Management

1. Management Management is a process of designing & maintaining environment in which individuals, working together in groups, efficiently accomplish selected aims

2. Management Process of working with & through others to achieve organizational objectives in a changing environment. Central to this process is the effective & efficient use of limited resources.

3. It is the process of planning, organizing, leading and controlling, individual and resources to achieve organizational objectives Management

4. HUMAN RESOURCES PHYSICAL RESOURCES Planning ORGANIZATIONAL GOALS Controlling Organizing INFORMATION RESOURCES Leading FINANCIAL RESOURCES Management Process

5. Planning Organizing ManagementFunctions Controlling Leading Management Functions

6. Planning Organizing ManagementFunctions Controlling Leading ‘ Management Functions

7. Planning Setting performance Objectives & deciding How to achieve them Organizing Arranging tasks, people, & other resources To accomplish the work Controlling Measuring performance & taking action to Ensure desired results The Management Process Leading Inspiring people to Work hard to achieve High performance Management Functions: Planning, Organizing, leading & controlling

8. PLANNING Managers use logic & methods to think through goals & actions ORGANIZING Managers arranged & allocate work authority & resources to achieve organization goals CONTROLLING Managers make sure org is moving towards org objectives Interactive Nature of Management Process . LEADING Managers direct, Influence, & Motivation employees to perform essential tasks

9. Leading Directing & Motivating all Involved parties & resolving conflicts Planning Defining Goals, Establishing strategy, & developing Sub-plans to Coordinate activities Organization Determining What Needs to be done, How it will be done, & who is to do it Controlling Monitoring activities To ensure that they are Accomplished as Planned Achieving the Org Stated purpose Lead to Managerial Functions

10. Manager “The individuals who are responsible for completing the tasks that requires supervision of other members or organization or organizational resources.” “Individual in an organization who direct the activities of others to achieve the organizational objectives.” (Robbins)

11. Manager “People responsible for designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.” (Koontz)

12. Top Managers Middle Managers First-line Managers Operatives Levels of Managers

13. Top Level Managers The individuals responsible for determining the goals, objectives and plans that chart the organization’s long-range course. The most important task of Top-level management is strategic planning. Examples of Top Level Mangers are Managing Directors, Directors etc.

14. Middle Level Managers All levels of mangers between the Top level mangers and First Line Mangers are called Middle Level Managers. They involve in tactical planning and control. Examples of Middle Level Mangers are General Managers, Deputy General Managers and Managers etc.

15. First Line Managers They are directly responsible for planning and controlling the activities of workers so that higher-level targets are met; this is the lowest level of management in the organizational hierarchy. Examples of First Line Mangers are Assistant Managers, Supervisors, and Foremen etc.

16. Types of Managers • Line Managers • Staff Managers

17. Line Managers The term line refers to a position and describes managers whose organizational function contributes directly to the achievement of organizational objectives. Managers of Production, Quality and design functions are called line managers and their authority is called line authority.

18. Staff Managers The term staff refers to a position and describes managers who offer advice or assist line managers to perform their functions. They are not directly involved in production activities. Managers of Human Resource, Finance, Auditing and Security functions are called Staff Managers and their authority is called Staff Authority.

19. Management Skills • Technical Skills • Human Skills • Conceptual Skills

20. Technical Skill It is knowledge of and proficiency in activities involving methods, processes and procedures. It involves working with tools and specific techniques

21. Human Skill It is the ability to work with people; it is cooperative effort; it is teamwork and creation of an environment in which people feel secure and free to express their opinions

22. Conceptual Skill It is the ability to see the big picture, to recognize significant elements in a situation, to understand the relationships among the elements and the ability to solve problems in ways that will benefit the enterprise

23. First-Line Middle Level Top Level Technical Skills Human Skills Conceptual Skills Managers and Skills

24. Manager Roles • Interpersonal Roles • Informational Roles • Decisional Roles

25. Interpersonal Roles All managers are required to perform duties that are ceremonial and symbolic in nature-Interpersonal Roles. These are Figurehead Leader Liaison

26. Informational Roles Informational Roles-receiving and collecting information from organizations and institutions their own. These roles are Monitor Disseminator Spokesperson

27. Decisional Roles These roles are the major part of manager’s responsibilities. They include Entrepreneur Disturbance Handler Resource Allocation Role Negotiator