MANAGEMENT PRINCIPLES AND PRACTICES

1. MANAGEMENT PRINCIPLES AND PRACTICES Presented by Dr.Daleep Parimoo Associate Professor School of Business Studies, Sharda University.

2. IF RUNNING A BUSINESS were easy,everybody would be doing it.

3. All Sizes of Organizations Small Large All Organizational Areas Manufacturing-Marketing Human Resources Accounting Information System…. Management is Needed in….. All Types of Organizational Profit not-for Profit All Organizational Levels Bottom Top • Management Universality management is needed in all types and sizes of organizations, at all organizational levels, in all organizational work areas, and in all companies, no matter in what country they’re located.

4. MANAGEMENT MANAGEMENT IS ART OF GETTING THINGS DONE THROUGH PEOPLE IN A SYSTEMATIC MANNER FOR ACHIEVING THE GOALS

5. What is Management? • Management is a process of reaching organizational goals by working with and through people and other organizational resources. • It is the process of coordinating work activities so that they’re completed EFFECTIVELY AND EFFICIENTLY completing with and through people and other resources • Three main characteristics • It’s a process or series of continuing and related activities • It involves and concentrated on reaching organization goals • It reaches these goals by working with and through people and other organizational resources . • The process represents the ongoing functions or primary activities engaged by mangers

6. Definition of “Management” • A set of management functions directed at the efficient and effective utilization of resources in the pursuit of organization goals.”-By Griffin: • Management is the process of designing and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims.”- Koontz and Weihrich • Management is an organ, organs can be described and defined only through their functions-Peter F. Drucker • Management is a distinct process consisting of activities of planning, organizing, actuating, and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources.-Terry & Franklin

7. MANAGEMENT IS MANAGING • People – Tactfully • People – As team • People’s - Skills • People V/S Technology • People V/S Objectives (MBO) • People V/S Resources

8. MANAGEMENT THUS IS A FUNCTION OF : M = f(ir+ef), where ir stands for internal resources & ef stands for external factors MANAGING THE INTERNAL AND EXTERNAL ENVIRONS, THROUGH VARIOUS EFFECTIVE AND EFFICIENT PROCESSES, WITH THE OBJECTIVE OF ACHIEVING LAID DOWN EXPECTED RESULTS.

9. Definition of Management • Management : Manage – People – tactfully Manage – People – technology Manage – People – as team Manage – competencies Manage – objectives (MBO) Manage – People and things (resources – physical, inanimate) Manage – f ( RISKS, REWARDS)

10. Management….. • Is based on a systematic body of knowledge-laws, principles and concepts • This knowledge is universal • If a manager has this fundamental knowledge and knows how to apply it to a given situation, he should be able to perform the managerial functions efficiently and effectively Management Practice is regarded as an art, but organized knowledge about management is a science THUS MANAGEMENT IS BOTH AN ART AND SCIENCE

11. Management • When it comes to manage people, it is said that “people are enigmatic.” • Thus, Management is enigmatic. • Harold Koontz described the present state of management theory as a “jungle.” There can be lots of ambiguity and there will be no recipe book

12. Management Management is a function of M = f(RESULTS, FEEDBACK, RESULTS……) Managing the internal and External Environs in the Bio-Ecosystems through various effective and efficient processes with the objective of achieving laid down expected results .

13. Management Function and Process • Planning • Organizing • Leading • Controlling management processis the set of ongoing decisions and work activities in which managers engaged as they plan, organize, lead, and control . • Management Roles managers perform a lot of different but high interrelated roles • Management roles it’s the specific categories of managerial behavior • The interpersonal roles are roles that involves people (subordinates and persons outside the company) and other duties that are ceremonial and symbolic in nature • The informational roles Involves receiving collection, and disseminating information. • The decisional roles revolve around making choices and includes roles as businessman, disturbance handler, resource allotment, and negotiator.

14. Process of Management The whole management process is actually an integration of the work activity (Mintzberg) and the management functions MANAGEMENT FUNCTIONS : • Planning, Organization, Co-ordination, motivation, and control are Universal. • These functions are performed in all organizations – SMEs, Large, not-for-profit organizations, etc.

15. Definitions • Planning : Management functions that involves the process of defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities • Organizing: management function that involves the process of determining what tasks are to be done, who is to do them, how the tasks have to be grouped, who reports to whom, and where decisions are to be made

16. Leading : management functions that involves motivating subordinates, influencing individuals or teams as they work, selecting the most effective communicating channels or dealing with any with employee behavior issues • Controlling : Management functions that involving monitoring actual performance, compiling actual to standard, and taking action if necessary • Management process : The set of ongoing decisions and work activities in which managers engage as they plan, organize, lead and control.

17. case Learn management from your mother • Role of mother in traditional Indian household • Responsibilities • Father – Salary earner • Mother- Home maker Running House hold Children’s Education Fulfilling Social obligations Much more

18. MANAGEMENT LESSONS FROM MOTHERS

19. WHAT MATTERS MOST FOR A MOTHER……………….???????????????? WHAT IS THE ULTIMATE DREAM OF EVERY MOTHER……………..????????? TO RUN THE HOUSE HOLD IN A VERY EFFECTIVE AND EFFICIENT MANNER, TO MEET THE SOCIAL OBLIGATIONS AND TO SEE THE WELFARE OF HER CHILDREN AND HER SPOUSE

20. Mothers wear many hats- Here are some leadership & management skills we learn from my moms: * Moms wear many hats. Looking back, we can't believe all our moms did for us. She juggled countless responsibilities, wearing many hats. Leaders today require the same. * You can't treat every kid the same. Seems like we should, but some kids just need a stern look and they're back in line. Others need more, shall I say, persuasion (that was me!). Mom was the original situational leader! * Moms are still on the job even when they're tired. Moms don't really get to check out, generally speaking. They can be wiped out but are still on the job. There might be days I'm tired, but when we're leaders, we're paid to be there for the team. With more thought I'm guessing we could all come up with more parallels between the invaluable roles of mom and leader.

21. HOW DOES SHE DO IT

22. TYPICALLY MOTHERS MIGHT NOT PREPARE BUDGETS, PLAN AND ORGANIZE , YET THEY APPLY ALL MANAGEMENT TECHNIQUES TO RUN THEIR HOUSE HOLD QUITE EFFECIENTLY THOUGH THEY HAVE NEVER GONE THROUGH THE MANAGEMENT TECHNIQUES. THEY PRIORITIZE THE JOBS WHICH REQUIRE IMMEDIATE ATTENTION AND DEFER THE DECISIONS, WHICH ARE NOT GOING TO EFFECT THE RUNNING OF HOUSE-HOLD

23. MANAGEMENT IS ART OF GETTING THINGS DONE WITH LIMITED RESOURCES IN A GIVEN PERIOD OF TIMG THROUGH SYSTEMATIC PLANNING, ORGANIZING, CO-ORDINATION AND PROPER BUDGETING

24. you are aware the following are the functions of the management: According to George & Jerry, “There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”. According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.

25. Planning • Definition Planning is establishing an overall strategy for achieving the organization’s goals and developing a comprehensive set of plan to integrate and coordinate organizational work .It’s concerned with both ends (what’s to be done) and means (how it’s to be done) . • Planning Purposes • Planning gives direction . • Reduces the impact of change . • Minimizes waste and redundancy . • Sets the standards used in controlling . • Planning Process Steps • State the organizational objectives . • List alternative ways of reaching objectives . • Develop premises how and which alternative to be based . • Choose the best alternative for reaching objective . • Develop plans to pursue the chosen alternative .

26. Organizational Objectives or Goals (Planning’s Function) • Organizational Objectives targets toward which the open management system is directed. Properly developed organizational objectives reflect the purpose of the organization . 2. Organizational Purpose or Mission is what the organization exists to do, given a particular customer group and customer needs . • Organizational Objectives Areas • Market standing-Management :set objectives to clarify the relation with competitors . • Innovation-Management :set objectives explain the ways to develop a new operation methods. • Productivity-Management : set objectives to show the production target levels . • Physical and financial resources-Management : set objectives of the good using of acquisition, and maintenance of capital and monetary resources . • Profitability-Management : set objectives to specify the profit the company would like to generate . • Managerial performance and development-Management : set objectives that specify rates and levels of managerial productivity and growth . • Worker performance and attitude-Management : set objectives that specify worker productivity rates as well as desirable attitudes for worker to possess . • Public responsibility-Management : set objectives explain the company’s responsibilities to its customers and society and shows the company’s seriousness to live up to those responsibility.

27. Goals Types • Stated Goals are official statements of what the company says, and what it wants its stakeholders to believe about the goals. They can be found in an organization’s charter, annual reports, or managers public statements. 2.Real Goals are goals that a company actually pursues-closely show what organizational members are doing . Compare between Financial and Strategic Objectives

28. Plans Types • Plans according to Functions • Strategic Plans are plans that apply to the whole company ,establish the overall goals and seek to position the company in its environment terms • Operational Plans are plans that specify the details of how to achieve the overall goals Compare between two Types Strategic plans covers the a longtime frame and broader of the company , and also include the formulation of goals because operational plans define ways to achieve the goals . Operational plans covers the short time periods (monthly, weekly, and day to-day) • Plans according to Timeframe • Long-term Plans plans with a time frame three years and more 2. Short-term Plans one year or less 3. Intermediate Plans is any time in between long term and short terms plans

29. Plans Types according to Specificity • Specific Plans are clearly defined . They have specifically stated objectives . There’s no uncertain and no problem with misunderstanding . 2.Directional Plans are flexible plans that set out general guidelines . • Plans Types according to Use Frequency • A single-use Plans is a one-time plan specifically designed to meet the needs of a unique situation . 2. Standing Plans are plans provide direction for activities performed repeatedly, and include policies, rules ,and procedure . • Planning Tools and Techniques • Environment Assessing Techniques • Environmental Scanning is the screening a large amounts of information to anticipate andinterpret changes in the environment .

30. Decision-Making • Definition Decisionis choice made between two or more available alternatives . Decision-Making is process of choosing the best alternative to reach objectives. • Decisions Types : • Programmed Decision are routine and repetitive, and the company develops specific ways to handle them . • Procedure It’s a series of interrelated sequential steps that manager can use for responding to a structured problem . • Rule It’s clear statement that tells manger what he can do . Rules used for facing a well-structured problem because they are simple to follow and ensure consistency stability . ex. Rules about lateness and absenteeism . • Policy put guidelines to limit manager’s thinking in specific direction . Different from rule, policy establish parameters for decision maker rather than specifically stating what should or should not to be done

31. Non-Programmed Decision are typically one-shot decision that are usually less structured than programmed decision . • The Decision-Making Process :the decision-making process include the steps for decision maker to arrive at this choice . The decision-making steps 1. Identifying an existing problem • Orders issued by managers or supervisors . • Situations relayed to managers by their subordinates . • The normal activity of the managers themselves . 2. List alternative solution before searching for solutions managers should be aware of five limitations on the number of problem-solving alternatives available : • Authority factors (manager’s superior may gave told the manager that may be a certain alternative is not feasible ) . • Biological for human factors (human factors inside the company may be not fit for carry out certain alternatives ) . • Physical factors (the physical facilities of the company may be not fit for certain alternatives ) .

32. Technological factors (the level of company technology may be not fit for certain • alternatives ) . • Economic factors (certain alternatives may be too costly for the company ) . • Selecting the most beneficial alternative the evaluation should consist of three steps • first :decision maker should list the potential effects of each alternatives • Second : they should assign a probability factor to each potential effects to show how probable the effect occurrence would be if the alternative were carried out . • Third : keeping company goals in mind, decision maker should compare each alternative’s expected effects and the respective probabilities of those effects . after completed this steps. Manager the most advantageous of alternative to the company . • Implementing the chosen alternative put the chosen alternative into action . Decision must be supported by appropriate action to have a chance of success . 5. Evaluating decision effectiveness decision makers must gather feedback to determine the implementing alternative effect on the identified problem . If the identified problem is not being solved, managers need to search out and implement some other alternative .

33. Decision-Making Conditions • Complete Certainty Condition It’s the decision-making situation in which the decision maker knows exactly what the results of a carried out alternative will be . • Complete Uncertainty Condition Used if the decision maker has no idea about the results of carried out alternative . • Risk Condition It means the decision maker has only enough information to estimate about the implemented alternatives outcome . • The Decision-Making Pervasiveness • Plan • Organize • Lead • Control

34. Organizing • Definition Organizing is the process of establishing orderly uses for all company’s resources. It’s also the process of creating a company’s structure . The challenge for managers is to design an organizational structure that allows employees to effectively and efficiently do their work . • Some Organizing Purposes • Divides work into specific jobs and department . • Assign tasks and responsibilities associated with individual jobs . • Coordinate diverse organizational tasks . • Cluster jobs into units . • Establish relationships among individuals, groups, departments . • Establish formal lines of authority • Allocates and deploys company all resources .

35. Step 1: Reflect on plans and objectives . Step 2: Establish major tasks . Step 5 : Evaluate results of Organizing strategy . Step 3: Divides major tasks Into sub tasks . Step 4 : Allocate resources and Directives for subtasks . • The Organizing Process • Reflect the company’s plan and objectives . • Establish major tasks . • Divides major tasks into subtasks . • Allocate resources and directives for subtasks . • Evaluate the result of implemented organizing strategy .

36. Chain Of Command is the continues line of authority that extends form upper organizational levels to the lowest levels and clarifies who reports to whom . • Authority : involves the rights inherent in a managerial position to tell people what to do and to expect them to do it . • Responsibility : involves the obligation of employees to perform any assigned duties as managers coordinate and integrate the work of employees . • Unity Of Command :it helps preserve the concept of a continuous line of authority . It states that a person should report to only one manager . • Span Of Control The contemporary view of span of control notices that many factors influence the appropriate number that a manager can efficiently and effectively manage . • Employee tasks similarity . • Tasks complexity . • The degree of standardized procedure placing . • The company’s information system sophistication . • Company’s culture strength . • Manager preferred style .

37. Centralization and Decentralization Centralization Describes the degree to which decision-making concentrated at a single point in the company . If top managers make the company’s key decisions with little or no inputs from below then the organization is centralized Decentralization Allows lower-level employees provide input or actually make decision . Centralization and Decentralization Factors More Centralization • Environment is stable • Lower level managers are not as capable or experienced at making decisions as upper level managers . • Lower-level managers do not want to have a say in decisions . • Decisions are significant . • Organization is facing a crisis or the risk of company failure . • Company is large • Effective implementation of company strategies depends on managers retaining say over what happens .

38. More Decentralization • Environment is complex, uncertain . • Lower-level managers are capable and experienced at making decision . • Lower-level managers want a voice in decision . • Decisions are relatively minor . • Corporate culture is open to allowing managers to have a say in what happens . • Company is geographically dispersed . • Effective implementation of company strategies depends on managers having involvement and flexibility to make decision . • Formalization shows the degree to which jobs in company are standardized and the extent to which employee behavior is guided by rules and procedures .

39. Influencing • Definition Influencing is the process of guiding the activities of company members in appropriate directions . Appropriate Directions Are those that lead to the attainment of management system objectives . • The Influencing Subsystem • Leading . • Motivating . • Considering groups . • Communicating .

40. Inputs • People . • Money . • Raw materials . • Machines . Processes Influencing Process Considering groups Leading Motivating Output appropriate organization members behavior

41. Interpersonal Communication Types • Verbal Communication It’s the sharing of through words (written or spoken) • Nonverbal Communication It’s the sharing of information without using words to encode thoughts (gestures, vocal tones, and facial expressions) • Organizational Communication Is the interpersonal communication within organization .Organizational communication directly relates to the goals, function, and human organizations structure . • Formal Organizational Communication It follows the organization chart lines .

42. Leadership • Definition Leadership is the process of directing the behavior of others toward the accomplishment of some objective or objectives . • Leader Versus Manager leading is not like managing . But some managers are leaders and some leaders are mangers, leading and managing have not the same activities. Managing is much wider in range than leading and focuses on both non-behavioral and behavioral issues . Leading emphasizes mainly behavioral issues . • The Trait Approach to Leadership leadership shows the personal characteristics of an individual as the main determinates of how successful that individual could be as a leader. management writer agree that leadership ability can’t be explained by individual traits or inherited characteristics, they believe that individual can be trained to be good leaders .

43. Situational Approach to Leadership It suggests that leadership style must be matched to the situation the leader faces. • Leader Decision-Making (Vroom – Yetton – jago) the VYJ theory is built on two premises • Organizational decision should be of high quality (should have beneficial impact on performance) • Subordinates should accept and be committed to organizational decisions that are made. Decision Style The VYJ model suggests that there’re five different decision styles or ways that leaders can make decision . These styles range from authority (the leader makes the decision) to consultative (the leaders makes the decision after interacting with the followers) to group-focused (the managers meets with the group and the group makes the decision . The VYJ model, is method for determining when a leader should use which decision style .

44. Motivation • Definition Motivation is the inner state makes everyone in company behaves in a way that ensures the accomplishment of some jobs . • Motivating Organization Members Strategies There’s seven strategies • Managerial communication . • Theory X – Theory Y . • Job design . • Behavior modification . • Likert’s management system. • Monetary incentives . • Non – monetary incentives .

45. Controlling • Definition Control is the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations. • The Controlling Process • Measuring performance . • Comparing measured performance to standards . • Taking corrective action . • Measuring Performance managers must measure correct organizational performance by establishing some unit of measure that gauges performance and observe the quantity of this unit as generated by the items whose performance is being measured. • Comparing Measured Performance to Standards after managers have taken a measure of organizational performance, the next step in controlling is to compare this measure with some standard.

46. A Standard is a level of activity established to serve as a model for evaluation organizational performance . • Take Corrective Action after actual performance has been measured and compared with established performance standards, the next step in controlling process is to take corrective action if necessary . Corrective Action focuses on correcting organizational mistakes that are slowing the organizational performance. • Control Types • Pre-control or Feed forward Control the control that takes place before work is performed is called per control or feed forward control . Managers using this type of control to create policies, procedures, and rules aimed at eliminating behavior that will cause desirable work result . • Concurrent Control Is control that takes place as work is being performed . It relate not only to employee performance, but also to such non human areas as equipment performance and department appearance.

47. Input Processes Output Feed forward Control Concurrent Control Feedback Control Anticipates Problems Corrects Problems as they Happen Corrects Problems after they Occur • Feedback Control is control that takes place after some unit of work has been performed. Control that concentrates on past organizational performance is called feedback control. Managers use this type of control to take corrective action by looking at organizational history over a specified time period . There’s two advantages over feed forward and concurrent control first feedback provides managers with meaningful information on how effective their planning effort was. second feedback control can enhance employee motivation.

48. Qualities of Effective Control System • Accuracy an accurate control system is reliable and produces valid data. 2. Timeliness an effective control system must provide timely information . 3. Economy any system of control has to justify the benefits that it gives in relation to the costs it incurs . 4. Flexibility controls must be flexible enough to adjust to problems or to take advantage of new opportunities . 5. Understandability controls that cannot be understood have no value. A control system that is difficult to understand can cause unnecessary mistakes, frustrate employees, and be ignored .

49. 6. Reasonable Criteria control standards must be reasonable and attainable if they are too high or unreasonable, they no longer motivate. 7. Strategic Placement management can’t control everything that goes on in company . Even if it could the benefits couldn’t justify the costs . As a result , managers should place controls on factors that are strategic to the organization’s performance. Control should cover the critical activities, operations, and events within the organization. 8. Emphasis on the Exception because managers can’t control all activities, they should place their strategic control devices where those devices can call attention only to the exceptions . 9. Multiple Criteria if management controls by using a single measure such as unit profit, effort will be focused only on looking good on that standard. multiple measures of performance widen this narrow focus. 10. Corrective Action an effective control system not only indicates when a significant deviation from standard occurs but also suggests what action should be taken to correct the deviation .

50. Evolution of Management Thought