MPO Workbook

8/9/2019 MPO Workbook

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PresentatinPresentatinonon

ManagementManagement

By : Rahul GuptaBy : Rahul Gupta

Presentation on


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ContentsContents

1.1. What is management ?What is management ?

2.2. Features of management ?Features of management ?

3.3. Managements LevelManagements Level

4.4. Management RolesManagement Roles


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What is Management?What is Management? Harold Koontz:Harold Koontz:

TheThe artart toto getting getting thingsthings donedone throughthrough && withwith

peoplepeople inin formallyformally organizedorganized groupsgroups.. ItIt isis thethe artart ofof

creatingcreating anan environmentenvironment inin whichwhich people people cancan

perform perform asas individualsindividuals && yet yet cooperatecooperate towardstowards

achievementachievement ofof groupgroup goalsgoals..


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Features of ManagementFeatures of Management Its a universal process.Its a universal process.

Its goal oriented.Its goal oriented. Its a group activityIts a group activity

It is a combination of various skillsIt is a combination of various skills

ItItsa group activtysa group activty


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ManagementLevelsManagementLevels


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TOPTOP--LEVEL MANAGERSLEVEL MANAGERS

TopTop--level managers, or top managers, arealsolevel managers, or top managers, arealsocalled senior managementor executives. Thesecalled senior managementor executives. Theseindividuals areatthetop one or two levels inanindividuals areatthetop one or two levels inanorganization, and hold titles suchas: Chieforganization, and hold titles suchas: ChiefExecutiveOfficer (CEO), Chief FinancialOfficerExecutiveOfficer (CEO), Chief FinancialOfficer(CFO), ChiefOperationalOfficer (COO), Chief(CFO), ChiefOperationalOfficer (COO), ChiefInformationOfficer (CIO), Chairperson oftheInformationOfficer (CIO), Chairperson oftheBoard, President, Vicepresident, CorporateheadBoard, President, Vicepresident, Corporatehead

Top managers do notdirectthe dayTop managers do notdirectthe day--toto--daydayactivities ofthe firm; rather, they setgoals foractivities ofthe firm; rather, they setgoals forthe organizationand directthe companytothe organizationand directthe companyto

achievethemachievethem


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MIDDLEMIDDLE--LEVEL MANAGERSLEVEL MANAGERS

MiddleMiddle--level managers, or middle managers, arelevel managers, or middle managers, arethose inthelevels belowtop managers. Middlethose inthelevels belowtop managers. Middlemanagers' jobtitles include: General manager,managers' jobtitles include: General manager,Plantmanager, Regional manager, andPlantmanager, Regional manager, and

Divisional manager.Divisional manager.

MiddleMiddle--level managers are responsible forlevel managers are responsible for

carrying outthegoals setbytop management.carrying outthegoals setbytop management.They do so by settinggoals for theirThey do so by settinggoals for theirdepartments and other business unitsdepartments and other business units


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contd. from prev. slidecontd. from prev. slide>>>>>>>>

Middlemanagers canmotivateand assistMiddlemanagers canmotivateand assistfirstfirst--linemanagers to achieve businesslinemanagers to achieve businessobjectives. Thus , they communicateobjectives. Thus , they communicatedownwarsdownwars

Middlemanagers mayalso communicateMiddlemanagers mayalso communicateupward, by offering suggestions andupward, by offering suggestions and

feedbackto topmanagersfeedbackto topmanagers


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FIRSTFIRST--LEVEL MANAGERSLEVEL MANAGERS

FirstFirst--levelmanagers arealso called firstlevelmanagers arealso called first--linelinemanagers or supervisors. Thesemanagers havemanagers or supervisors. Thesemanagers have

jobtitles suchas: Officemanager, Shiftjobtitles suchas: Officemanager, Shiftsupervisor, Departmentmanager, Foreperson,supervisor, Departmentmanager, Foreperson,Crewleader, Storemanager.Crewleader, Storemanager.

FirstFirst--linemanagers are responsible for the dailylinemanagers are responsible for the dailymanagementoflineworkersmanagementoflineworkersthe employeesthe employeeswho actuallyproducetheproductor offer thewho actuallyproducetheproductor offer theserviceservice


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MANAGEMENT ROLESMANAGEMENT ROLES

INTERPERSONAL ROLESINTERPERSONAL ROLES

INFORMATIONAL ROLESINFORMATIONAL ROLES

DECISIONAL ROLESDECISIONAL ROLES


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INTERPERSONAL ROLESINTERPERSONAL ROLES

Interpersonal roles requiremanagers to directInterpersonal roles requiremanagers to directand supervise employees and the organizationand supervise employees and the organization

TheThe figureheadfigurehead is typicallyatop ofmiddleis typicallyatop ofmiddlemanager. This manager may communicatemanager. This manager may communicatefuture organizationalgoals or ethicalguidelinesfuture organizationalgoals or ethicalguidelinesto employees atcompanymeetingsto employees atcompanymeetings

AAleaderleader acts as an example for other employeesacts as an example for other employeesto follow, gives commands and directions toto follow, gives commands and directions tosubordinates, makes decisions, and mobilizessubordinates, makes decisions, and mobilizesemployee support. Managers mustbeleaders atemployee support. Managers mustbeleaders atalllevels ofthe organizationalllevels ofthe organization


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contd. from prev. slidecontd. from prev. slide>>>>>>>>

Inthe role ofInthe role ofliaison,liaison, amanger mustcoordinateamanger mustcoordinatethework of othersin differentworkunits,thework of othersin differentworkunits,establish alliancesbetween others, and worktoestablish alliancesbetween others, and workto

share resources.share resources.


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INFORMATIONAL ROLESINFORMATIONAL ROLES

Informational roles arethose inwhichmanagersInformational roles arethose inwhichmanagersobtainand transmit informationobtainand transmit information

TheThemonitormonitor evaluates theperformance of others and takesevaluates theperformance of others and takescorrectiveactionto improvethatperformance. Monitors alsocorrectiveactionto improvethatperformance. Monitors also

watch for changes inthe environmentand withinthewatch for changes inthe environmentand withinthecompanythatmayaffect individualand organizationalcompanythatmayaffect individualand organizationalperformanceperformance

The role ofThe role of disseminatordisseminator requires thatmanagers informrequires thatmanagers inform

employees of changes thataffectthemand theemployees of changes thataffectthemand theorganization. Theyalso communicatethe company's visionorganization. Theyalso communicatethe company's visionand purpose.and purpose.


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contd. from prev. slide>>>>contd. from prev. slide>>>>

aaspokespersonspokesperson communicateswiththe externalcommunicateswiththe externalenvironment, fromadvertisingthe company'sgoodsandenvironment, fromadvertisingthe company'sgoodsandservices, to informingthe communityaboutthe directionservices, to informingthe communityaboutthe direction

oftheorganizationoftheorganization


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DECISIONAL ROLESDECISIONAL ROLES

TheThe entrepreneurentrepreneur rolerequires therolerequires themanagerto assignresources to developmanagerto assignresources to developinnovativegoods and services, ortoinnovativegoods and services, orto

expand a businessexpand a business

TheThe disturbancehandlerdisturbancehandlercorrectscorrects

unanticipated problems facing theunanticipated problems facing theorganization from the internal orexternalorganization from the internal orexternalenvironmentenvironment


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contd. from prev. slide>>>>contd. from prev. slide>>>>

Resource allocator,Resource allocator, involvesdetermininginvolvesdeterminingwhichwork unitswillgetwhichresources.whichwork unitswillgetwhichresources.

TheThenegotiatornegotiatorworkswithothers,such asworkswithothers,such assuppliers, distributors,or laborunions, tosuppliers, distributors,or laborunions, toreach agreementsregardingproductsandreach agreementsregardingproductsandservicesservices


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Name : RahulGuptaName : RahulGupta

Batch : July 2008Batch : July 2008

Programme : PGP3Programme : PGP3

StudyCentre : DELHI09StudyCentre : DELHI09

Contactno. : 9818921127Contactno. : 9818921127


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Documents

MPO Workbook