Chapter1 priniciples of management

Development of Management: 

Development of Management Babli kumari

Learning Objectives: 

Learning Objectives Define Managers And Management. Explain What Managers Do. Describe The Competencies Used In Managerial Work And Assess Your Current Competency Levels.

Management Principles: 

Management Principles To Increase the efficiency To attain social objectives To crystallize the nature of management To carry on researches

Define Management: 

Define Management A/c to Mary Parker Follet defines Management as “an art of getting things done through people”. Koontz and Weihrich define managemet as “ the process of desiging and maintaining an environment in which individuals ,working together in groups , effciently accomplish selected aims.

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- Achieved predetermined goals - through and with people - efficiently and effectively Thus management is essential in all organized efforts irrespective of the nature of activity.

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It’s a process of transformation, where resources /inputs are converted into products /services or outputs.

Management w.r.t organization: 

Management w.r.t organization Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling. The process of reaching organizational goals by working with and through people and other organizational resources.

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Organization Two or more people who work together in a structured way to achieve a specific goal or set of goals. Goals Purpose that an organization strives to achieve; organizations often have more than one goals, goals are fundamental elements of organization. The Role of Management To guide the organizations towards goal accomplishment

Characteristics of an Organization: 

Characteristics of an Organization An organization has a structure. An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve.

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- People responsible for directing the efforts aimed at helping organizations achieve their goals. Manager - A person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals.

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Introductory Concepts: What Are Managerial Competencies? Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations

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Why are Managerial Competencies Important? You need to use your strengths to do your best You need to know your weaknesses You need developmental experiences at work to become successful leaders and address your weakness You probably like to be challenged with new learning opportunities Organizations do not want to waste human resources Globalization deregulation, restructuring, and new competitors add to the complexity of running a business

A Model of Managerial Competencies : 

A Model of Managerial Competencies Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency

A Model of Managerial Competencies : 

A Model of Managerial Competencies Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency Managerial Effectiveness

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What are the Types of Managers? Functional Managers: A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production Focus on technical areas of expertise. Use communication, planning and administration, teamwork and self-management competencies to get work done. Function: A classification referring to a group of similar activities in an organization like marketing or operations.

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What are the Types of Managers? General Managers: responsible for the operations of more complex units—for example, a company or division Oversee work of functional managers Responsible for all the activities of the unit Need to acquire strategic and multicultural competencies to guide organization (cont’d) Many Other types of managers

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Management is science or an Art?

Basic Managerial Functions : 

Basic Managerial Functions Planning Controlling Directing Organizing

Basic Levels of Management : 

Basic Levels of Management Top Managers Middle Managers First-Line Managers Non - Managers

Levels of Management : 

Levels of Management First-line Managers: have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors Middle Managers: Coordinate employee activities Determine which goods or services to provide Decide how to market goods or services to customers Assistant Manager, Manager (Section Head) Top Managers: provide the overall direction of an organization Chief Executive Officer, President, Vice President

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First-line Managers Directly responsible for production of goods or services Employees who report to first-line managers do the organization’s work Spend little time with top managers in large organizations Technical expertise is important Rely on planning and administration, self-management, teamwork, and communication competencies to get work done

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Middle Managers Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement Responsible for coordinating activities of first-line managers Establish target dates for products/services to be delivered Need to coordinate with others for resources Ability to develop others is important Rely on communication, teamwork, and planning and administration competencies to achieve goals

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Top Managers Responsible for providing the overall direction of an organization Develop goals and strategies for entire organization Spend most of their time planning and leading Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies Use of multicultural and strategic action competencies to lead firm is crucial

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Management Level and Skills

Managerial Roles: 

Managerial Roles 1.Interpersonal Roles The figure head The leader role The liaison role 2.Informational Role The monitor role The disseminator role The spokesman role

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3.Decisional Role The entrepreneur role The disturbance handler role The resource allocator role The negotiator role

Significance of management with a special reference to the 21 st century?: 

Significance of management with a special reference to the 21 st century?