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8/14/2019 Mgmt. Intro (Sec 1-2)
http://slidepdf.com/reader/full/mgmt-intro-sec-1-2 1/26
Prof. Manu Priya Gaur [email protected]
"Management knowledge islike the air you breath youcannot measure it, touch it,or see it but no organization
can survive without it.- Keki B. Dadiseth.Former chairman, HLL
8/14/2019 Mgmt. Intro (Sec 1-2)
http://slidepdf.com/reader/full/mgmt-intro-sec-1-2 2/26
Af ter completing this session you should be able to :
To de f ine management in several di ff erent ways.
To understand nature & purpose of
management.Understand importance o f management to society &individual.
To list & de f ine the basic management f unctions A n understanding o f three levels o f management &their relative importance
A n understanding o f management process.
To understand the application o f managementconcepts & making management e ff ective.
Learning Objectives
8/14/2019 Mgmt. Intro (Sec 1-2)
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W hat isW hat isManagement?Management?
1 . ³Management is the
accomplishment of resultsthrough the effords of other people.´ (Lawrence
A. Appley)2 . ³Management is the artof getting things donethrough and with thepeople in formallyorganised group.´
(Koontz H.)
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3. ³Management is theprocess of planning,
organising, actuating andcontrolling to determine &accomplish the objectivesby the use of people &resources. (Terry. G.)
4 . ³Management is theprocess by which mangerscreate, direct, maintain &operate purposiveorganisations through
systematic, coordinatedeffort .(Mc. Farland)
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OTHER DEFINITIONS:
F.W. Taylor - ³Art of knowingwhat you want to do and thenseeing that it is done the best andcheapest way´.
Henry Fayol ± ³To Manage is toforecast, to plan, to organize, tocommand, to co-ordinate and tocontrol´.
Peter F.Drucker ±´Management iswork and as such it has its ownskills, its own tools and its own
techniques´.
³Management is the art of gettingthings done through and with
people´.
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"Management is,above all, a practice
where art, science,
and craft meet. "Henry Mintzberg
McGill University
8/14/2019 Mgmt. Intro (Sec 1-2)
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MANAGEMENT AS A NOUN
MANAGEMENT AS A PROCESS
MANAGEMENT AS A TEAM
MANAGEMENT AS A DISCIPLINE
MANAGEMENT AS AN ACTIVITY
MANAGEMENT AS A SCIENCE
MANAGEMENT AS AN ART
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MenMaterialMachineryMoney
GoodsServicesProfitProductivity
Consumer Satisfaction
Planning Organizing Staffing Directing
CONTROLLING
INPUTS
OUTPUTS
P rocess of Management
Transformation of Org. resources into finished products through the production process.
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SC OPE OFM ANAG EMEN T
1 . Management asan EconomicResource
2. Management asa S ystem o f A uthority
3. Management asa C lass o f Elite
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IMPORTANCE OF MANAGEMENTIMPORTANCE OF MANAGEMENT
Word used in circuses &restaurants.
C ritical element in theeconomic growth o f a country.
A pplied in various other
organizations i.e. educational,social, military & govt.
Mgmt. is li f e-giving element.
Mgmt. determines the successo f an organization.
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Optimum use o f resourcesDevelopment o f ResourcesEff ective leadership &motivationEstablishes sound industrialrelationsA chievement o f goalsTo incorporate innovationsS tability in S ociety/improvesstandard o f society
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A cc. To Peter Drucker withoutmanagement, a country sresources of production remainresources & never becomeproduction .
Optimum use of resources.Effective leadership &
motivation.Establishes sound industrial
relations. A chievements of goals.
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Management FunctionsPlanning Organizing
Leading Controlling
Innovation
RepresentationRepresentation
StaffingStaffing
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PlanningPlanning- - Process of making decisionsabout future. Deciding in advance what isto be done, when & where it is to be
done, how it is to be done & by whom.
OrganizingOrganizing- - It is the process of creatingstructure of relationships to enable
employees to carry out management¶splans & meet its goals.
StaffingStaffing- - Function of employing suitablecandidate to carry out management¶s plans& meet its goals.
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ControllingControlling -- T o ensure that actionscontributes to the goal accomplishment.Keeping activities on right path.
InnovationInnovation -- T o constantly grows better,creating new things, new ideas.
RepresentationRepresentation -- T o present organizationbefore various outside groups
DirectingDirecting- - Function of guiding, supervising,motivating to carry out plans.
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1 . Management is intangible .
2.Management is goal-oriented
.
3. Management is a socialprocess .
4. Management is a group
activity .5. Management is an activity .
6. Management is Universal .
7. Management dynamic8 . Management is Science as well
as Art .
9. Management is
Multidisciplinary
CHARACTERISTICSCHARACTERISTICSOF MANAGEMENTOF MANAGEMENT
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Term refers to line of demarcation between variousmanagerial
positions.Position involve performancedifferences in performances because of various
manageriallevels.
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Levels o f Management
B oard of Directors
Managing Director
Executive Directors
Finance Manager Marketing Manager
B ranch Manager
Sale Officers
Chief Accountant
Finance Officers
Personnel Manager
Labor Officers
TOPMANAGEMENT
MIDDLE MGT
LOWER MGT
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Levels of management
Provide strategicdirection for theorganization. Monitor theexternal environmentSupervise first-linemanagers. Link betweentop management andfirst-line managers.Translate strategy intoaction / operations.Supervise individualswho are directlyresponsible forproducing theorganization s product /service.
Operational employees
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Top Ma a t-
Managers who are responsible f oroverall directions & operations o f
an organization. i.e. board chairman,co. president, executive vice president,MD,CEO.Determines objectives & policiesDesigns operating & f inancialstructureProvides guidance & directionsLays down standards o f
performanceMaintains good public relations
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Middl L v l Ma a t-
Managers who receive broad,overall strategies & policies f romtop managers & translate them intospeci f ic goals & plans f or f irst-linemanagers to implement. i.e. SalesManager, Plant Manager, PersonnelManager.
Interprets & explain the policiesf ramed by the topIssues detailed instructionsParticipates in operating decisionsTrain other mangers
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Lower Le v e l Ma a emen t-
Plan day to day production within the goal laiddown by higher authorities.Assign jobs to workers & make arrangementsfor their training and development.
Issue orders & instructions.Supervise & control workers¶ operations and tomaintain personal contact with them.Arrange materials and tools and to maintainmachinery.Advise & assist workers by explaining workprocedures, solving their problems etc.Maintain discipline and good human relationsamong workers.
Report feedback information and workers¶problems to the higher authorities.
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r c h y o
f w o r k
e m e n t
e m e n t
n e e
m e n t
S T R A T E G I C
F U N C T I O N A L /
T E C H N I C A L M A N A G E M E N T
A N D C O N T R O L
T E C H N I C A L /
O P E R A T I O N A L
C O N T R O L
F U N C T I O N A L /
T E C H N I C A L M A N A G E M E N T
A N D C O N T R O L
T E C H N I C A L /
O P E R A T I O N A L
C O N T R O L
T h e
I d e a
l
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EFFE C TIVE M ANAG EMEN T
Managerial Effectiveness .B oth terms indicate the results of an action . Used interchangebly .
Eff ectiveness
Eff iciency
Refers to management¶s use of organizational resources inmeeting Org . goals .
Is the degree to which organizationalresources contribute to productivity .
It is measured by the proportion of total org . resources used during theproduction process .
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Management C hallengesManagement C hallenges
Increasing number o f global
organizations.Building competitive advantagethrough superior e ff iciency, quality,
innovation, and responsiveness.Increasing per f ormance while
remaining ethical managers.Managing an increasingly diverse
work f orce.
Using new technologies.
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All the right things are
not possib l e a lways
All the po ssi b l e th ings ar enot right always
B e tru e to b oth your m ind
and h e art You ll n eve r go wrong .