Introduction to management


Published on

Introduction to management

Published in: Business
1 Like
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Introduction to management

  1. 1. Introduction to Management Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them. - Paul Hawken Presenters: Palash Srivastava Parth Singh Parvez Nophel Pavitra Gupta Pooja Agrawal
  2. 2. What do you think management is? • Well the answer is so simple that it is the work that managers do. • So first lets us know who a manager is.
  3. 3. Who are Managers? • Managers are those who work with and through other people by coordinating their work activities in order to accomplish a goal. Non- Managerial Employees Top line Manager Middle line managers First line managers
  4. 4. Definition of Management • The process of coordinating work activities so that they are completed efficiently and effectively with and through other people Management EffectivenessEfficiency
  5. 5. Efficiency: • Most output from less input • Not to waste resources(Land, labour, capital, energy) because it is limited for use. Effectiveness: • Doing right things • Right things – Activities that will help the organization to reach its goal. Effectiveness (Goal attainment) Gain (Objective reached) Efficiency (Means)
  6. 6. Principles of Management • Different people gave different concept and principles of management such as “Theory X and Y” by Douglas McGregor, 14 principles of management Henri Fayol (1841 - 1925), etc. 1. Division of labour 8. Initiative 2. Authority & responsibility 9. Remuneration 3. Unity of command 10. Stability of tenure 4. Unity of direction 11. Scalar chain 5. Equity 12. Individual interest in common goal 6. Order 13. Espirit De’ Corps 7. Discipline 14. Centralization 14 principles of management by Henri Fayol.
  7. 7. PLANNING •Planning is the primary function of management. • Planning is deciding in advance what is to be done, when is to be done, how is to be done, and by whom it is to be done. • It bridges the gap from where we are and where we want to go. •includes selection of objectives, policies,procedures and programmes from among alternatives.
  8. 8. Planning- Need and Importance • Minimises risk and uncertainity •To face increasing competition •To provide for complex technological changes •It leads to success •It focusses on goals •It facilitates control In absence of Plans,it is difficult for the managers to organise people and resources.
  9. 9. Characteristics of a good plan The features of a good plan are: • It is based on a clearly defined, unambiguous objectives •It should be simple •Should be able to define clear actions and standards •Should be flexible to accommodate changes •Should make best utilization of available resources •Should lead the organization towards success
  10. 10. Advantages of planning •Helps to make all activities purposeful •It helps the manager identify future challenges and opportunities •Helps the manager to analyze all the variables affecting the performance •Basis for control •Encourages achievement •Helps to visualize the organization in its entirety •Achieve the maximum utilization of available resources at the discretion of the manager
  11. 11. Limitations of Planning •It is dependent on correctness of information •Uncertainty •Rigidity •Planning consumes a lot of resources including time and money
  12. 12. Some Important Elements in Planning Budgets Programs Policies Rules Strategies Objectives Purpose
  13. 13. Organizing Organizing is the process of allocating and arranging work, authority and resources to the members of the organization so that they can successfully execute the plans. Objectives: 1. Developing the organizational structure 2. Allocating human resource 3. Task Allocation & the division of responsibility
  14. 14. Organizational Structure • The term organizational structure refers to how the people in an organization are grouped and to whom they report.
  15. 15. Organizational Structure Type • Bureaucratic Structures – Pre-bureaucratic – Bureaucratic (Strict Hierarchy) – Post-bureaucratic (Involves Total Quality, Culture and Matrix Management) • Functional Structure: Grouped based on functional areas, such as IT, finance, and marketing • Divisional Structure: Several Parallel Teams focusing on a single product • Matrix Structure: A mixture of functional and divisional structure
  16. 16. Leading • The process by which a person exerts influence over others and inspires, motivates and directs their activities to achieve group or organizational goals. • Importance of Leadership?
  17. 17. What should a leader function? • Help interpret the meaning of events • Create alignment on objectives and strategies • Build task commitment and optimism • Build mutual trust and cooperation • Strengthen collective identity
  18. 18. What should a leader function? • Organize and coordinate activities • Encourage subordinates • Obtain necessary resources and support • Develop and empower people • Promote social justice and morality
  19. 19. CONTROLLING PLANNING- sets goals (what is to be accomplished) ORGANISING- brings people and resources together in the work units LEADING - motivates and directs the people to carry out the tasks AND CONTROLLING- ensures that everything goes well in accordance with the plan
  20. 20. CONTROLLING Thus Controlling is a process by which management ensures that actual activities conform to the planned activities. Control is the Regulatory function of management. Without control, it is difficult for an organization to know how well they are performing. PURPOSE OF CONTROL To ensure the efficient accomplishment of set of objectives of an organisation. The Control provides ways to survive and grow.
  21. 21. FUNCTIONS OF CONTROL Adapting to changing conditions Minimising the errors Coping with the organisational Complexity Minimising Costs
  22. 22.  Competency – a combination of knowledge, skills, behaviors, and attitudes that contribute to personal effectiveness  Managerial Competencies – sets of knowledge, skill, behaviors, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations The prerequisite!
  23. 23. Why are Managerial Competencies Important-both to you and the organization?  You need to use your strengths to do your best  You need to know your weaknesses  You need developmental experiences at work to become successful leaders and address your weakness  You probably like to be challenged with new learning opportunities  Organizations do not want to waste human resources  Globalization deregulation, restructuring, and new competitors add to the complexity of running a business
  24. 24. A Model of Managerial Competencies Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency Managerial Effectiveness
  25. 25. Role of management in an organization! drive the organization toward the preset goals !
  26. 26. Organization • List requirements for the following resources: – Personnel – Technology – Finances – Distribution – Promotion – Products – Services