MANAGEMENT CONCEPTS AND APPLICATIONS PPT123.ppt

Management

1. MANAGEMENT CONCEPTS AND
APPLICATIONS
Principles of Management
By Dr. Komal Dahiya

2. Definition of Management
•People Oriented Def.
•Management is the art of getting work/things done
through and with people in formally organized
groups. By Koontz
•Function oriented Def.
•Management is a process involving planning
organizing, staffing, directing and controlling
human efforts to achieve stated objectives in an
organization.

3. Cont…
•Production or Efficiency Oriented Def.
•Management is the art of knowing what you want to
do and then seeing that it is done in the best and
cheapest way. —F.W. Taylor
•Decision-Oriented Def.
•Management is simply the process of decision
making and control over the action of human beings
for the expressed purpose of attaining pre-
determined goals.

4. Few More Def..
•Management is the coordination of all resources
through the process of planning, organizing,
directing and controlling in order to attain stated
objectives. —Henry L. Sisk.
•Management is principally the task of planning,
coordinating, motivating and controlling the efforts
of others towards a specific objective. -James L. Lundy.
•To manage is to forecast and to plan, to organize to
command,to coordinate and to control. —Henry Fayol

5. Nature of Management
•Management is goal-oriented: Management is not an end
in itself. It is a means to achieve certain goals. Management
goals are called group goals or organizational goals. The basic
goal of management is to ensure efficiency and economy in
the utilization of human, physical and financial resources.
•Management is universal: Management is an essential
element of every organized activity irrespective of the size or
type of activity. All types of organizations, e.g., family, club,
university, government, army, business require management.
Thus, management is pervasive activity.
• Management is a Social Process: Management is done
by people, through people and for people. It is a social process
because it is concerned with interpersonal relation.

6. Cont…
•Management is multidisciplinary: Management
has to deal with human behavior under dynamic
conditions. like engineering, sociology, psychology,
economics, anthropology, etc.
•Management is a continuous Process:
Management is a dynamic and an on-going process.
•Management is Intangible: Management is an
unseen or invisible force. It cannot be seen but its
presence can be felt everywhere in the form of results.
• Management is an Art as well as Science: It
contains a systematic body of theoretical knowledge and
it also involves the practical application of such
knowledge.

7. Cont…
•Management is situational: Efficient
management is always situational or contingency
management because there is no one best way of
doing things.
•Management is a group phenomenon:
Management involves the use of group efforts in the
pursuit of common objectives. it is a distinct activity
concerned with getting things done rather than
‘Doing’ itself.
•Management is creative: Management make
things happen which would not otherwise happen.
The job of the management is to make a productive
enterprise out of human and material recourses.

8. Functions of Management
•The list of management function varies form author
to author with the number of functions varying from
three to eight.
•Henry Fayol: Planning, Organizing, Commanding,
Coordinating, Controlling.
• Luther Gulick: POSDCORB-- Planning,
Organizing, Staffing, Directing, Coordinating,
Reporting, Budgeting.
•Koontz and O’Donnell: Planning, Organizing,
Staffing, Leading(directing), Controlling.

9. Cont..
•But the most widely accepted
are functions of management
given by KOONTZ and O’DONNEL i.e.
Planning, Organizing,
 
Staffing,
 
Directing 

Controlling.

10. Basic Functions Of Management
•Planning:
•Planning is decision making process.
•It is making decisions on future course of actions.
•Planning involves taking decisions on vision,
mission, values, objectives, strategies and policies of
an organization.
•Planning is done for
 immediate, short term,
medium term and long term periods.
•It is a guideline for execution/implementation.
•It is a measure to check the effectiveness and
efficiency of an organization.

11. ORGANISING:
•Organizing involves determination and grouping
of the activities.
•Designing organization structures
and
 departmentation based on this grouping.
•Defining the roles and responsibilities of the
departments and of the job positions within
these departments.
•Defining relationships between departments and
job positions.
•Defining authorities for departments and job
positions.

12. STAFFING:
•It includes manpower or human resource planning.
•Staffing
 involves recruitment, selection, induction
and positioning the people in the
 organization.
•Decisions on remuneration packages are part of
staffing.
•Training, retraining, development, mentoring and
counseling are important aspects of staffing.
•It also includes performance appraisals and
designing and administering the motivational
packages.

13. DIRECTING:
•It is one of the most important functions
of
 management to translate company's plans into
execution.
•It includes providing leadership to people
 so that they
work willingly and enthusiastically.
•Directing people involves motivating them all the time to
enthuse them to give their best.
•Communicating companies plans
 throughout the
organization is an important directing activity.
•It also means coordinating various people and their
activities.
•Directing aims at achieving the best not just out of an
individual but achieving the best through the groups or
teams of people through team building efforts.

14. CONTROLLING:
•It includes verifying the actual execution against the
plans to ensure that execution is being done in
accordance with the plans.
•It measures actual performance against the plans.
•It sets standards or norms of performance.
•It measures the effective and efficiency of execution
against these
 standards and the plans.
•It periodically reviews, evaluates and monitors the
performance.
•If the gaps are found between execution levels and
the plans, controlling function involves suitable
corrective actions to expedite the execution to match
up with the plans or in certain circumstances
deciding to make modifications in the plans.

15. LEVELS OF MANAGEMENT:
•The term “Levels of Management’ refers to a
line of demarcation between various managerial
positions in an organization. The number of
levels in management increases when the size of
the business and work force increases and vice
versa.
•The level of management determines a chain of
command, the amount of authority & status
enjoyed by any managerial position.

16. The levels of management can be
classified in three broad categories: -
•Top level / Administrative level
•Middle level / Executory
•Low level / Supervisory / Operative /
First-line managers

cont…

18. ROLES OF TOP MANAGEMANT
•It consists of board of directors, chief executive
or managing director. The top management is
the ultimate source of authority and it manages
goals and policies for an enterprise. It devotes
more time on planning and coordinating
functions.

19. The role of the top management can
be summarized as follows -
•Top management lays down the objectives and broad policies
of the enterprise.
•It issues necessary instructions for preparation of department
budgets, procedures, schedules etc.
•It prepares strategic plans & policies for the enterprise.
•It appoints the executive for middle level i.e. departmental
managers.
•It controls & coordinates the activities of all the departments.
•It is also responsible for maintaining a contact with the
outside world.
•It provides guidance and direction.
•The top management is also responsible towards the
shareholders for the performance of the enterprise.

20. ROLE OF MIDDLE LEVEL
MANAGEMANT:
•The branch managers and departmental
managers constitute middle level. They are
responsible to the top management for the
functioning of their department. They devote
more time to organizational and directional
functions. In small organization, there is only
one layer of middle level of management but in
big enterprises, there may be senior and junior
middle level management.
 

21. The role of the Middle management
can be summarized as follows -
•They execute the plans of the organization in accordance with
the policies and directives of the top management.
•They make plans for the sub-units of the organization.
•They participate in employment & training of lower level
management.
•They interpret and explain policies from top level
management to lower level.
•They are responsible for coordinating the activities within the
division or department.
•It also sends important reports and other important data to
top level management.
•They evaluate performance of junior managers.
•They are also responsible for inspiring lower level managers
towards better performance.

22. ROLE OF LOWER LEVEL
MANAGEMANT:
•Lower level is also known as supervisory /
operative level of management. It consists of
supervisors, foreman, section officers,
superintendent etc. According to
 
R.C. Davis,
“Supervisory management refers to those
executives whose work has to be largely with
personal oversight and direction of operative
employees”. In other words, they are concerned
with direction and controlling function of
management

23. The role of the Lower management
can be summarized as follows -
•Assigning of jobs and tasks to various workers.
•They guide and instruct workers for day to day
activities.
•They are responsible for the quality as well as
quantity of production.
•They are also entrusted with the responsibility of
maintaining good relation in the organization.
•They communicate workers problems, suggestions,
and recommendatory appeals etc to the higher level
and higher level goals and objectives to the workers.
•They help to solve the grievances of the workers.
• cont…

24. Cont…
•They supervise & guide the sub-ordinates.
•They are responsible for providing training to the
workers.
•They arrange necessary materials, machines, tools
etc for getting the things done.
•They prepare periodical reports about the
performance of the workers.
•They ensure discipline in the enterprise.
•They motivate workers.
•They are the image builders of the enterprise
because they are in direct contact with the workers.

25. SKILLS OF MANAGERS/ Managerial
skills
•According to a classic article by
 
Robert L. Katz, managerial success depends
primarily on performance rather than personality traits. He indicates that
three types of skills are important for successful management performance:
•�* Conceptual skills. Conceptual skill is the cognitive ability to see the
organization as a whole and the relationship among its parts. Managers
need the mental capacity to understand how various functions of the
organization complement one another, how the organization relates to its
environment, and how changes in one part of the organization affect the
rest of the organization.
•�* Human skills. The manager needs human skills: the ability to
communicate with, understand, and motivate both individuals and groups.
Human skills are reflected in the way a manger perceives his superiors,
subordinates, and peers.

26. Cont…
•�* Technical skills. Technical skills are skills
necessary to accomplish specialized activities.
Technical skills requires specialized knowledge
and proficiency in the mechanics of a particular
job. (e.g., engineering, computer programming,
and accounting).

27. Con….
•The diagnostic skill is from
 
Ricky Griffin, and the political skill is
fromPavett and Lau 
:
•�* Diagnostic skills. Diagnostic skills include the ability to
determine, by analysis and examination, the nature of a particular
condition. A manager can diagnose a problem in the organization by
studying its symptoms. These skills are also useful in favorable
situations.
•�* Political skills. Political skill is the ability to acquire the power
necessary to reach objectives and to prevent others from taking
power. Political skill can be used for the good of the organization
and for self-interest.

28. •MANAGERIAL ROLES
OF MANAGER’ S

29. INTERPERSONAL RELATIONSHIPS
•Three of the managers's roles involve basic interpersonal relationships:
�
•�* The figurehead role. Every manager must perform some duties of a ceremonial
nature (e.g., the president greets the touring dignitaries, the sales manager takes an
important customer to lunch). These activities are important to the smooth
functioning of an organization. (status requests, Ceremony)
•�* The leader role. This role involves leadership directly (e.g., the manager is
responsible for hiring an training his own staff). The leader role encompasses
relationships with subordinates, including motivation, communication, and
influence.(All managerial activities)
•�* The liaison role, in which the manager makes contacts inside and outside the
organization with a wide range of people: subordinates, clients, business associates,
government, trade organization officials, and so on.(Handling mail, external board
work, telephone calls)

30. INFORMATIONAL ASPECTS
•The processing of information is a key part of the manager's job. Three roles describe
the informational aspects of managerial work:
•�* The monitor role. This role involves seeking current information from many
�
sources. For example, the manager perpetually scans his environment for information,
interrogates liaison contacts and subordinates and receives unsolicited information.
•�* The disseminator role 
In their disseminator role, managers pass information
to other, both inside and outside the organization.(forwarding mails, review sessions
with subordinates.)
•�* The spokesperson role. In their spokesman role, managers send some of their
information to people outside the organization about company policies, needs,
actions, or plans.(Board meeting handling)
•

31. DECISIONAL ASPECTS
•The manager plays the major role in his unit's decision-making system. Four roles
describe the decisional aspects of managerial work:
•�* The entrepreneur role. In his entrepreneur role, managers search for
�
improvement his unit to adopt it to changing conditions in the environment.
( Strategy and review session on changes)
•�* The disturbance handler role. This role involves responding to high-pressure
disturbances. For example, manager must resolve conflicts among subordinates or
between manager's department and other departments.
•�* The resource allocator role. In their resource allocator role, managers make
decisions about how to allocate people, budget, equipment, time and other resources
to attain desired outcomes.

32. Cont..
•�* The negotiator role. The negotiations are duties of the
manager's job. These activities involve formal negotiations and
bargaining to attain outcomes for the manager's unit responsibility.
(collective bargaining, with unions, dealers).
•These ten roles are not easily separate: "No role can be pulled out of
the framework and the job be left intact". However, this description
of managerial work should be important to managers: "...the
managers' effectiveness is significantly influenced by their insight
into their own work" (L. Gulick).
•

33. RECONCILIATION OF ROLES
•INTERPERSONAL---- ORGANISING,
STAFFING and DIRECTING
•INFORMATIONAL--- DIRECTING and
CONTROLLING
•DECISIONAL------- PLANNING, ORGANISING
and STAFFING.

34. Contemporary Issues and challenges
•Uncertainty about the Future
•Wellbeing of Employees
•Tracking Team Productivity
•Shaping Company Culture
•Recruiting and Onboarding the Right Employees
•Supporting Diversity & Inclusion in the Workplace
•Managing Communication Between Teams
•Regulation & Compliance
•Technology & Digitalization
•Mind the Skills Gap
•High Staff Turnover
•Creating Innovative Teams
•Breaking Down Silos
•Knowledge Loss & Brain Drain
•Finding the Holy Grail: Engagement
•Globalization
•Total quality management