Upload
chandan-kumar
View
221
Download
0
Embed Size (px)
Citation preview
8/4/2019 Management and ion
1/22
OrganisationGroup of people working for a commongoal
FedEx on time package delivery service atthe lowest prevailing price.Sony- Create innovative camerasDell computer- produce PCsOverall goal increasing profits and marketshare
8/4/2019 Management and ion
2/22
Intro. to Organizations
Management environment is rapidly changingCost focus changing to Quality focus
Autocratic systems of organisation givingway to consensus forms Globalisation and competitive pressures
Technology as an enabling force (eg. Internet)Social change focusing on people
8/4/2019 Management and ion
3/22
Intro. to Organizations
The relevance of your technical capabilitywill decline
The relevance of your managerial capabilitywill increase.The crossover point is generally less than
5 years
8/4/2019 Management and ion
4/22
Intro. to Organizations
Industrial RevolutionWorkers brought together and required some
kind of organization; Prior fixed positions of labouring class versusruling class gave way to a kind of socialDarwinism
Adam Smith (1776) founded economics withThe Wealth of Nations
8/4/2019 Management and ion
5/22
Intro. to OrganizationsThe Wealth of Nations ( 1776)
The source of wealth is the labour of people, andimprovement comes from specialization;Division of labour implies greater task familiarity;Labour is a commodity rather than an activity
A worker is a machine of production;Individuals will maximize their self-interest;Well-being of workers depends on economicgrowth.
8/4/2019 Management and ion
6/22
The rise, decline and rebirth of Ford
Henery Ford, Started with nothing in 1903, had builtfifteen years later the worlds largest and mostprofitable manufacturing enterpriseThe Ford Motor Company, in the early twenties,dominated and monopolized the Americanautomobile market and held a leadership position inmost of the other important automobile markets of the world of the worldIt had amassed, out of profits, cash reserves of abillion dollars or so
8/4/2019 Management and ion
7/22
Contd..Only a few years later, by 1927, this businessempire was in shambles.Having lost its leadershipposition and barely able to stay a poor third in themarket, it lost money almost every year for twentyyearsIn 1944 the founders grandson, Henery Ford II,then only twenty six years old and without trainingor experience, ousted two years later his grand
fathers cronies in a palace Coup, brought in atotally new management team and saved thecompany
8/4/2019 Management and ion
8/22
8/4/2019 Management and ion
9/22
8/4/2019 Management and ion
10/22
Management
Management is the process of planning, organizingleading and controlling the resources of anorganization in the efficient and effective pursuit of
the specified organizational goalThe process of working with and through others toachieve organizational objectives in a changingenvironment.Management entails the effective and efficient use of limited resources.
8/4/2019 Management and ion
11/22
Efficiency Effectiveness MatrixRESOURC
Euse
EfficientMost resources
contribute toproduction
InefficientFew resources
contributeto production
IneffectiveLittle progress towardorganisational goals
EffectiveSubstantial progress
towards organisational goals
Goal accomplishment
Not reachinggoals and not
wasting resources
Reaching goalsand not wasting
resources
Not reachinggoals and
wasting resources
Reaching goalsAnd wasting
resources
8/4/2019 Management and ion
12/22
Management environment
Task environmentClients
CompetitorsSuppliersRegulatorsLabour
8/4/2019 Management and ion
13/22
Internal environmentBoard of directors
EmployeesProcessCultureClimate
8/4/2019 Management and ion
14/22
Nature and characteristics of management
Management is goal orientedManagement is universalManagement is multidisciplinaryManagement is a continuous process
Management is an art as well as science
8/4/2019 Management and ion
15/22
Managerial rolesInterpersonal roles
Figurehead role
Leader roleLiaison role
Informational role
Monitor roleDisseminator roleSpokesperson role
Decision makerNegotiator roleResource allocatorDisturbance handler
Entrepreneurial
8/4/2019 Management and ion
16/22
Functions in theManagementProcess
8/4/2019 Management and ion
17/22
8/4/2019 Management and ion
18/22
Managerial skills
Technical skillsHuman skillsConceptual skills
8/4/2019 Management and ion
19/22
Functional managers
Marketing managersOperational managers
Human resource managersAdministrative managersFinance mangerLine managers & staff managers
8/4/2019 Management and ion
20/22
Functions of top level management
To make corporate plan for the entire organisationTo decide corporate goalsTo design structure of organisation, creatingvarious positionsTo exercise overall managerial control through theprocess of reviewing overall financial andoperating results
To select key officials and executives for thecompanyTo formulate basic policies and principles
F i f d b iddl
8/4/2019 Management and ion
21/22
Functions performed by middlemanagers
To prepare departmental plan covering allactivities of the department within the basicframework of the corporate planTo establish departmental goalsTo issue detailed orders and instruction tolower level managersExplain and interpret policy decisions
8/4/2019 Management and ion
22/22
Supervisory level managementTo get things done by core group workersTo prepare plan for their activitiesTo issue necessary orders and instructions to the
workersTo guide, assist and help the workers byexplaining work proceduresTo motivate them and to maintain a team spirit
among themTo arrange, material, machines and tools for theworkers and provide training to them