Management presentation unit 1 for MCA first year

Management presentation

1. Introduction -1
Unit -I

2. OUTLINE…
1. Introduction to Management
2. Concepts of Management
As an art of getting things done
As a process
As a discipline
As a science and an art
As an emerging profession
3. Meaning & Definitions
4. Nature of Management/ Salient features of Management
5. Management Vs. Administration
6. Objectives of Management
7. Importance of Management/ Significance of Management

3. CONTINUES…
8. Levels of Management
9. Functions of Management & Interrelationship between
them
10. Management skills and importance of it at different level
11. Roles of Managers
12. Contributions from Classical, Behavioral, Quantitative,
Contingency, Systems and Modern theories

4. 1. Introduction to Management
Weareallmanagersofourownlives,andthepracticeofmanagementisfoundinevery
facetofhumanactivity.Andwealwaysdealwithsetting,seekingandreaching
objectives.
Yourmother’sroleasamanager:-
Sheforecaststheneedsofthehousehold
Shetakesstocksofherresources
Sheplansandorganizesherresourcessothattogetmaximum
benefitoutofit.
Shemonitorsandcontrolsthehouseholdbudgets
Shedividestheworkamongothermembersofthefamilyand
coordinatetheiractivities
Sheisalwaysinsearchforimprovementsoftheobjectivesinhousehold.
Allthesearemanagementbyyourmother.
ThetermMANAGEMENT conveysdifferentmeaningsdependinguponthecontextin
whichitisused.

5. The performance of organizations depends to
a large extent on how their resources are
allocated and their ability to adapt to changing
conditions.
Successful organizations know how to
manage people and resources efficiently to
accomplish organizational goals and to keep
those goals in tune with changes in the
external environment.

6. 2. Concepts of Management
Someoftheimportantconceptsofmanagementareasfollows-
Managementasanartofgettingthingsdone
Managementasanartofgettingthingsdonethroughothers,definedby
MaryParkerFollett-,whichmeansthatmanagersachieveorganizational
objectivesbygettingworkfromothers,butbytheirowntheydonothing.
However,theabovedefinitionspeaksthatworkersaretermedasafactorof
productiononly.Theyhavenosocialandpsychologicalneeds.Theyare
supposedtodowhattheyaretoldandtheyhavenosayintheorganization.
Andthismisleadingthedefinition.
Thusmanagementiscertainlymorethanjustgettingworkdonethrough
others.HaroldKoontzdefinedmanagementthat-theartofgettingthings
donethroughandwithpeople,informallyorgaisedgroups;whichismost
appropriate.

7. Managementasaprocess
Managementiscalledasaprocess,becauseitcomprisesaseriesoffunctions
(suchas-planning,organizing,staffing,directingandcontrolling)thatleadto
theachievementofcertainobjectives.
Againasaprocess,managementhastwobroadfeatures,like-
Managementisacontinuousprocessand
Thefunctionsofmanagementareinterrelatedandinterdependent.
Managementasadiscipline
Asmanagementimpliesafieldofstudyorbranchofknowledge,itisknown
asadiscipline.Itcomprisesconcepts,theories,principles,skillsandproblem
tacklingtechniques.

8. Managementasascienceandanart
Scienceisasystematicbodyofknowledgebasedonproperfindings
andverificationthroughdifferentexperiments.Heretheprinciplesare
universallyaccepted.Asmanagementconsistsofalltheseactivities,itis
calledupasascience.
Againartmeanstobringadesiredresultthroughtheapplicationof
skills.Whichisnothingbuttheapplicationofknowledgeandskills.Andthe
processofmanagementinvolvestheseactivities,socalledasanart.
Thusmanagementisbothasascienceandanart.
Management as an emerging profession
A profession is
q an occupation backed by specialized body of knowledge,
q educational requirement and training,
q having an ethical code of conduct for self regulation,
q which is duly recognized by the national body & society.
As management covers all the above dimensions, it is widely accepted as
a profession.

9. 3. Meaning and Definitions
Managementisadistinctsocialprocess-consistingofactivitieslike
planning,organizing,staffing,directing,coordinatingandcontrolling;to
determineandaccomplishthestatedobjectiveswiththeproperutilization
ofhumanbeingsandotherresources.
FUNDAMENTAL FUNCTIONS
STATED
BASIC OBJEECTIVES
RESOURCES
MAN
MACHINE
MATERIALS
METHODS
MONEY
Planning Organising
Staffing
Directing Coordinating
Controlling
And from this it is clear that MANAGEMENT is an activity that converts
disorganized human and physical resources into useful and effective results.

10. Management in the New
Millennium
A firm can be efficientby making the
best use of people, money, physical
plant, and technology.
It is ineffectiveif its goals do not provide
a sustained competitive advantage.
A firm with excellent goals would fail if
it hired the wrong people, lost key
contributors, relied on outdated
technology, and made poor investment
decisions.

11. Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
EFFECTIVELY
Making the right decisions and
successfully implementing them
And

12. 4. Nature of Management/
Salient features of Management
Managementisasocialprocess:-Becauseitisconcernedwith
interpersonalrelations.Itisdonebypeople,throughpeople,withpeopleand
forpeople.Itisthedevelopmentofpeoplenotthedirectionofthings.
Managementisadistinctprocess:-AsallthefunctionsinManagementare
interwoventhatonecan’tlaydowntheexactsequenceandtheirrelative
significance.
Managementisacontinuousprocess:-Whenonestartsfromthefirst
functioninmanagementi.e.planning,hehastogoforplanningagainonthe
basisofhisfirstobservationaftercontrollingofthefirstactivity.It’sanever-
endingprocess.
Managementisanintangibleforce:-Butitspresencecanbefelt
everywhereintheformofresults.Duringoperationofthefunctions
managementisintangiblebutaftertheresultseverybodyisfeelingit.

13. Managementisgoaloriented/purposeful:-Managementmeans/exists
towardtheaccomplishment/achievementofspecificgoals.Thesuccessof
managementismeasuredbytheextenttowhichthedesiredobjectivesare
achieved.
Managementisanintegrativeforce:-Theessenceofmanagementliesin
thecoordinationofindividualeffortsintoateam.Managementreconcilesthe
individualgoalswithorganizationalgoals.
Managementisaneconomicresource:-Asmanagementisafactorof
productiontogetherwithland,labourandcapital.
Managementissituational:-Becausethereisnoonebestwayofdoing
things.Asuccessfulmanagermusttakeintoaccountsituationaldifferences.
Managementisasystemofauthority:-Managementisateamofmanagers;
representasystemofauthority,ahierarchyofcommandandcontrol.
Authorityenablesthemanagerstoperformtheirfunctionseffectively.

14. Managementisamultidisciplinarysubject:-Managementisgrownasa
fieldofstudytakingthehelpofsomanyotherdisciplinessuchas
engineering,sociologyandpsychology,etc.Muchofthemanagement
literatureistheassociationofthesedisciplines.
Managementisessentiallyanexecutivefunction:-Asitdealswithactive
directionandcontroloftheactivitiesofpeopletoattainpredetermine
activities.
Managementisbothscienceandart:-alreadydefined
Managementisuniversalinnature:-Managementisrequiredinevery
formofgroupactivity.Theapproach/styleofmanagementmaydifferfrom
oneorganizationtoother,butineachcaseitinvolvesthemarshallingof
humanandphysicalresourcesfortheattainmentofcommonobjectives.The
fundamentalprinciplesofmanagementareapplicableinallareasof
organizedefforts.Managersatalllevelsperformthesamebasicfunctions.

15. 5.Management Vs. Administration
Points of DistinctionAdministration Management
1. MEANING
Administrationis
concernedwiththe
formulationofobjectives,
planandpoliciesofthe
organization.
Managementisadistinct
socialprocess-consistingof
activitieslikeplanning,
organising, staffing,
directing,coordinatingand
controlling;todetermine
andaccomplishthestated
objectiveswiththeproper
utilizationofhumanbeings
andotherresources.
2. NATURE Itisadeterminativeor
thinkingfunction.
Itisanexecutiveordoing
function.

16. 3. SCOPE
Itisconcernedwiththe
determinationofmajor
objectivesandpolicies.
Itisconcernedwiththe
implementation of
policies.
4. LEVEL
Itismainlyatop-level
function.
Itislargelyamiddlelevel
orlowerlevelfunction.
5. INFLUENCE
Administrativefunctions
areinfluencedmainlyby
publicopinionandother
outsideforces.
Managementdecisions
areinfluencedbythe
objectivesandpoliciesof
theorganisation.
6. DECISION-
MAKING
Administrationdetermines
whatistobedoneand
whenisittobedone.
Managementdecideswho
shallimplementthe
decisionsmade.
7. DIRECTION OF
HUMAN RESOURCE
Itisconcernedwith
leadingandmotivationof
middlelevelexecutives.
Itisnotdirectlyconcerned
withdirectionofhuman
efforts.
Itisconcernedwithleading
andmotivationofoperative
workforceforexecutionof
plans.
Itisactivelyconcernedwiththe
directionofhumaneffortsinthe
executionofplans.

17. 8. MAIN
FUNCTIONS
Planningandcontrol
arethemainfunctions
ofit.
Directing and
organisingarethe
mainfunctionsofit.
9. ENVIRONMENT
Administrationhasdirect
interactionwithexternal
environmentofbusiness,
whichenablesittomake
strategicplanstodeal
effectivelywith the
environmentalforces.
Management is manly
concerned with
internal forces, i.e.,
objectives, plans and
policies of the
organisation.
10. SKILLS
REQUIRED
Conceptualandhuman
skillsarerequiredin
administration.
Technical and human
skills are required in
management.
11. USAGE
Used largelyin
government,public
sectorfirmsandnon-
businessorganizations.
Usedmainlyinprivate
organizations/
business
organizations.

18. 6. Objectives of Management
Themainobjectiveofanybusinessistogoforprofit
maximization,inthecompetitiveenvironment.Andinorderto
achieveallthis,managementhastopursuethefollowing
objectives-
Efficientuseofresources.
Satisfactionofcustomers.
AdequatereturnonCapital.
Satisfiedworkforce.
Goodworkingcondition.

19. 7. Importance of Management/
Significance of Management
1.Themanagementdeterminestheobjectivesofanyorganization.No
organizationsucceeds,unlessitsobjectivesareclearlyidentifiedanddefined.
2.Againmanagementisanessentialactivitytoaccomplishtheobjectivesofan
organization,byperfectcoordinationofhumanandnon-humanresources.
3.Managementisnomorerestrictedtothemereexerciseofauthority;italso
involvesscientificthinking,deciding&thoughtfulorganization,direction&
controltoensurebetterresults.
4.Managementkeepsitselfintouchwiththecurrentchangingenvironmentand
suppliesforesighttotheorganization.Ithelpsinpredictingwhatisgoingto
happeninfuture,whichwillinfluencetheworkingoftheorganization.
5.Managementreconcilesthepersonalinterestofpeople(attachedwiththe
organization)withtheorganizationalobjectives.

20. Strategic Managers
Tactical Managers
Operational Managers
8. Levels of Management
TOP
LEVEL
LOWER
LEVEL
MIDDLE
LEVEL

21. Strategic Managers
The firm’s senior executives with
overall responsibility for the firm.
Developing the company’s goals
Focus on long-term issues
Emphasize the growth and overall
effectiveness of the organization
Concerned primarily with the
interaction between the
organization and its external
environment.

22. Tactical Managers
Responsiblefortranslatingthe
generalgoalsandplansdeveloped
bystrategicmanagersintospecific
objectivesandactivities.
Shortertimehorizon
Coordinationofresources
putthetopmanagementplansinto
practice
coordinatethefunctioningoftheir
respectivedepartments
Thesearemiddlemanagers

23. Operational Managers
Lower-levelmanagerswhosupervisethe
operationsoftheorganization.
Directlyinvolvedwithnon-management
employees
Implementingthespecificplans
developedwithtacticalmanagers.
Thisisacriticalroletotheorganization.
Operationalmanagersarethelink
betweenmanagementandnon-
managementstaff
Planday-to-dayactivitywithinthegoalslay
downbythehigherlevelsmanagements

24. 9. Functions of Management &
Interrelationship between them
Organizing
Leading
Controlling
Planning
Staffing

25. Planning
Themanagementfunctionthatassessesthe
managementenvironmenttosetfuture
objectivesandmapoutactivitiesnecessaryto
achievethoseobjectives.
Tobeeffective,theobjectivesofindividuals,
teams,andmanagementshouldbecoordinated
tosupportthefirm’smission.
Itinvolvesdecidinginadvance–
Whattodo?
Whentodo?
Wheretodo?
Howtodo?
Whoistodo?
Andhowtheresultsareevaluated?

26. Organizing
Themanagementfunctionthatdetermines
howthefirm’shuman,financial,
physical,informational,andtechnical
resourcesarearrangedandcoordinated
toperformtaskstoachievedesired
goals.
Thedeploymentofresourcestoachieve
strategicgoals.
Determininganddefinetheactivities
requiredfortheachievementofplanned
goals.
Groupingtheactivitiesintologicaland
convenientunits.

27. Staffing
Itmeanstheprocessoffillingallpositionsintheorganization
withadequateandqualifiedpersonnel.
Inmanagement,staffingmeans,-
Manpowerplanning-involvingdeterminationofthenumberandthe
kindsofpersonnelrequired.
Recruitmentforattractingsuitablepersonneltoseekjobsinthe
enterprise.
Selectionofthemostsuitablepersonsforthejobsunder
consideration.
Placementandorientationofemployees.
Transferandpromotionofemployees.
Traininganddevelopmentofemployees.

28. Leading
Themanagementfunctionthatenergizes
peopletocontributetheirbestindividually
andincooperationwithotherpeople.
Itmeanstoguide,supervise,motivateand
leadpeopleinorganizationtowardsthe
attainmentofstatedobjectives.
Thisinvolves:
Clearlycommunicatingorganizationalgoals
Inspiringandmotivatingemployees
Providinganexampleforotherstofollow
Guidingothers
Creatingconditionsthatencourage
managementofdiversity

29. Controlling
Themanagement functionthatmeasures
performance,comparesittoobjectives,implements
necessarychanges,andmonitorsprogress.
Itmeanscheckingactualperformancewiththe
agreedstandardthathasplannedtosatisfythe
satisfactoryperformance.
In management, controlling means-
Establishingstandardsformeasuringworks
performance.
Measurementofactualperformanceand
comparingitwiththestandards
Findingthevariancesbetweenthetwoandthe
reasontherefore,and
Takingcorrectiveactionforcorrecting
deviationssoastoensureattainmentof
objectives.

30. Functions and Levels of
Management

31. 10. Management skills and
importance of it at different level
Fundamental
Management
Skills
Technical Skills
Interpersonal Skills
Conceptual Skills
Diagnostic Skills
Communication Skills
Decision-Making Skills
Time-Management Skills

32. Fundamental Management Skills
Technical
Skillsnecessarytoaccomplishorunderstandthespecifickindof
workbeingdoneinanorganization.
Interpersonal
Theabilitytocommunicatewith,understand,andmotivateboth
individualsandgroups.
Conceptual
Themanager’sabilitytothinkintheabstract.
Diagnostic
Themanager’sabilitytovisualizethemostappropriateresponseto
asituation.

33. Fundamental Management Skills
(cont’d)
Communication
Themanager’sabilitiesbothtoconveyideasandinformation
effectivelytoothersandtoreceiveideasandinformation
effectivelyfromothers.
Decision-Making
Themanager’sabilitytorecognizeanddefineproblemsand
opportunitiescorrectlyandthentoselectanappropriatecourseof
actiontosolvetheproblemsandcapitalizeonopportunities.
Time-Management
Themanager’sabilitytoprioritizework,toworkefficiently,andto
delegateappropriately.

34. Skills & Levels of Management

35. 11. Role of Managers
Decisional
Roles
Interpersonal
Roles
Informational
Roles
Theseinclude:
Interpersonalroles-communicationwithsuperiors,peers,
subordinates,andpeoplefromoutsidetheorganization.
InformationRoles-obtaining,interpreting,andgivingout
information.
DecisionalRoles-choosingamongcompetingalternatives.

36. Sl.
No
.
ROLES SUB ROLES DESCRIPTION
TYPICAL
ACTIVITIES
1.
INTERPERSONAL
ROLES
Figurehead
Symbolic head;
performs routine duties
of a legal or social
nature.
Ceremony
and status
requests.
Leader
Responsible for
motivation of
subordinates and for
staffing and training.
Almost all
managerial
activities
involving
subordinates
.
Liaison
Maintains network of
outside contacts to
obtain favours and
information.
Handling
mail,
external
Board work,
and
telephone
calls.

37. 2.
INFORMATIONAL
ROLES
Monitor
Seeks and receives
information to obtain
through understanding
of organization and
environment.
Reading
periodicals
and
observational
tours.
Disseminator
Transmits information
received from outsiders
or insiders to other
organization and
environment.
Forwarding
mail, review
sessions with
subordinates.
Spokesman
Transmits information to
outsiders on
organization plans,
policies and actions.
Board
meetings,
handling
mail.

38. 3.
DECISIONAL
ROLES
Entrepreneur
Initiates and supervises
design of organizational
improvement projects as
opportunities arise.
Strategy and
review
sessions
regarding
change efforts.
Disturbance
Handler
Responsible for corrective
actions when organization
faces unexpected crises.
Strategy and
review
sessions
regarding
disturbances.
Resource
allocator
Responsible for allocation
of human, monetary and
material resources
Scheduling,
requests for
authorization,
budgeting.
NegotiatorResponsible for
representing the
organisationin bargaining
and negotiations.
Collective
bargaining,
purchasing.