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8/8/2019 Chap- 1 Intro to Mangement
http://slidepdf.com/reader/full/chap-1-intro-to-mangement 1/23
8/8/2019 Chap- 1 Intro to Mangement
http://slidepdf.com/reader/full/chap-1-intro-to-mangement 2/23
` ³Is the process of designing and maintaining an
environment in which individuals, working together
in groups, effeciently accomplish selected aims.´
- Koontz.` ³Is an art of knowing what is to be done and
seeing that it is done in the best possible manner.´
- F.W.Taylor.
` ³Is to forecast, to plan, to organise, to command,to co-ordinate and to control the activities of
others.´ - Henry Fayol.
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` ³Is an art of getting things done through others.´
` ³Is a process consisting of activities of planning,
organizing, actuating and controlling , performed
to determine and accomplish stated objectiveswith the use of human beings and other
resources.´- Terry.
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Human and
non-human
resources
Planning, organizing,
staffing, leading and
controlling
Achievement
of objectives
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` Management is an Activity.
` Is a Process.
`
Is required for every type of organisation.` Is goal oriented.
` Is intangible.
` Is dynamic.
` Is a discipline.` is a group effort.
` Is a global function.
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` helps an organisation to acheve its objectives.
` Promotes effectiveness.
` Develops the ability of manager.
`
Optimum use of orgn. Resources.` Economic and social development.
` Co-ordination b/w individual and organsa tionalgoals.
`
is a science as well as an art.` Management is a profession
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1) Interpersonal rolesfigurehead role: greeting the visitors, attendingsocial functions involving their subordinates (like
weddings, funerals), handing out meritcertificates to workers showing promise etc.leadership role: hiring, training, motivating anddisciplining employees,liaison role.2) Informational roles: receiving andcommunicating information.spokesperson role when they represent theorganisation to outsiders
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3) Decisional roles
disturbance handlers, resource allocator,negotiators
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` T echnical skill: use the tools, procedures ortechniques of a specialised field- higher levels ofmanagement, the importance of technical skill
diminishes as manager has less direct contactwith day-to-day activities.
` Human skill:
` Concept ual skill
` Design skill:
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PLANNING
` process of deciding in advance what is to bedone, when and where it is to be done, how it is
to be done and by whom.` involves selecting missions and objectives,
actions to achieve them, requires decisionmaking.
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ORGANISING
` arrangement of an organisation's resources -people, materials, technology and finance in
order to achieve enterprise objectives.` decisions about
- division of work,
- allocation of authority and responsibility
- the coordination of tasks.
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3) STAFFING
function of employing suitable persons for theenterprise.
` recruited, selected, trained, developed,motivated and compensated for manningvarious positions, promotion, job rotation,transfer ,termination, retirement.
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4) DIRECTINGguiding and supervising the activities of thesubordinates. four important elements:
Leadership: process of influencing the actions of aperson. Motivation: inspire, encourage and impel people totake required action.Communication: transfer of information and
understanding from one person to another.Su pervision: seeing that subordinates do their workand do it as directed
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5) CONTROLLING:
(a) setting standards of per formance,
(b) measuring actual per formance,(c) com paring actual per formance against the standard
(d) taking corrective actions to ensure goal accom plishment
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` 1. PRODUCTION M ANAGEMENT
- Conversion of inputs into outputs.
- Also known as Operations Management.
- Deals with-Product Design- What to produce and sell.
Process Design- Way the product will be produced.
Location Analysis-
Capacity PlanningOperations and Control Decisions- Routing, Loading,
Scheduling, Dispatching,Controlling.
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` Is concerned with flow of goods and services
` controlling the level & composition of demand in
the market
` Focus on 4 variables1. Product mix
2. Pricing Mix
3. Promotion Mix
4. Place Mix
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` Or Personnel Management` Deals with-- Human Resource Planning- Recruitment-
Selection- Placement- Performance Appraisal- Compensation- Training- Rewards- Industrial relations- Employee Communication and participation- Personnel Records
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` Investment decisions
` Financing decisions- sources and application of
funds.
` Dividend decisions
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` ' Art' refers to "the way of doing specific things.
` while performing the activities of getting things done
by others - required to apply - knowledge of certain
underlying principles which are necessary for every
art.
` Management gets perfection in the art of managing
only through continuous practice.
` implies capacity to apply accurately the knowledge to
solve the problems, to face the situation and to realise
the objectives fully and timely.
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` It is a systematized body of knowledge- involves
observation, formulation of hypothesis, experiment
and development of theory
` Causal Relationship- b/w management practicesand their end results.
` universal applicability
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