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A Theoretical approach in the process of Learning & Development By V. Venkata Deekshit. Managers & Managing. Learning Objectives. Introduction Definition of Management Nature and Characteristics of Management Concepts of Management Objectives of Management
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A Theoretical approach in the process of Learning & Development By V. VenkataDeekshit Managers & Managing
Learning Objectives • Introduction • Definition of Management • Nature and Characteristics of Management • Concepts of Management • Objectives of Management • Role & Importance of Management • Levels Of Management • Functions of Management • Skills of management • Conclusion
Introduction Every human being has several needs and desires. But no individual can satisfy all his wants. Therefore, people work together to meet their mutual needs which they cannot fulfill individually
Introduction It is by working together and living together in organized groups and institutions that people satisfy their economic and social needs. As a result there are several types of groups, eg., family, school, government, army and a business firm.
What is Management ??? The task of getting results through others by coordinating their efforts is known as “Management”
Definitions of Management "Management is an art of knowing what is to be done and seeing that it is done in the best possible manner." (planning and controlling) • F.W. Taylor (father of scientific management) "Management is to forecast, to plan, to organize, to command, to coordinate and control activities of others." • Henri Fayol (father of modern management) "Management is the process by which co-operative group directs actions towards common goals." • Joseph Massie
What is Management ??? Just as mind coordinates and regulates all the activities of a person, management coordinates and regulates the activities of various members of an organization.
What is Management ??? Is the process of using what you have { RESOURCES }, to do what you want to do …. {GOALS}
Resources {Assets} A stock or supply of money, materials, staff, and other assets that can be drawn on by a person or organization in order to function... 7 categories of resources: People Money Time Work Procedures Energy Materials Equipment
Goals A goal is an objective that a person or a system plans or intends to achieve. Profit Levels or Maximum cost levels Maintenance or growth of financial strength Quality standards Guest employee & management concerns Professional obligations Societal concerns
What is Management? “Management is guiding human and physical resources into a dynamic organization units that attain their objectives to the satisfaction of those served and with the high degree of moral and sense of attainment on the part of those rendering the services”
Concepts of Management Management as a “Process” Management as “coordination” Management as a “ Function”
Management as a “Process” “A process by which managers create, direct, maintain and operate purposive organization through systematic, coordinated, cooperative human efforts”
Management as “coordination” “Management is a process by which individual and group effort is coordinated towards group goals”. “Management is a process of designing and maintaining an environment in which, individuals, working together in groups efficiently and effectively accomplish group goals”
Management as a “Function” “Management is a role which includes a set of duties, responsibilities, and relationships-involved in work organizations”
Nature and Characteristics of Management Goal oriented Universal Integrative force Social process Multidisciplinary Continuous process Intangible Art as well as Science.
Objectives of Management Organizational Objectives Personal Objectives Social Objectives
ROLE & IMPORTANCE OF MANAGEMENT Achievement of Group goals Optimum utilization of resources Minimization of Costs Survival and Growth Generation of Employment Development of the Nation
Role & Importance management? The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society Helps people deal with their bosses and coworkers Opens a path to a well-paying job and a satisfying career
Levels of Management Top level Management Board of Directors Managing Director General manager Middle Level Management Departmental Heads Managers/Dy. Managers Asst. Managers Low Level Management - First Line Supervisors
Levels of Management • First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services • Middle managers- Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals
Top managers – • Responsible for the performance of all departments and have cross-departmental responsibility. • Establish organizational goals and monitor middle managers • Decide how different departments should interact • Ultimately responsible for the success or failure of an organization
Functions of Management Revision in plans Changes in procedures
Planning Process of identifying and selecting appropriate organizational goals and courses of action Complex, difficult activity Strategy to adopt is not always immediately clear Done under uncertainty
Steps in the Planning Process Deciding which goals the organization will pursue Deciding what courses of action to adopt to attain those goals Deciding how to allocate organizational resources
Organizing Task managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals
Organizational Structure A formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals
Leading Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals
Leading Leadership involves using power, personality, and influence, persuasion, and communication skills Outcome of leadership is highly motivated and committed workforce
Controlling Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance • The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness
Managers Managers – The people responsible for supervising the use of an organization’s resources to meet its goals
Roles Of Managers Decisional Roles Interpersonal Roles Informational Roles
Decisional Roles Roles associated with methods managers use in planning strategy and utilizing resources. • Entrepreneur—deciding which new projects or programs to initiate and to invest resources in. • Disturbance handler—managing an unexpected event or crisis. • Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers. • Negotiator—reaching agreements between other managers, unions, customers, or shareholders.
Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and the organization as a whole. • Figurehead—symbolizing the organization’s mission and what it is seeking to achieve. • Leader—training, counseling, and mentoring high employee performance. • Liaison—linking and coordinating the activities of people and groups both inside and outside the organization.
Informational Roles Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization. • Monitor—analyzing information from both the internal and external environment. • Disseminator—transmitting information to influence the attitudes and behavior of employees. • Spokesperson—using information to positively influence the way people in and out of the organization respond to it.
Skills of Managers Conceptual skills • The ability to analyze and diagnose a situation and distinguish between cause and effect. Human skills • The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skills • Job-specific skills required to perform a particular type of work or occupation at a high level.
