PROFESSIONAL

UPSKILLING
 UNIT-1
• Natural of management process-Scope of management
process - Management science of Development of
Scientific Management- other schools of thought-
Importance of various thoughts- Application of various
school of thoughts- Function of the manager-Important
role played by Manger- Role play of best manager- Case
study
 MANAGEMENT
• Management is the attainment of organizational goals in
an effective and efficient manner through planning,
organizing, staffing, directing and controlling
organizational resources.
• Organizational resources include men(human beings),
money, machines and materials.
 Definitions
• Louis E Boone & David L Kurtz- The use of people and
other resources to accomplish objectives.
• Mary Parker Follet- the act of getting things done through
people.
• Frederick Taylor defines Management as the art of
knowing what you want to do in the best and cheapest
way.
 Characteristics
• Management is a distinct process.
• Management is an organized activity
• Management aims at the accomplishment of predetermined
objectives.
• Management is both a science and an art.
• Management is a group activity
• Management principles are universal in nature
• Management integrates human and other resources.
 Concept of management-Raymond
G. Leon
• Management by Communication
• Management by Systems
• Management by Results
• Management by Participation
• Management by Motivation
• Management by Exception
• Management by Objectives
 Nature of Management:
• Universal Process: Wherever there exists human pursuit, there exists
management. Without effective management, the intentions of the organisation
cannot be accomplished.

• The factor of Production: Equipped and experienced managers are necessary

for the utilisation of funds and labour.

• Goal-Oriented: The most significant aim of all management pursuit is to

achieve the purposes of a firm. The aims must be practical and reachable.
 Nature of Management:
• Supreme in Thought and Action: Managers set achievable goals and then direct execution on all
aspects to achieve them. For this, they need complete assistance from middle and lower degrees of

management.

• The system of authority: Well-defined principles of regulation, the regulation of proper power and
efficiency at all degrees of decision-making. This is important so that each self must perform what is

required from him or her and to whom he must report.

• Profession: Managers require to control managerial expertise and education, and have to adhere to
a verified law of demeanour and stay informed of their human and social responsibilities.

• Process: The management method incorporates a range of activities or services directed towards an
object.
 Significance of Management:
• Achieving Group Goals: Management encourages collaboration and coordination
amongst workers. A general control must be provided to the organisational and

personal objectives in order to favourably accomplish the aims.

• Increases Efficiency: Management improves productivity by managing resources in

a reliable conceivable way in order to decrease cost upscale potency.

• Creates Dynamic organisation: Management undertakes the conditions by assuring

that these variations are well accepted privately and that objection to change is

controlled.
 Significance of Management:

• Achieving personal objectives: Management promotes leadership and

furnishes motivation to the employees to operate effectively in order to
accomplish their personal aims while working towards the organisational
goals.

• Development of Society: Management helps in the enhancement of

community by manufacturing reliable quality commodities, establishing
employment chances and fostering innovative technologies.
 Process of Management
Management as a process to emphasize that all managers, irrespective
of their aptitude or skill, engage in some inter- related functions in order
to achieve their desired goals.
Management process/functions involve 4 basic activities;
•1. Planning and decision making
•2. Organizing
•3. Leading
•4. Controlling
 PLANNING

• Planning is determining the objectives and formulating the

methods to achieve them. It is more simply said than done. A
job well planned is half done. During planning one needs to ask
oneself the following:
• What am I trying to accomplish i.e. what is my objective?
• What resources do I have and do I need to accomplish the
same?
• What are the methods and means to achieve the objectives?
• Is this the optimal path?
 Process of Organizing
• Determine what is to be done/ Division of Work:
• Assign Tasks: Departmentalization:
• Link Departments: Hierarchy Development:
• Decide how much Authority to Designate/ Authority,
Responsibility and Delegation:
• Decide the Levels at which Decisions are to be made /
Centralization vs. Decentralization:
• Decide how to Achieve Coordination:
 Techniques for achieving
coordination.
• Coordination by Rules or Procedures
• Coordination by Targets or Goals:
• Coordination through the Hierarchy
• Coordination through Departmentalization
• Using a Staff Assistant for Coordination:
• Using a Liaison for Coordination:
• Using a Committee for Coordination
• Using Independent Integrators for Coordination:
• Coordination through Mutual Adjustment:
 STAFFING
Definition 1
• Selecting and training individuals for specific job
functions, and charging them with the associated
responsibilities.
Definition 2
• Number of employed personnel in an
organization or program. Also called workforce.
 DIRECTING/LEADING
• Provides positive and dynamic leadership
• Provides maximum opportunities
• Provides proper motivation of personnel
• Ability to command people
 CONTROLLING CONCEPTS
• Feed Forward Control-Control that attempts to identify
and prevent deviations before they occur is called feed
forward control, sometimes called preliminary or
preventive control.
• Concurrent Control-Control that monitors ongoing
employee activities during their progress, to ensure they
are consistent with quality standards, is called concurrent
control.
• Feedback Control-In this case, the control takes place
after the action. Sometimes called post-action or output
control
 Steps in the Control Process
• Establish Standards of Performance
• Measure Actual Performance
• Compare Performance to Standards:
• Take Corrective Action
 Principles of Effective Control
• Effective controls are timely.
• Control standards should encourage compliance.
• Setting effective standards is important
• Use management by exception.
• Employees should get fast feedback on performance.
• Do not over rely on control reports.
• Fit the amount of control to the task.
MANAGERIAL SKILLS

CONCEPTUAL

HUMAN

TECHNI
CAL
 TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use of
any process or technique constitutes his technical skills.
For eg: Engineer, accountant, data entry operator, lawyer,
doctor etc.
 HUMAN SKILLS
An individuals’ ability to cooperate with other members of
the organization and work effectively in teams.
For eg: Interpersonal relationships, solving people’s
problem and acceptance of other employees.
 CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations and to
rationally process and interpret available information.
For eg: Idea generation and analytical process of
information.
 MANAGER’S ROLES
• Interpersonal role
• Informational role
• Decisional role
 INTERPERSONAL ROLE
• Figurehead- ethical guidelines and the principles of
behavior employees are to follow in their dealings with
customers and suppliers
• Leader- give direct commands and orders to subordinates
and make decisions
• Liaison-coordinate between different departments and
establish alliances between different organizations
 INFORMATIONAL ROLE
• Monitor- evaluate the performance of managers in
different functions
• Disseminator-communicate to employees the
organization’s vision and purpose
• Spokesperson- give a speech to inform the local
community about the organization’s future intentions
 DECISIONAL ROLE
• Entrepreneur- commit organization resources to develop
innovative goods and services
• Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the
external as well as internal environment
• Resource allocator- allocate existing resources among
different functions and departments
• Negotiator- work with suppliers, distributors and labor unions
 TYPES OF MANAGERS
• FIRST-LINE MANAGERS- often called supervisors stand
at the base of the managerial hierarchy
• MIDDLE MANAGERS- heads of various departments and
organise human and other resources to achieve
organizational goals
• TOP MANAGERS- set organizational goals, strategies to
implement them and make decisions
 WHAT MAKE MANAGERS
SUCCESSFUL?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring knowledge
• Ethical consciousness
• Collaborative relationship
• Perseverance