Management Practices & Organizational Behavior

1. Management Practices & Organizational Behavior Ms. AshitaChadha

2. Meaning of Management Management - Manage men tactfully Manage men and technology Manage men as team

3. Defining Management Working with and through individuals, groups, and other resources to accomplish organizational goals and objectives. Mary Parker Follet defines management simply as “the art of getting things done through people.”

4. DEFINING MANAGEMENT INPUTS MEN MONEY MATERIALS MACHINES METHODS OUTPUTS END RESULT MGT.PROCESS GOALS

5. Definition of “Management” By Griffin: “A set of management functions directed at the efficient and effective utilization of resources in the pursuit of organization goals.” Management is the process of getting activities completed efficiently and effectively with and through other people.

6. Efficiency and Effectiveness

7. By Koontz and Weihrich: “Management is the process of designing and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims.”

9. Characteristics Of Management • Management is purposeful and goal oriented :- Management aims to achieve economic and social objectives. • Management is universal :- It is applicable in all types of Organizations whether they are business, social, religious, cultural or military. • Management is creative :- It means that Principle are there in management but everyone has its own way of application. • Management is influenced by external and internal factors

10. Management is dynamic:- It has to be performed continuously. It is constantly engaged in the growth of the enterprise. Integrating process:- Involves integration of different functions techniques and practices through which a manager coordinates the activities of the other people. Management is creative :- It means that Principle are there in management but everyone has its own way of application. Management is multidisciplinary: -Though Management has developed as a separate Discipline but Sociology, Psychology, Economics etc. disciplines contribute ideas and concepts.

11. Management Levels

12. LEVELS OF MANAGEMENT • TOP LEVEL MANAGEMENT • Appointed by the Board Of Directors they consist of CEO, MD, ED, President • They are the ultimate source of authority & establish objectives & goals for the enterprise. • Prepare strategic plans & policies. • Issue necessary instructions for the preparation of departmental budgets and procedures

13. Appointment of executives for middle –level management. • Controlling activities of all departments with the help of reports, memoranda • Maintaining relations with outside public

14. MIDDLE LEVEL MANAGEMENT • It consists of Heads of functional departments, Regional Manager, Plant Manager. • These are responsible to the top level management for the functioning of their departments, regions or plants. • Execution of plans of the organization in accordance with the policies and directives of the top level management • Making plans for the sub –units of the organization

15. Participation in employment & training of lower –level management • Attempt and achieve co-ordination between different departments • To evaluate the performance of junior managers • To send the progress reports and other important data to the top level management

16. LOWER LEVEL MANAGEMENT • Also known as supervisory management • These include supervisors, Manager, Section-in-charge, Foreman, Accounts Officers, Sales Officers etc. • They are directly responsible for the performance of employees involved in their operations.

17. To plan and organize the activities of their work-group • To provide training to the workers • To supervise and guide the subordinates • They gather business intelligence and submit it to the middle management • To communicate workers’ problems to higher level management • To send periodical reports about performance to middle level management. • Deal with customers and resolve their issues and concerns

18. Efficient use of resources Satisfaction of customers Adequate return of capital Good working conditions Maintaining good relations with suppliers Satisfying work force Contribution to national goals Objectives of Management

19. Importance of Management Need for Management is for effective a) utilization of resources. b) Best performance in given Situation. c) To achieve predetermined objectives. d) To face competitive challenges. e) To Understand the impact of change. f) Co-ordinated Human Efforts

20. CONCEPTUAL DECISION MAKING COMMUNICATION SKILLS SKILLS REQUIED BY MANAGERS TECHNICAL HUMAN SKILLS POLITICAL

21. Three Management Skills: Robert Katz HUMAN SKILLS CONCEPTUAL SKILLS Top level Middle level Supervisory level/entry level TECHNICAL SKILLS

22. Managerial Roles: Henry Mintzberg He has categorized roles into three groups : • Interpersonal roles • Informational roles • Decisional roles

23. Interpersonal Roles • Managers interaction with the people inside the organization and meetings with outside stakeholders in the business environment requires interpersonal roles. A manager serves as a figurehead – a symbol; as a leader, ie., hires, trains, encourages, fires, remunerates, judges; and as a liaison between outside contacts and the organizational.

24. Informational roles Managers require to obtain and transmit information for coordination of tasks, effective decision making and accomplishing organizational goals. • A manager serves as a monitor by gathering information; • As a disseminatorby providing information • As a spokespersonby transmitting information to outsiders about the organization

25. Decisional Roles Mangers are required to take decisions according to the responsibility assigned to them. • A manager serves as an entrepreneur by being-An initiator, innovator, problem discoverer and designer of improvement projects. • As a disturbance handler of unexpected situations • As a resource allocator • As a negotiator

27. Managers Planningactivities toachieve the organization'sobjectives Organizingresources andactivities toachieve theorganization’sobjectives Staffingtheorganizationwith qualifiedpeople Directingemployees’activitiestowardachievementof objectives Controllingtheorganization’sactivitiesto keep iton course Functions of Management

28. Functions of Management • 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 thus designing the organization structure, assigning goals and responsibilities, establishing hierarchy, reporting and authority relationships.

29. 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.

30. How does a manager get work done? • Allocate and co-ordinate work • Delegate responsibility (giving details of what needs to be done) • Communication • Co-operation and encouraging participation • Motivation

31. Judgment Initiative Integrity Energy Foresight Decisiveness Dependability Fairness Ambition Emotional stability Co-operation Objectivity Human Relations skills What qualities does a manager need?

32. Qualities of a good manager • Strength and willingness to work hard • Perseverance and determination • An understanding of the market place and finances • Audacity and willingness to take risks • Ability to inspire enthusiasm and co-operation • Toughness