Unit1 Intro Mgmt

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Transcript of Unit1 Intro Mgmt

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CHAPTER 1

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Objectives of the chapterUnderstanding management concepts

Characteristics of management

Functions of management

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MANAGEMENTManagement is the attainment of organizational

goals in an effective and efficient manner throughplanning, organizing, staffing, directing and

controlling organizational resources.Organizational resources include men(human

beings), money, machines and materials.

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DefinitionsLouis E Boone & David L Kurtz- The use of people

and other resources to accomplish objectives.

Mary Parker Follet- the act of getting things donethrough people.

Frederick Taylor defines Management as the art of knowing what you want to do in the best andcheapest way.

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CharacteristicsManagement 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 natureManagement integrates human and other

resources.

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Concept of management-

Raymond G. LeonManagement by Communication

Management by Systems

Management by ResultsManagement by Participation

Management by Motivation

Management by Exception

Management by Objectives

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Steps in MBO To establish long-term and short-tem

organizational goals

 To establish long-term and short-term objectivesfor each manager, clarifying the key performancestandards

Periodic review of performance

Encouraging managers to accept responsibility

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Benefits of MBO The need for planning will be recognized

It provides for objectives and accountability forperformance

It encourages participative management

It helps in job enrichment

It provides for a good feedback system

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FEATURESManagement involves five functions

 These functions are organised to achieveorganisational goals.

Management involves effective and efficient use of resources

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FUNCTIONS OF

MANAGEMENTPLANNING

ORGANIZING

STAFFINGDIRECTING

CONTROLLING

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• Planning is determining the objectives andformulating the methods to achieve them. It ismore simply said than done. A job well planned is

half done. During planning one needs to askoneself the following:

• What am I trying to accomplish i.e. what is myobjective?

• What resources do I have and do I need toaccomplish the same?

• What are the methods and means to achieve theobjectives?

• Is this the optimal path?

PLANNING

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• Purposes or missions,• Objectives-It is the ultimate goal towards which the

activities of the organization are directed

• Strategies-general program of action and deployment of resources

• Policies-general statement or understanding which guide orchannel thinking in decision making

• Procedures-states a series of related steps or tasks to beperformed in a sequential way

Rules-prescribes a course of action and explicitly stateswhat is to be done

• Programs-comprehensive plan that includes future use of different resources

• Budgets-statement of expected results expressed in

numerical terms

Types of Planning

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 Take Time to Plan

Planning can be Top to Down or Bottom to Top

Involve and Communicate with all those Concerned

Plans must be Flexible and Dynamic

Evaluate and Revise

Principles of Planning

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1. Determining the goals or objectives for the entireorganization.

2. Making assumptions on various elements of the

environment.

3.  To decide the planning period.

4. Examine alternative courses of actions.

5. Evaluating the alternatives.6. Real point of decision making

7.  To make derivative plans.

Steps in Planning

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Programmed

Non programmed.

Mechanistic-It is one that is routine and repetitivein nature

Analytical-It involves a problem with a largernumber of decision variables

 Judgmental-It involves a problem with a limitednumber of decision variables, but the outcomes of decision alternatives are unknown

Adaptive-It involves a problem with a large numberof decision variables, where outcomes are notpredictable

 Types of Managerial

Decisions:

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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:

Process of Organizing

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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 CoordinationUsing Independent Integrators for Coordination:

Coordination through Mutual Adjustment:

 Techniques for achieving

coordination.

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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.

STAFFING

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Provides positive and dynamic leadership

Provides maximum opportunities

Provides proper motivation of personnelAbility to command people

DIRECTING/LEADING

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Feed Forward Control-Control that attempts toidentify and prevent deviations before they occur iscalled 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

CONTROLLING

CONCEPTS

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Establish Standards of Performance

Measure Actual Performance

Compare Performance to Standards:

 Take Corrective Action

Steps in the Control

Process

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Effective controls are timely.

Control standards should encourage compliance.

Setting effective standards is important

Use management by exception.

Employees should get fast feedback onperformance.

Do not over rely on control reports.Fit the amount of control to the task.

Principles of Effective

Control

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MANAGERIAL SKILLS

HUMAN

 TECHNICAL

CONCEPTUAL

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 TECHNICAL SKILLSA persons’ knowledge and ability to make effective

use of any process or technique constitutes histechnical skills.

For eg: Engineer, accountant, data entry operator,lawyer, doctor etc.

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HUMAN SKILLSAn individuals’ ability to cooperate with other

members of the organization and work effectivelyin teams.

For eg: Interpersonal relationships, solving people’sproblem and acceptance of other employees.

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CONCEPTUAL SKILLSAbility of an individual to analyze complex situationsand to rationally process and interpret availableinformation.

For eg: Idea generation and analytical process of information.

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MANAGER’S ROLESInterpersonal role

Informational role

Decisional role

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INTERPERSONAL ROLEFigurehead- ethical guidelines and the principles of 

behavior employees are to follow in their dealingswith customers and suppliers

Leader- give direct commands and orders tosubordinates and make decisions

Liaison-coordinate between different departmentsand establish alliances between different

organizations

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INFORMATIONAL ROLEMonitor- evaluate the performance of managers in

different functions

Disseminator-communicate to employees the

organization’s vision and purposeSpokesperson- give a speech to inform the local

community about the organization’s futureintentions

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DECISIONAL ROLEEntrepreneur- commit organization resources to

develop innovative goods and services

Disturbance handler- to take corrective action to

deal with unexpected problems facing theorganization from the external as well as internalenvironment

Resource allocator- allocate existing resources

among different functions and departmentsNegotiator- work with suppliers, distributors and

labor unions

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 TYPES OF MANAGERSFIRST-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 toachieve organizational goals

 TOP MANAGERS- set organizational goals,strategies to implement them and make decisions

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WHAT MAKE MANAGERS

SUCCESSFUL?Hard work

Smart work

Patience

Out of box thinking

Reading and acquiring knowledge

Ethical consciousness

Collaborative relationshipPerseverance

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