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MANAGING INDIVIDUALS AND ORGANIZATION

MANAGING INDIVIDUALS AND ORGANIZATION. MANAGERIAL ROLES, FUNCTIONS & SKILLS. MANAGEMENT PROCESS. MEN MATERIALS MACHINE MONEY MARKET (INFN). ACTIVITIES & DEPTS OPERATIONS FINANCE MARKETING HRM IT. RESULTS PRODUCT/SERVICE PROFIT/DIVIDEND SOCIAL RESPONSIBILITIES SALARY etc.

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MANAGING INDIVIDUALS AND ORGANIZATION

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  1. MANAGING INDIVIDUALS AND ORGANIZATION

  2. MANAGERIAL ROLES, FUNCTIONS & SKILLS

  3. MANAGEMENT PROCESS • MEN • MATERIALS • MACHINE • MONEY • MARKET (INFN) • ACTIVITIES & DEPTS • OPERATIONS • FINANCE • MARKETING • HRM • IT • RESULTS • PRODUCT/SERVICE • PROFIT/DIVIDEND • SOCIAL • RESPONSIBILITIES • SALARY etc 5Ms

  4. Management Process • Management is a technique of extracting work from others in an integrated and coordinated manner for realizing the specific objectives through productive use of different resources • “Management is a distinct process consisting of PLANNING, ORGANISING, ACTUATING and CONTROLLING performed to determine and accomplish the objectives by the use of people and resources.” ( 1953) – GEORGE R. TERRY

  5. Implications of Management Process 1. SOCIAL PROCESS

  6. 2. INTEGRATED PROCESS

  7. IDENTIFICATION OF PROBLEM 3. CONTINUOUS PROCESS SOLVING PROBLEMS

  8. 3. INTERACTIVE PROCESS

  9. MANAGERIAL ROLES MONITOR DISSEMINATOR SPOKESPERSON INFORMATIONAL FIGUREHEAD LEADERSHIP LIAISON INTERPERSONAL ENTREPRENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR DECISIONAL

  10. INFORMATIONAL

  11. INTERPERSONAL

  12. DECISIONAL

  13. MANAGEMENT FUNCTIONS

  14. MANAGERIAL FUNCTIONS Managerial Functions

  15. PLANNING

  16. Planning • Defining Goals • Establishing Strategies • Developing plans to integrate and coordinate activities • It provides the direction for the other functions of management and effective teamwork • Planning also enhances the decision making process

  17. To make planning effective, it should be linked to the strategic intent of an organization • Therefore planning is often referred to as strategic in nature and also termed as strategic planning

  18. Hierarchy of Strategic Management

  19. Strategic Planning Define Vision Mission & Business SW OT Organizational Analysis Environmental Scanning Setting Objectives & Goals Reset if Required Identifying &Developing Alternative Strategies (tactical & operational) Choice of Strategy Reformulate if required Implementation & Monitoring of Strategy Re-implement if required Strategy Evaluation & Control Feedback

  20. What are the vulnerable areas of our organization? • Are the facilities outdated? • Is R & D adequate? • Are the technologies obsolete? • Why market share is weak? • What makes the organizational distinctive? • How efficient is our activities/operations? • How skilled is our workforce? • How is our financial soundness? • What is our reputation and goodwill? • In which are there exists supply gap? • What are the possible new markets? • What is the strength of the economy? • Are our rivals weak? • What are the emerging technologies? • Is there a possibility of growth of existing markets? • Are there new competitors? • Is there a shortage of resources? • Are market tastes changing? • What are the new regulations? • What substitute products exists?

  21. ORGANIZING

  22. Designing, structuring and coordinating the work components to achieve organizational goals • It is the process of determining what tasks are to be done, who is to do, how the tasks are to be grouped, who reports to whom and where decisions are to be made • Organizational structure is designed which is the formal decision making framework by which job tasks are divided, grouped and coordinated • Formalization is an important aspect of this structure • Formal organization can be seen and represented in chart form • An organizational chart displays the organizational structure and shows job titles, lines of authority and relationship between departments

  23. Steps in organizing process • Review plans • List all tasks to be accomplished • Divide tasks into groups so that one person can accomplish a job • Grouping of related jobs together in a logical and efficient manner • Assign work to individuals • Delegate authority to establish relationship between jobs and groups of jobs

  24. STAFFING

  25. Staffing • Identifying the kind of organizational structure that would be required for conducting the line of business • Defining roles and responsibilities for each and every title in the organization chart • Recruiting the right talent for the right job • Ensuring the compensation and benefits match the industry standards so that there is less attrition • Training the manpower to perform their duties • Vesting authority with the managers to manage what falls under their purview

  26. SELECTING • Selecting competent and high-performing employees • The selection process of forecasting employment needs, recruiting candidates, interviewing applicants and hiring employees

  27. TRAINING • Training refers to improving an employee’s KNOWLEDGE, SKILLS and ATTITUDE so that the person can perform the job • Training starts with ORGANIZATIONAL ANALYSIS in which an evaluation of current staff skill level will be done • The TASK ANALYSIS will be done which identifies the elements of current or future tasks to be done • Then PERSONAL NEEDS ANALYSIS will be done to analyze the training needs

  28. DIRECTING

  29. Directing • The processing of directing involves: • Providing effective leadership • Integrating people and tasks and convincing them to assist in the achievement of the overall objectives • Effective communication • Providing climate for subordinates’ development

  30. Directing • The processing of directing involves: • Providing effective leadership • Integrating people and tasks and convincing them to assist in the achievement of the overall objectives • Effective communication • Providing climate for subordinates’ development

  31. COORDINATING

  32. Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. • It is a hidden force which binds all the other functions of management. • According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”. • According to Charles Worth, “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”.

  33. CONTROLLING

  34. Control involves monitoring the employees’ behavior and organizational processes and take necessary actions to improve them, if needed • Control is the process through which standards of performance of people and processes are set, communicated and applied

  35. Steps in Control Process • Establish Performance Standards • Measure Actual Performance • Compare Measured Performance Against Established Standards • Take Corrective Action

  36. Types of Control • Feed Forward Controls • Focus on operations before they begin • The goal is to prevent anticipated problems • Concurrent Controls • Apply to processes as they are happening • It includes any guiding mechanism such as direct supervision, automated systems, organizational quality programs etc • Feedback Controls • Focus on the results of operations • They guide future planning, inputs and process designs

  37. MANAGERIAL SKILLS –ROBERT KATZ MODEL CONCEPTUAL HUMAN TECH TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS

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