.roles of manager

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Management Definition

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Management is the process of achieving goals and objectives effectively and efficiently through and with the people In the best and cheapest way By F.W.Taylor Management Defined "Management is a process of designing and maintaining an environment in which individuals work together in groups to effectively and efficiently accomplish selected aims". By KOONTZ 1 2

Management Defined Cont’d:

Management Defined Cont’d Management is the process of achieving organizational goals and objectives effectively and efficiently by using management functions i.e. Planning Organizing Staffing Controlling by TERRY 3 Management may be defined as the art of securing maximum results with a minimum of effort so as to secure maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee by F.M.John 4

Manager’s Roles:

Manager’s Roles

What is a Manager?:

What is a Manager? Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

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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.

Management Roles Approach (Mintzberg):

Management Roles Approach (Mintzberg) Interpersonal roles Figurehead Leader liaison Informational roles Monitor Disseminator Spokesperson Decisional roles Disturbance handler, Resource allocator, Negotiator 7

Inter-personal Role:

Inter-personal Role Inter-personal Role Figurehead: Represents the company on social occasions. Attending the flag hosting ceremony, receiving visitors or taking visitors for dinner etc. Leader : In the role of a leader, the manager motivates, encourages, and builds enthusiasm among the employees. Training subordinates to work under pressure, forms part of the responsibilities of a manager. Liaison : Consists of relating to others outside the group or organization. Serves as a link between people, groups or organization. The negotiation of prices with the suppliers regarding raw materials is an example for the role of liaison.

Informational role::

Informational role: Informational role: 1. Monitor : Emerges as nerve center of internal and external information about Information. 2 . Disseminator : Transmits information received from other employees to members of the organization. 3. Spokesperson: Transmits information to the people who are external to the organization, i.e., government, media etc. For instance, a manager addresses a press conference announcing a new product launch or other major deal. 

Decision-Making Roles:

Decision-Making Roles Entrepreneurship Role deciding which new projects or programs to initiate and to invest resources in. Better future for the business Resource Allocator Role -good distribution of resources . assigning resources between functions and divisions, setting the budgets of lower managers . Good Business

Decision-Making Roles:

Decision-Making Roles 3. Disturbance Handler Role managing an unexpected event or crisis . Lesser Damages to the Org 4. Negotiator Role reaching agreements between other managers, unions, customers, or shareholders. Trust and good partnership

To Sum it all::

To Sum it all: M-onitors, Disseminates and a Spokesperson A- Leader N-egotiator A- Figurehead G-ood Liaison E-nterpreneur R-esource Allocator and Disturbance Handler

Functions of management :

Functions of management Organizing Planning Controlling staffing Directing

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Planning involves tasks that must be performed to attain organizational future goals, outlining how the tasks must be performed, and indicating when they should be performed. Planning

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Planning Determining organizational goals and means to reach them Establish an overall direction for the organization’s future Determine the goal of the organisation. Decide which tasks must be done to reach those goals Formulating policies ,rules, procedures

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Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a mechanism to put plans into action. Organizing

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Organizing Organization involves identification and grouping the activities to be performed and dividing them among the individuals and creating authority and responsibility relationships among them for the accomplishment of organizational objectives Includes creating departments and job descriptions


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.

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Leading ( Influencing ) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity. Leading/Directing

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Directing/Leading Motivation, Leadership Communication Guiding Supervising It helps to increase the performance of workers.

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1. Gather information that measures recent performance 2. Compare present performance to pre-established standards 3. Determine modifications to meet pre-established standards Controlling

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Controlling Process by which a person, group, or organization consciously monitors performance and takes corrective action

Managerial skills:

Managerial skills Managerial Skills Primary Skills Conceptual Skill Technical Skill Human Skill Secondary Skills Design Skill Communication Skill Leadership Skill

Managerial skills Cont’d:

Managerial skills Cont’d Conceptual skills: This refers to the ability to think and conceptualize abstract situations. These abilities are required for making complex decisions. In short it is: The mental capacity to develop plans, strategies and vision Human or interpersonal skills: This includes the ability to understand other people and interact effectively with them. The human skills are also important in creation of an environment in which people feel secure and free to express their opinions. In short it is: The ability to work with other people in teams

Managerial skills Cont’d:

Managerial skills Cont’d Technical skills: These skills include the knowledge, abilities of and proficiency in activities involving methods, processes and procedures in the relevant fields as accounting, engineering, manufacturing etc. Or in short: The ability to use the knowledge or techniques of a particular discipline to attain ends Design skills: These skills enable a manager to handle and solve any kind of unforeseen or actual problems, that may crop up in the organization. Such problems could arise due to internal factors or external factors and/or both. In short it is: The problem solving skill

Managerial skills Cont’d:

Managerial skills Cont’d 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.

Levels of management:

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 3. Lower (Supervisory, frontline) Level: Lower level management takes charge of day-to-day operations, is involved in preparing detailed short-range plans, is responsible for smaller segments of the business, executes plans of middle management , guides staff in their own subsections and keep close control over their activities

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First-Line Management Foreman, Supervisors, Office Managers Middle Management Plant Managers, Division Managers, Department Managers Top Management President, CEO, Executive Vice Presidents Levels of management Non- Managerial Employees

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Planning Planning Planning Organizing Organizing Organizing Staffing Staffing Staffing Directing Controlling Directing Directing Controlling Controlling Top Managers Middle Managers First-Line Managers Least Important Most Important Importance of management functions to managers in each level

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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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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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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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Management Level and Skills

Nature of management :

Nature of management Multidisciplinary in nature Continuous process Universal activity Science as well as art Profession Group activity Obtaining wealthy results Good leadership Intangible

Scope of management:

Scope of management Marketing management Production management Human resource management Material management Purchasing management Maintenance management

Importance of management :

Importance of management Attainment of group goals Effective functioning Resource development Sound organisation Motivation Integrates individual efforts Communication Coordination Decision-making Leadership quality

Pre-classical management period :

Pre-classical management period Robert Owen Charles babbage Henry Robinson Towne

14 principles of management.:

14 principles of management. Henri fayol-mining engg-increase the efficiency of mang process -father of modern theory of general and industrial mang . There are Two parts: Technical Commercial Financial Security Accounting Management

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Division of Work Work should be divided among individuals and groups  Authority and Responsibility the right to give orders and the power to exact obedience Discipline  Penalties should be applied judiciously to encourage this common effort.  Unity of command Workers should receive orders from only one manager Unity of Direction moving towards a common objective in a common direction. Sub ordination of Individual interest to general interest he interests of one person should not take priority over the interests of the organization as a whole Remuneration of personal worker’s rate of pay.

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Order Materials order, Social order Equity All employees should be treated as equally as possible Stability Retaining productive employees should always be a high priority of management Initiative Management should take steps to encourage worker initiative ,  Esprit de corps good feelings among employees.

F.W.Taylor’s scientific Management:

F.W.Taylor’s scientific Management Planning the Task Scientific Task Selection and Training Standardization Specialization Financial Incentives Economy Metal Revolution

Environmental Factors:

Environmental Factors Internal Environment Factors Suppliers Customers Competitors External Environment Factors Technology Economic Conditions Political factors Socio Cultural Factors

Trends and Challenges of Management in Global Scenario:

Trends and Challenges of Management in Global Scenario Workforce Diversity Changing Employee Expectation International Environment Building Organizational Capabilities Organizational Structure Phycho-Social system Technological Advance Management of human relations Changes in legal environment

Multinational Companies:

Multinational Companies An enterprise which own of control production or service facilities outside the country in which they are based Characteristics Advantages Promote Quality Expand the markets Increase the production increase govt Revenues Lower labour costs

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