Management

Content Of Presentation
• Understanding management concepts
• Characteristics of management
• Functions of management
• Levels of management

MANAGEMENT
• Management is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, staffing, directing and
controlling organizational resources.
• Organizational resources include men(human
beings), money, machines and materials.

Definitions
• Louis E Boone & David L Kurtz- The use of people
and other resources to accomplish objectives.
• Mary Parker Follet- the act of getting things done
through people.
• Frederick Taylor defines Management as the art of
knowing what you want to do in the best and
cheapest way.

Characteristics
• Management is a distinct process.
• Management is an organized activity
• Management aims at the accomplishment of
predetermined objectives.
• Management is both a science and an art.
• Management is a group activity
• Management principles are universal in nature
• Management integrates human and other resources.

Concept of management-Raymond
G. Leon
• Management by Communication
• Management by Systems
• Management by Results
• Management by Participation
• Management by Motivation
• Management by Exception
• Management by Objectives

FEATURES
• Management involves five functions
• These functions are organised to achieve
organisational goals.
• Management involves effective and efficient use of
resources

FUNCTIONS OF
MANAGEMENT
• PLANNING
• ORGANIZING
• STAFFING
• DIRECTING
• CONTROLLING

PLANNING
• Planning is determining the objectives and formulating
the methods to achieve them. It is more simply said than
done. A job well planned is half done. During planning
one needs to ask oneself the following:
• What am I trying to accomplish i.e. what is my objective?
• What resources do I have and do I need to accomplish
the same?
• What are the methods and means to achieve the
objectives?
• Is this the optimal path?

Types of Planning
• Purposes or missions,
• Objectives-It is the ultimate goal towards which the activities of the
organization are directed
• Strategies-general program of action and deployment of resources
• Policies-general statement or understanding which guide or channel thinking
in decision making
• Procedures-states a series of related steps or tasks to be performed in a
sequential way
• Rules-prescribes a course of action and explicitly states what is to be done
• Programs-comprehensive plan that includes future use of different resources
• Budgets-statement of expected results expressed in numerical terms

Principles of Planning
• Take Time to Plan
• Planning can be Top to Down or Bottom to Top
• Involve and Communicate with all those Concerned
• Plans must be Flexible and Dynamic
• Evaluate and Revise

Steps in Planning
1. Determining the goals or objectives for the entire
organization.
2. Making assumptions on various elements of the
environment.
3. To decide the planning period.
4. Examine alternative courses of actions.
5. Evaluating the alternatives.
6. Real point of decision making
7. To make derivative plans.

Types of Managerial Decisions:
• Programmed
• Non programmed.
• Mechanistic-It is one that is routine and repetitive in nature
• Analytical-It involves a problem with a larger number of
decision variables
• Judgmental-It involves a problem with a limited number of
decision variables, but the outcomes of decision alternatives are
unknown
• Adaptive-It involves a problem with a large number of decision
variables, where outcomes are not predictable

ORGANIZING
1."Organising is the process of defining and grouping the activities of the
enterprise and establishing the authority relationships among them.“
2."Organising is the process of identifying and grouping the work to be
performed, defining and delegating responsibility and authority and establishing
relationships for the purpose of enabling people to work most effectively
together in accomplishing objectives."

Process of Organizing
• Determine what is to be done/ Division of Work:
• Assign Tasks: Departmentalization:
• Link Departments: Hierarchy Development:
• Decide how much Authority to Designate/ Authority,
Responsibility and Delegation:
• Decide the Levels at which Decisions are to be made /
Centralization vs. Decentralization:
• Decide how to Achieve Coordination:

Techniques for achieving
coordination.
• Coordination by Rules or Procedures
• Coordination by Targets or Goals:
• Coordination through the Hierarchy
• Coordination through Departmentalization
• Using a Staff Assistant for Coordination:
• Using a Liaison for Coordination:
• Using a Committee for Coordination
• Using Independent Integrators for Coordination:
• Coordination through Mutual Adjustment:

STAFFING
The term ‘Staffing’ relates to the recruitment, selection, development, training and compensation of the
managerial personnel. Staffing, like all other managerial functions, is the duty which the apex
management performs at all times. In a newly created enterprise, the staffing would come as a. third step
—next to planning and organizing—but in a going enterprise the staffing process is continuous.
In order to define and clarify the group of employees included in the staffing concept, it must be stated
that the staffing function is concerned with the placement, growth and development of all of those
members of the organization whose function it is to get things done through one effort of other
individuals.

DIRECTING
DIRECTING is said to be a process in which the managers
instruct, guide and oversee the performance of the workers to
achieve predetermined goals. Directing is said to be the heart of
management process. Planning, organizing, staffing have got no
importance if direction function does not take place.

DIRECTING/LEADING
• Provides positive and dynamic leadership
• Provides maximum opportunities
• Provides proper motivation of personnel
• Ability to command people

CONTROLLING
Control, or controlling, is one of the managerial functions
like planning, organizing, staffing and directing. It is an
important function because it helps to check the errors and
to take the corrective action so that deviation from standards
are minimized and stated goals of the organization are
achieved in a desired manner.

CONTROLLING CONCEPTS
• Feed Forward Control-Control that attempts to identify
and prevent deviations before they occur is called feed
forward control, sometimes called preliminary or
preventive control.
• Concurrent Control-Control that monitors ongoing
employee activities during their progress, to ensure they
are consistent with quality standards, is called concurrent
control.
• Feedback Control-In this case, the control takes place
after the action. Sometimes called post-action or output
control

Steps in the Control Process
• Establish Standards of Performance
• Measure Actual Performance
• Compare Performance to Standards:
• Take Corrective Action

Principles of Effective Control
• Effective controls are timely.
• Control standards should encourage compliance.
• Setting effective standards is important
• Use management by exception.
• Employees should get fast feedback on performance.
• Do not over rely on control reports.
• Fit the amount of control to the task.

Levels Of
Management
The term “Levels of Management’ refers to a line of demarcation
between various managerial positions in an organization. The number of
levels in management increases when the size of the business and work
force increases and vice versa. The level of management determines a
chain of command, the amount of authority & status enjoyed by any
managerial position.

TOP level
• It consists of board of directors, chief executive or
managing director. The top management is the
ultimate source of authority and it manages goals and
policies for an enterprise. It devotes more time on
planning and coordinating functions.
• The role of the top management can be summarized
as follows -

ROLES
• Top management lays down the objectives and broad policies of the
enterprise.
• It issues necessary instructions for preparation of department budgets,
procedures, schedules etc.
• It prepares strategic plans & policies for the enterprise.
• It appoints the executive for middle level i.e. departmental managers.
• It controls & coordinates the activities of all the departments.
• It is also responsible for maintaining a contact with the outside world.
• It provides guidance and direction.
• The top management is also responsible towards the shareholders for the
performance of the enterprise.

Middle level
• The branch managers and departmental managers
constitute middle level. They are responsible to the
top management for the functioning of their
department. They devote more time to organizational
and directional functions. In small organization, there
is only one layer of middle level of management but
in big enterprises, there may be senior and junior
middle level management. Their role can be
emphasized as -

Roles
• They execute the plans of the organization in accordance with the policies and directives
of the top management.
• They make plans for the sub-units of the organization.
• They participate in employment & training of lower level management.
• They interpret and explain policies from top level management to lower level.
• They are responsible for coordinating the activities within the division or department.
• It also sends important reports and other important data to top level management.
• They evaluate performance of junior managers.
• They are also responsible for inspiring lower level managers towards better performance.
•

Low level Management
• Lower level is also known as supervisory / operative
level of management. It consists of supervisors,
foreman, section officers, superintendent etc.
According to R.C. Davis, “Supervisory management
refers to those executives whose work has to be
largely with personal oversight and direction of
operative employees”. In other words, they are
concerned with direction and controlling function of
management. Their activities include -

Roles
• Assigning of jobs and tasks to various workers.
• They guide and instruct workers for day to day activities.
• They are responsible for the quality as well as quantity of
production.
• They are also entrusted with the responsibility of maintaining good
relation in the organization.
• They communicate workers problems, suggestions, and
recommendatory appeals etc to the higher level and higher level
goals and objectives to the workers.
• They help to solve the grievances of the workers.
• They supervise & guide the sub-ordinates.

Cont…
• They are responsible for providing training to the workers.
• They arrange necessary materials, machines, tools etc for
getting the things done.
• They prepare periodical reports about the performance of
the workers.
• They ensure discipline in the enterprise.
• They motivate workers.
• They are the image builders of the enterprise because they
are in direct contact with the workers.

MANAGER’S ROLES
• Interpersonal role
• Informational role
• Decisional role

INTERPERSONAL ROLE
• Figurehead- ethical guidelines and the principles of
behavior employees are to follow in their dealings
with customers and suppliers
• Leader- give direct commands and orders to
subordinates and make decisions
• Liaison-coordinate between different departments
and establish alliances between different
organizations

INFORMATIONAL ROLE
• Monitor- evaluate the performance of managers in
different functions
• Disseminator-communicate to employees the
organization’s vision and purpose
• Spokesperson- give a speech to inform the local
community about the organization’s future intentions

DECISIONAL ROLE
• Entrepreneur- commit organization resources to develop
innovative goods and services
• Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the
external as well as internal environment
• Resource allocator- allocate existing resources among
different functions and departments
• Negotiator- work with suppliers, distributors and labor
unions

TYPES OF MANAGERS
• FIRST-LINE MANAGERS- often called supervisors
stand at the base of the managerial hierarchy
• MIDDLE MANAGERS- heads of various
departments and organise human and other
resources to achieve organizational goals
• TOP MANAGERS- set organizational goals,
strategies to implement them and make decisions

WHAT MAKE MANAGERS
SUCCESSFUL?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring knowledge
• Ethical consciousness
• Collaborative relationship
• Perseverance

REFERENCES
• 1.https://en.wikipedia.org/wiki/Control_(manageme
nt
• 2.
http://www.yourarticlelibrary.com/business-management/staffin
• http://kalyan-city.blogspot.in/2011/07/what-is-organising-mean

Management

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