2017 Concepts and practices of Management Final (1).ppt

the concept of management

1. Concept and Practices of
Management
By Tesfay Gebreslassie
MAs in Community Development and
Leadership
Addis Ababa
Augest/2024

2. WEL COME

3. Objective
After going through this Session, you will be able to:-
Understand the meaning and characteristics of
management.
Understand functions of management.
Know the nature of management i.e. is it a science or an
art.
Understand skill of the manager.
Describe management as a profession.
Understand scientific management.
Understand the evolution of management thought.
Understand the principles of management by H. Fayol.

4. OUT LINE
•Definition
•Major functions of Mgt
•Nature of Mgt
•principles of Mgt
•Characterstics of Mgt
•Managerial levels
•Managerial skills
•Managerial roles
•Thought/ Approach of Mgt

5. Case Study Questions
•What are the managerial skills,levels,and
Roles?
•What are the major functions of Mgt?
•Is management is a profession ?
•Why management is universal ?
•Is management science or art?

6. Definition of Management
Management is Defined as
A. Traditional view point
Traditional Definition of Management. Attainment
of organizational goals in an effective and efficient
manner through: Planning Organizing Leading
Controlling and some authorities add: Staffing.
What is Management?. “ The art of getting things
done through people ”
Art of getting things done by others
Mobilizing and utilizing recourses for the
achievement of organizational goals

7. Cont’d
B. Modern View Point
•Prime mover of Organizations making it
functional & productive.
•Process of creating conducive and
proper internal environment in the
organizations
•Process of coping with changing external
environment by relating strengths and
weakness of organization with it.

8. Management
•It is the attainment of organizational
goal in an effective and efficient
manner through planning, organizing,
leading and controlling the acquisition
and utilization of resources.” Peter F.
Drucker
•It is the art of getting things done
through people.” Mary parker Follet

9. Cont’d
Management as the art of knowing what you
want to do in the best and cheapest way.
“Frederick Taylor”
The use of people and other resources to
accomplish objectives. “Louis E Boone &
David L Kurtz”
In general“Management is the process of
getting things done, through & with people in
organization”

10. Cont’d
The process of designing and maintaining an
environment in which individuals, working in
groups, efficiently and effectively
accomplish the stated objectives.
•What is Effectiveness?
•Achievement of goals
•Do the right things
What is Efficiency?
•Wise and proper use of resources
•Do things right

11. Effectiveness and Efficiency in
Management
•.

12. Management By Objective(MBO)
•MBO is an acronym for Management by
Objectives.
•It can be defined as a management system that
measures employees' performance against a
series of set targets or goals to gauge their
overall performance in their role.

13. •To establish long-term and short-tem
organizational goal
•To establish long-term and short-term
objectives for each manager, clarifying
the key performance standards.
•Periodic review of performance
•Encouraging managers to accept
responsibility
Steps in MBO

14. •The need for planning will be recognized
•It proveds for objectives and accountability
for performance.
•It encourage participative management.
•it helps in job enrichement.
•it procieds for a good feedback system.
Benefis of MBO

15. The management process
TitleDirecting
Organizing
Staffing coordinating
controlling planning
Evaluating
revision in plans
changing in procedures

16. Major Functions of Management
Functions of
Management Staffing

17. Is the process of establishing objectives
and selecting future courses of actions
for their accomplishment
Deciding in advance what to do, how to
do, when to do and who is to do
Developing a futuristic frame of
reference from which to identify
opportunities
If you fail to plan you are planning to fail
Planning

18. Types of planning
•Purposes or missions,
•Objectives-It is the ultimate goal towards
which the activities of the organization are
directed
•Strategies- general program of action and
deployment of resources.
•Policies-general statement or understanding
which guide or channel thinking in decision
making

19. Cont’d---
•Procedures-states a series of related steps or
tasks to be performed in a sequential way
•Rules-prescribes a course of action and
explicitly states what is to be done
•Programs-comprehensive plan that includes
future use of different resources
•Budgets-statement of expected results
expressed in numerical terms

20. principles planning
•Take Time to Plan.
•Planning can be Top to Down or Bottom
to Top.
•Involve and Communicate with all those
Concerned.
•Plans must be Flexible and Dynamic.
•Evaluate and Revise.

21. Steps in Planning
•Determining the goals or objectives for
the entire organization
•Making assumptions on various elements
of the environment
•To decide the planning period
•Examine alternative courses of actions
•Evaluating the alternatives
•Real point of decision making
•To make derivative plans

22. •Assigning of duties, grouping tasks,
establishing authority, and allocating resources
•Identifying and classifying of the required
activities
•Grouping of activities necessary to attain
objectives
•Creating the structure of the organization
Organizing

23. Definition
Selecting and training individuals for
specific job functions, and charging them
with the associated responsibilities.
Number of employed personnelin an
organization or program. Also called work
force .
Filling and keeping positions in the
organizational structure with employees
Staffing

24. Cont’d---
It involves manning the organizational
structure through proper and effective
appraisal, selection and development of
people to fill the roles designed into the
structure.
Staffing is also known as HRM. In other
words, it is the management function
devoted to acquiring, training, appraising,
and compensating employees.

25. •It involves influencing, motivating,
communicating, and directing human
resources towards the achievement of
organizational goals
•Provides positive and dynamic leadership
•Provides maximum opportunities
•Provides proper motivation of personnel
•Ability to command people.
Leading/Directing

26. •Monitoring organizational performance
towards the attainment of organizational
goals
•Measuring performance with standards
•Looking the performance with aim, objectives
or goals.
Controlling

27. Steps in the control process
•Establish Standards of Performance
•Measure Actual Performance
•Compare Performance to Standards
•Take Corrective Action

28. Principles of effective control
•Effective controls are timely.
•Control standards should encourage
compliance.
•Setting effective standards is important
•Use management by exception.
•Employees should get fast feedback on
performance.
•Do not over rely on control reports.
•Fit the amount of control to the task.

29. •It is distinct and universal process
•It is a continuous process
•it is social process
•It is situational
•It is goal oriented
•It is an economic resources
•It is group and social phenomena
•it is intangible, and
•it is Art and Science both
Nature Of Management

30. General Principles of Management-
Henry Foyal’s
•Division of work: to all kinds of work, managerial as well
as technical
•Authority & responsibility:to be related, with the later
arising from the former.
•Discipline:Fayol requires good superiors at all levels.
•Unity of command: employees should receive orders
from one superior only.
•Unity of direction: each group of actives with the same
objective must have one head and one plan.
•Subordination of individual to general interest: self
explanatory
•Remuneration and methods:of payment should be fair

31. Cont’d---
•Centralization: “Centralization of authority.
•Scalar chain:chain of superiors from the highest to
the lowest ranks,
•Order:Breaking this into material and social order
•Equity: Loyalty and devotion
•Stability of tenure:Finding unnecessary turnover to
be both the cause and the effect Of bad management
•Initiative:conceived of as the thinking out and
execution of a plan.
•Esprit de corps: “in union there is strength”

32. Is Management Science or Art ?
•Management is a science - it has universally
accepted principles, it has cause and effect
relationships etc,
•Management is art - it requires perfection
through practice, practical knowledge,
creativity, personal skills etc.
• Management is both a science and an art.

33. •A person who plans, organizes, staffs,
leads, and controls human, financial,
material, physical, time and
information resources in the efficient
and effective pursuit of specified
organizational goal.
Who is a Manager?

34. What make Managers Successful?
•worship intensely (begale semate kebere
mestet)
•hard work
•smart work
•patiency
•out of box thinking
•reading and Acquiring knowlage
•ethical consciousness
•collabrative relationship

35. Managerial Levels

36. Include president, vice
Establishing long term objective
Designing major strategies,
Outlining principal policies,
Providing overall leadership and directions.
Making overall control of the organization
Dealing with external parties
Top Level Managers

37. Title like division head, directorates head
Acting as intermediary b/n top and first
line managers.
Translating long term plans of top
managers in to medium range plans.
Developing specific targets in their
areas of responsibilities.
Middle Level Managers

38. •Supervisors, foreman, section head, department
manager
•Planning daily and weekly activities
•Assigning operating employees to specific tasks.
•Issuing instructions at the work place, following
up, motivating, evaluating workers, and
reporting to their superiors.
•
በሥራ ቦታ መመሪያዎችንመስጠት
, መከታተል, ማበረታታት,
ሰራተኞችንመገምገም

እና ለአለቆቻቸው ሪፖርትማድረግ
.

First Line /Operational Managers

39. Managerial Skills
•Technical skills
The ability to apply specialized knowledge or
expertice.eg: Engineer, accountant, data entry
operator, lawyer, doctor
•Human skills
The ability to work with understand and
motivate other people,both individually and
in groups For eg: Interpersonal relationships,
solving people’s problem and acceptance of
other employees.

40. Cont’d---
•Conceptual skills
The mental ability to analyze and
diagnose complex situations
For eg: Idea generation and analytical
process of information.

41. Cont’d---

42. Managerial Role

43. Informational Role

44. Decisional Role

45. 1. Classical/ Traditional Approach
•Scientific Management School
•Organizational School
2. Neo-classical approach
• Behavioral Approach
3. Modern Approach
• System Theory
• Contingency (situational) Theory
Management Thought

46. •Scientific Management Theory
Emphasize the scientific study of work method
in order to improve worker efficiency
•Organizational School
Concerned on specific tasks to be performed
by the workers
•Behavioral School
Emphasize the interaction of people in the
organization in order to understand the
practice of management
Cont’d --

47. Goal oriented
•The whole is greater than the sum of
its parts
System Theory

48. •Depends on the nature and condition of
the organization
•‘if’ and ‘then’ principle
•‘If’ represents environmental variables
(interdependent), ‘then’ represents
management variable (dependent)
Contingency Theory

49. •Which management approach is
more practical or feasible in our
country ? Why?
Case Study Questions

50. Is management is a profession
• It's considered a profession because it
consists of special knowledge, has formal
training methods, fees, has a code of
conduct, and has a representative
organization.
•management professional meaning refers
to individuals with appropriate training and
education, which qualifies them as a
profession.

51. Why management is universal ?
•Management is needed in all types and
sizes of organisations, at all organizational
levels and in all organizational work areas,
and in all organizations, no matter where
theyre located. This is known as the
universality of management. In all these
organizations, managers must plan,
organize, lead, and control.

52. Is management science or art?
•Management is both an art and a science,
as it incorporates the systematic
knowledge and principles of science along
with the creativity and intuition of art to
effectively lead and make decisions within
organizations. Let's understand why we
can say that management consists of both
art and science features.

53. Thank you
Always!!!
I only want to say something
heartily !!!