Embed Size (px)
DESCRIPTION
Citation preview
Management
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.
Present context
Corporate environment moved from a closed, planned economy into global, wired and turbulent economy
CEOs – Required to know domestic market , know the government, make short term plans , able to handle diversified businesses, implement the vision of the “BABU”
Harsh Mariwala – Chairman, MARICO : The Indian CEO is facing competition not from MNCs but from local CEOs.The job of CEO has become more complex
Tarun Das – CII : Industry needs CEOs who are technologically proficient, analytical and willing to face challenges head-on
Azim Premji – Not many indian CEOs have ‘ fire in the belly’
Present context ( contd …)
Ashwin Dani, MD of Asian Paints – CEOs should have wide project implementation skills, international exposure, good communication skills
Kumaramangalam Birla, AV Birla Group – CEO should be friendly and flexible, but firm and decisive
CEO should be young and restless , but unemotional. He is a hands-on manager , but thinks long-term. He is a techie ,but people oriented. He is multi skilled , experienced and a visionary
If you deliver ,you are a target for competition. If you don’t , you are asked to leave. Either way , you go.
What is “Management”?
Management as a noun
Management as a Process
Management as a group/ team
Management as a Discipline
Management as an activity
Characteristics
Intangible
Goal oriented
Universal
A social process
A Group activity
A system of authority
Is an activity
Dynamic
Science ( Based on principles that can be generalised) as well as an Art ( application of knowledge to achieve results)
Multidisciplinary
Science and Art
Science Art
Advances by knowledge Advances by practice
Proves Feels
Predicts Guesses
Defines Describes
Measures Opines
Impresses Expresses
Management as a “Profession”
Well defined body of knowledge
Formal education and training
Minimum qualification
Representative body
Service above self
Ethical code of conduct
Functions of Management
The five managerial functions around which managerial knowledge are organized: planning, organizing, staffing, leading, controlling.
External Environment
The external elements that affect operations can be grouped into:
– Economic factors
– Technological factors
– Social factors
– Ecological factors
– Political/legal factors
– Ethical factors
Time Spent in Carrying Out Managerial Functions
Managerial Skills
The four skills required of administrators:
Technical skills
Human skills
Conceptual skills
Design skills
Skills and Management Levels
Goals of All Managers
The aim of all managers should be to create a surplus.
To establish an environment in which people can accomplish group goals with the least amount of time, money, materials, and personal dissatisfaction
Top 10 companies in America’s Fortune list, 2010
1. Apple
2. Google
3. Berkshire Hathaway
4. Johnson & Johnson
5. Amazon.com
6. Procter & Gamble
7. Toyota Motor
8. Goldman Sachs
9. Wal-Mart
10. Coca-Cola
Adaptations of companies to 21st Century
Take advantage of the new information technology—Internet
Embracing Globalization
Encouraging entrepreneurship
Entrepreneurship
Entrepreneurship is a creative process that is centered in the notion of identifying market opportunities and unmet needs. It is building solutions that meet these needs and bring value to customers
Five Fast Growing Companies 2010
Apple
GE
IDEO
Productivity
The output-input ratio within a time period with due consideration for quality.
Effectiveness & Efficiency
Productivity implies effectiveness and efficiency in individual and organizational performance.
Effectiveness is the achievement of objectives.
Efficiency is the achievement of the ends with the least amount of resources (time, money, etc.).
Managing: Science or Art?
Managing as a practice is an art; the organized knowledge underlying the practice may be referred to as a science.
Mintzberg’sManagerial Roles Approach
3 interpersonal roles
- Figurehead ,Leader , Liaison
3 informational roles
- Monitor , Disseminator , Spokesperson
4 decision roles
- Entrepreneur, Disturbance handler,
Resource Allocator , Negotiator
Evolution of Management Thought
Frederick Taylor and Scientific Management
Fayol, the Father of Modern Operational Management Theory
Elton Mayo’s Hawthorne Studies
Recent Contributors to Management Thought, includes Peter Drucker
Hawthorne Studies.
The improvement in productivity was due to social factors such as morale, satisfactory interrelationships between members of a work group (a "sense of belonging")
Effective management—a kind of managing that would understand human behavior.
Recent Contributors to Management Thought
Peter F. Drucker
Keith Davis
W. Edwards Deming
Joseph M. Juran
Laurence Peter
William Ouchi
Thomas Peters and Robert Waterman
Patterns of Management Analysis: A Management Theory Jungle?
1. The empirical or case approach
2. The managerial roles approach
3. The contingency or situational approach
4. The mathematical or management science approach
5. The decision theory approach
6. The reengineering approach
7. The systems approach
8. The socio technical systems approach
9. The cooperative social systems approach
10. The group behavior approach
11. The interpersonal behavior approach
12. McKinsey's 7-S framework
13. The total quality management approach
14. The management process or operational, approach
The Management Process or Operational Approach
Management Process or Operational Approach
This approach draws together the pertinent knowledge of management by relating it to the managerial job—what managers do.
It tries to integrate the concepts, principles, and techniques that underlie the task of managing.
A Basic Input-Output Model
The Five Managerial Functions
Planning : Selecting missions and objectives and the actions to achieve them, which requires decision making.
Organizing: involves establishing an intentional structure of roles for people to fill in an organization.
Staffing: involves filling, and keeping filled, the positions in the organization structure.
Leading: is influencing people so that they will contribute to organization and group goals.
Controlling : Controlling is measuring and correcting individual and organizational performance to ensure that events conform to plans
Key concepts:
1. Management
2. Managerial functions
3. Managerial skills in the organizational hierarchy
4. The goal of all managers
5. Characteristics of excellent and most admired companies
6. Three major trends: Advances in technology, globalization, and entrepreneurship
7. Productivity, effectiveness, and efficiency
8. Managing: science or art?
9. Managerial roles
10. Major contributors to management thought
11. Contributors to scientific management
12. Fayol’s operational management theory
13. Elton Mayo’s Hawthorne Studies
14. Management theory jungle : Patterns of management analysis
15. Management process, or operational approach
16. Systems approach to the management process
17. Five managerial functions
