling
Planning
Organizing
Staffing
Managers
First-Line
Directing
Controlling
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Importance of management functions to managers in each level
Types of Managers
Based on horizontal across the organization:
1.Functional manager (HR manager,
Marketing manager, financial manager,
production manager, etc)
2.General manager (divisional manager,
project manager, public relation
manager, etc)
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Managerial Roles
(Mintzbergs manageial roles
developed by Henry Mintzberg)
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Roles of manager
A: Inter-personal Role
1. Figurehead: Represents the organization in formal matters and
on social occasions. Attending the flag hosting ceremony, receiving
visitors or taking visitors for dinner etc.
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Roles of manager
Informational role:
1. Monitor: receiving and collecting information, see
through that every one gets the information and
understands it in the same way.
Managerial Skills
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Managerial skills
Conceptual skills:
This refers to managers mental ability to co-ordinate
all organizations interest and activities, the ability to think
out of box and conceptualize different situations.
In short it is:
The mental capacity to develop plans, strategies and vision
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Managerial skills
Technical skills:
These skills include the managers ability to use the tools,procedures and
techniques of a specialized field, ability to Use knowledge, methods and
techniques in performing work.
In short:
The ability to use the knowledge or techniques of a particular discipline to attain
ends
In short it is:
The problem solving skill
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Managerial skills
Communication skills:
The abilities of exchanging ideas and information
effectively. To understand others and let others understand
comprehensively.
Leadership skills:
The abilities to influence other people to achieve the
common goal.
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Characteristics of successful manager
Make your team members
Self-Motivation
feel that you are there
Dependability/Reliability
with them always
Confidence Honest and fully
Calmness committed
Flexibility Leave your ego
Creativity Communicator
Knowledge Motivator
Being human Should be ambitious but
Role model not greedy
Discipline/Focus
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Characteristics of successful manager
Remember personal details
Be available/ approachable
Admit your mistake
Be A Collaborator, Not A
Analysing power
Dictator
Good listener Empathy
Provide feedback Ability to maintain privacy
Be inspirational Acknowledge staff
Trust “Praise in public,
Do not be partial
punish in private”
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“Social responsibilities” - Obligation of managers to
take actions that protect and improve the welfare of
society as a whole as well as their employees along
with their own interests.
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Focuses on the Focuses on the
individual worker’s overall
productivity organizational
control system
(rules and
regulation)
Focuses on the
functions of
management
1a) Scientific Management:
Frederick Winslow Taylor (1856-1915)
- F.W.Taylor is Father of “Scientific Management”.
- He was an mechanical engineer and consultant. His
interest was in management.
Attempted to define “the one best way” to perform every
task through systematic study and other scientific
methods.
Believed that improved management practices lead to
improved productivity and efficiency.
F.W.Taylor
F.W. Taylor made a beginning by joining as an trainee
in a small machine-making shop in 1870.
4. If employees work faster, their jobs would be done and they would then laid
off.
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Based on his observation he gave importance to Three areas:
• Task Performance
• Supervision
• Motivation
Task Performance
Scientific management incorporates basic expectations of management, including:
• Development of work standards
• Selection of workers
• Training of workers
• Support of worker
Supervision:
Taylor felt that a single supervisor could not be an expert at all tasks. As a result, each first-level
supervisor should be responsible only workers who perform a common function familiar to the
supervisor. This became known as “Functional Foremanship.
Motivation:
Taylor believed money was the way to motivate workers to their fullest capabilities. He
advocated a piecework system in which worker’s pay was tied to their output.
Workers who met a standard level of production were paid a standard wage rate. Workers whose
production exceeded the standard were paid at a higher rate for all of their production
output
Taylor’s principles of management
1. Scientifically study each element of an individuals task
and develop the best method for performing the task
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1b) Administrative Management:
Henri Fayol (1841–1925)
• Fayol was a mining engineer in profession
1. Division of Labor
Work of all kinds must be divided & subdivided and allotted to various persons
according to their expertise in a particular area.
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14 Principles of Henri Fayol Cont’d
3. Discipline:
Discipline means sincerity, obedience, respect of authority &
observance of rules and regulations of the enterprise.
2. Command discipline
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14 Principles of Henri Fayol Cont’d
4. Unity of Command
A subordinate should receive orders and be accountable to
one and only one boss at a time.
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14 Principles of Henri Fayol Cont’d
5. Unity of Direction
People engaged in the same kind of business or same kind of activities must have
the same objectives in a single plan. They should be directed
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14 Principles of Henri Fayol Cont’d
6. Remuneration
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14 Principles of Henri Fayol Cont’d
8. Centralization
Centralization refers to the degree to which subordinates are involved in
decision making.
Fayol believed that managers should retain final power over decision
making, but subordinates should be given some authority to do their
job.
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14 Principles of Henri Fayol Cont’d
10. Equity
Equity means combination of fairness, kindness & justice.
Managers should be fair in dealing with the employees and should be treated with
kindness & equity.
11. Order
This principle is concerned with proper & systematic arrangement of things
and people.
and
13. Initiative
Initiative means eagerness to initiate actions without being asked to do so.
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2) Neo-classical theory/ Behavioral
Perspective
Followed
the classical perspective in the development
of management thought.
- Acknowledged the importance of human behavior in
shaping management style
- Is associated with:
• Elton Mayo
• Douglas McGregor
2.a) Elton Mayo
Elton Mayo recognized as father of human
relation approach
His work represents the transition from
scientific management to the early human
relations movement.
Conducted the famous Hawthorne Experiments.
Hawthorne Experiments.
Three phases in Hawthorne experiment
Phase 1: Illumination experiments
Phase 2: Relay Assembly test group
Phase 3: Interviewing Programme
Phase 4: The Bank wiring observation room experiment
Here the concept of human relation came into existence
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2.b) Mary Parker Follett
Mother of modern management
Mary was convinced that labour and management
shared a common goals/purpose as members of the
same organization.
She believed that the distinction between
management(order giver) and subordinates(order takers)
hindered the partnership .
She concluded that a key to effective management was
coordination.
Felt that managers needed to coordinate and harmonize
group effort rather than force and coerce people.
Mary on Effective Work Groups
Four principles of coordination to promote effective
work groups:
Coordination requires that people be in direct
contact with one another.
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4) The system Approach
Developed by Herbert Alexander Siman – Father of system
management
The system view takes a look at how organizations import
resources from the external environment, convert them into
more useful goods and services, and export them to the market.
The system is a set of interrelated by separate parts working
towards common purpose.
System approach views the organization as a unified,
directed system of interrelated parts.
The systems sees each change in a part of the system as having
an impact on all others parts.
The system helps managers to realize that every action has
consequences somewhere inside as well as outside the
organization.
System approach
Environment
Targets
Remedial action Feedback
Environment
5)The Contingency Perspective
It is even called as situational approach
This approach was developed by Management psychologist
Fred Fielder
The managers and researchers who tried to apply the
concepts of major contribution on management noticed
that success of methods in one situation was failure in
another situation.
A view that proposes that there is no one best approach to
management for all situations.
This theory lays emphasis on what managers do in practice
depends upon the situation or circumstance in which they
function.
The Contingency Perspective
Challenges in implementing:
1. Perceiving organizational situations as they really exist.
2. Adapting the best strategy suiting to the situation.
3. Effective implementation of the chosen strategy.
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Recent Trends in Management
Inducting more technical people then managerial for
higher position
Downsizing
Contingent workers (part time workers)
Work force diversity
Flexi time
Team work
Business process outsourcing
Total quality management
Work environment flexibility (work from home)
Changing role of managers
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