ppt on Management evolution

Management: 

Management Presented by: Presented to: Ekta Basnet -Sanjeev Pradhan sir Srijana Bolakhe Faculty of management Sushmita Basnet

Management : 

Management Managerial process (planning, organizing, staffing, leading and controlling) Directed at organization resources (human, physical, financial, information, etc) Participative management For the achievement of organizational objectives Efficient and effective Dynamic environment

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Controlling Planning Staffing Leading Organizing Functions of management

Functions of management: 

Functions of management Planning Planning is deciding in advance about what to do, how to do it, when to do it, and who is to do it. Process of establishing goals and choosing a course of action for achieving those goals. It includes: Decision making Innovation

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2 . Organizing Determining how to group activities and resources. Includes grouping tasks, designing authority-responsibility structures, creating channels of communication and coordinating mechanisms.

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3 . Staffing Acquiring, developing, utilizing and maintaining people in the organization. Human resource management function in organization. Manpower planning to determine requirements.

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4. Leading/ Directing Influencing and motivating people to perform tasks for goal achievement. Consists of: Leadership Supervision Motivation Communication Coordination

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5. Controlling Monitoring and correcting ongoing activities to facilitate goal achievement. Measurement and correction of performance to achieve planned targets.

Levels of managers: 

Levels of managers

Levels of managers: 

Levels of managers Top level managers Highest level of management Board Chairperson, Chief executive officer, Managing Director, General manager, President etc represent top managers.

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Functions of top level managers Define overall goals, objectives and strategies. Formulating policies and making plan to achieve goal. Setting up an organizational framework. Arranging required resources. Exercising the effective control. Represent the organization to the outside world. Providing good leadership .

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2 . Middle level managers Largest group of managers in most organization. Create link between top level and lower level managers. Department managers, division head, and plant superintendent represent middle managers.

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Functions of middle level managers Explains policies laid down by top level. Preparing organizational set up in their respective department. Selecting appropriate personnel. Assigning duties and responsibilities for timely execution of plans. Issuing instruction to supervisors. Motivating personnel to achieve higher productivity. Coordinating with other department.

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3. Lower level/ First line managers Hold entry level management position. Subordinate to middle managers. Supervisor, foreman, section head, represent lower managers.

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Functions of lower level managers Issue orders and instructions to the workers. Direct and guide the workers. Arrange the tools and equipment for worker. Maintain discipline among the workers. Ensure inter-group coordination in operative employees. Report performance and problems of operative employees to middle managers.

Types of managers: 

Types of managers Generalist managers Direct jobs in a variety of functions In Nepal’s civil service, officers holding the rank of Joint Secretary are generalist managers.

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2. Functional managers Specialize in one management area such as production, marketing, finance, human resource management. The duties, responsibilities and authority of functional manager are specified in the job description. In Nepal’s civil service, officers up to the rank of under secretary are functional managers.

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3. Staff managers Possess expertise in their specialized area of knowledge. Provide advice to functional and generalist managers. Legal advisor is an example of staff manager.

Managerial Roles: 

Managerial Roles Interpersonal roles Aim at maintaining good human relationships both inside and outside the organization. It consists of: Figure head role Leader role Liaison role

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Figure head role Deals with ceremonial and symbolic activities. Attending parties and ceremonial functions to represent symbolically outside the organization.

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2. Leader role Involves leadership, motivation and human resource management. To lead inside the organization and to encourage employees to improve productivity.

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3. Liaison role Public relations role of managers. Involves activities related to maintaining contacts with outside organizations and with community.

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B) Informational role Involve information management Managers receive information from inside and outside the organization. It consists of: Monitor role Disseminator role Spokesperson role

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Monitor role Deals with information gathering which is of value to organization. Keeps the manager aware of new developments.

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2. Disseminator role Deals with transmission of information to those in the workplace Performed inside the organization. Information can be written or oral, formal or informal.

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3. Spokesperson role Transmission of information outside the organization. Manager act as spokesperson of the organization.

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C) Decisional role Involves decision making to solve problems at right time. It consists of: Entrepreneur role Disturbance role Resource allocator role Negotiator role

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2. Disturbance handler role Involves corrective actions for unexpected disturbances like strikes, natural disasters. Manager respond to crisis situation. They resolve conflicts.

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3. Resource allocator role Involves allocating available resources to meet organization’s needs. The manager reviews and revises the budgets.

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4. Negotiator role Involves negotiating resolutions to disturbance both inside and outside the organization.

Managerial skills: 

Managerial skills Basic/ Primary skills 1.Technical skills Abilities to perform a specific task. Involve use of tools, techniques and procedures. Provide functional expertise and technical competence. Lower level managers need a high degree of technical skills.

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2. Human skills Interpersonal skills. Ability to get along with people, get the jobs done through people and motivate people. Needed at all levels of managers.

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3. Conceptual skills Mental ability to deal with complex situation and to coordinate interests and activities of the organization. Needed to relate the organization to environmental forces. Ability to organize information and judge relationships. Mostly needed for top managers to analyze and respond to complex situation.

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B) Other skills Diagnostic skills Digital/ Computer skills Communication skills Political/ Diplomatic skills Decision making skills

BECOMING A SUCCESSFUL MANAGER: 

BECOMING A SUCCESSFUL MANAGER

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Role of education Role of experience Natural ability, drive and self-motivation Develop managerial skills Managerial effectiveness

Becoming a manager: 

Becoming a manager Role of Education Sound education base Foundation for development of managerial skill Continued life long education Familiar with current research and thinking on management Attending various management development programs like in house training

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2. Role of Experience Initial jobs experiences Continued experiences through a variety of job assignment Facing and meeting a variety of management challenges Development of management training programs

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3. Situation Need to tackle and face various situation Subsequent progress by handling various jobs so as to adopt with management situation Need to acquire international expertise for solving out the problem and situation Different situation needs different managerial skills

ANY QUERIES?: 

ANY QUERIES?