MANAGEMENT

Organizations
A systematic arrangement of people
brought together to accomplish some
specific purpose; applies to all
organizationsfor-profit as well as notfor-profit organizations.
Where managers work (manage)

Common characteristics
Goals
Structure
People

Common Characteristics of
Organizations

People Differences
Workers
People who work directly on a job or
task and have no responsibility for
overseeing the work of others

Managers
Individuals in an organization who direct
and are responsible for the activities of
others

Why Study Management

We all have a vested interest in
improving the way organizations are
managed.
Better organizations are, in
part, the result of good
management.

 You will eventually either

manage or be managed
provides the foundation for Gaining
an understanding of the
management process developing
management skills and insight into
the behavior of individuals and the
organizations

Management
Definition
It is a process of designing and
maintaining an environment in which
individuals, working together in
groups, efficiently accomplish selected
aims.

Management
Definition
The process of getting activities
completed efficiently and effectively
with and through other people.

Management
Definintion
Manipulation of resources to achieve
objectives
Resources :
Men
Material
Money
Machine

4Ms

Universality of Management
All managers carryout the functions of planning,
organizing, staffing, leading and controlling
Management applies to any kind of organizations
It applies to managers at all organizational levels
The aim of all managers is to create surplus
Managing is concerned with producyticity.

Management Art or Science

Science : Organized Knowledge
based on principles proven true by
experimentation or observations.
Art : You improve by practicing
Management as practice is an art
and organized knowledge
underlying the practice is
science

Management

One of the most important activities of

human beings.

It is an art.
It can be learnt.

FUNCTIONS OF MANAGERS

Planning
Organizing
Staffing
Leading
Controlling

PLANNING
Is defining goals, establishing
strategy to meet them, establish
plans to coordinate activities.

ORGANIZING
Determining what tasks are to be
done, establish the set-up, and
deciding where decisions are to be
made. Establishing an intentional
structure of roles for people to fill in an
organization

STAFFING
Having determined what tasks are to
be done, deciding how many are
required to do the tasks and who is
going to do what. Filling and keeping
filled the positions in the organization
structure

LEADING
Influencing people so that they
contribute to organization and group
goals by Motivating and directing,
selecting most effective
communication channels and
resolving conflicts.

CONTROLLING
Measuring and correcting individual
and organizational performance to
keep them as planned.

MANAGERIAL SKILLS

Conceptual
Design
Human
Technical

TECHNICAL SKILL
Knowledge of and proficiency in
activities
involving methods, processes and
procedures.

HUMAN SKILLS
Ability to work with people.
Creation of an environment in which
people feel
secure and free to express their
opinions.

DESIGN SKILL
Ability to solve problems that will
benefit
enterprise. Also ability to design a
workable
solution to the problems and to avoid
them
in future.

CONCEPTUAL SKILLS
Ability to see the big picture, to
recognize
and understand significant elements in
a
situation.

Skills & management Level

Conceptua
l & Design
Skill

Top
managem
ent
Middle
managem
ent
Supervis
ors

Human
Skill
Technic
al Skill

Characteristics of excellent
companies

They were oriented towards action

They learned about the needs of their customers
They promoted autonomy & Entrepreneurship
They achieved productivity by paying close
attention to the needs of their people
They were driven by a company philosophy
often based upon the values of their leaders
They focused on the business they knew best
They had a simple organization structure with a
lean staff
They were centralized as well decentralized
depending upon appropriateness

EFFECTIVENESS
To achieve objectives within the available
resources

EFFICIENCY
To achieve objectives at the least cost of
resources.
output
Input

Productivity
It is output Input ratio within time
period with the consideration for quality
Output
Productivity = --------------------Input
( within a time period, quality
considered )

Management
It is an ART or SCIENCE
What is ART
What is SCIENCE

THE EVOLUTION OF
MANAGEMENT THOUGHT

Fredric Taylor & scientific

Management
Replacing rule of thumb with Science
Obtaining Harmony rather than discord
in group actions
Achieving cooperation of human beings
Working for maximum output rather
than restricted output
Developing all workers to the fullest
extent possible for their own and
companys highest prosperity

Henri Fayol The Father of Modern

Management Theory

Authority and Responsibility

Unity of Command
Scalar Chain
Esprit de Corps

ELTON MAYO
Their studies at Western Electric
company found that
Improvement of productivity was due
to such social factors as
1. Morale
2. Satisfactory interrelationship
between workers of a work
group
3. Effective Management

MANAGERIAL ROLES
APPROACH
Interpersonal
Informational
Decisional

INTER PERSONAL ROLE

Figurehead
Leader
Liaison

INFORMATIONAL ROLE
Monitor
Disseminator
spokesperson

DECISIONAL ROLE
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

The System approach to

process
Re-energizing
Input
Output

Transformation
Process
External Environment

INPUTS

Human
Capital
Managerial Skills
Technological Application

OUTPUTS

Products
Services
Satisfaction
Goal Achievement
Profits

STAKE HOLDERS

Owners
Employees
Consumers
Suppliers
Stock Holders
Government
Community

Managing systems
System
Is a set of inter-related and inter-dependent
parts arranged in a manner that produces a
unified whole.
Closed system
Open system

Closed System
System that is not influenced by or does not
inter- act with its environment.

Open system
System that is dynamic and interacts with its
environment.