Principles of management


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all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,

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Principles of management

  1. 1. c
  2. 2.  A formal and coordinated group of people who function to achieve particular goals  These goals cannot be achieved by individuals acting alone  An organization consists of a group of people striving to reach goals that individuals acting alone could not achieve  Two or more people who work together in a structured way to achieve a specific goal or set of goals.
  3. 3.  Human  Financial  Physical  Information
  4. 4.  Management refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.  The process of reaching organizational goals by working with and through people and other organizational resources.
  5. 5.  The process of getting things done, effectively and efficiently, through and with other people  Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs  Means doing the right things; goal attainment
  6. 6.  Efficient means using resources wisely and without unnecessary waste.  Effective means doing the right things successfully.
  7. 7. Management
  8. 8.  the preparation of a firm for future business conditions  the organization of employees and other resources in a manner that is consistent with the firm’s goal.   the process of providing employees with instructions on how they should complete their tasks. the monitoring and evaluation of tasks
  9. 9. Organizing Planning Leading . Controlling
  10. 10.  Includes defining goals, establishing strategy, and developing plans to coordinate activities  Includes  Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made  The process of monitoring performance, comparing it with goals, and correcting any significant deviations
  11. 11. Top Managers: make the strategic (long-term) plan Communicate the plan to middle management and ask middle management to implement the plan. Middle Managers: Organize the employees and other resources to produce Communicate the organization to supervisors and ask them to implement the production process Supervisors: Explain each employee’s tasks & how to perform the tasks Top Management: Assess the expenses and sales from producing products every month. Determine whether the new strategic plan is successful. Middle Management: Determine whether the production is efficient (based on monitoring the plant’s output and expenses each month Supervisors: Monitor employees to ensure their new assignments properly
  12. 12.  People responsible for directing the efforts aimed at helping organizations achieve their goal  A person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organization’s goals. .
  13. 13.  A classification referring to a group of similar activities in an organization like marketing or operations.  A manager responsible for just one organizational activity such as accounting, human resources, sales, finance, marketing, or production  Focus on technical areas of expertise  Use communication, planning and administration, teamwork and self-management competencies to get work done
  14. 14.  responsible for the operations of more complex units for example, a company or division  Oversee work of functional managers  Responsible for all the activities of the unit  Need to acquire strategic and multicultural competencies to guide organization
  15. 15. Top manager Middle manager First line manager
  16. 16.  have direct responsibility for producing goods or services Foreman, supervisors, clerical supervisors  Coordinate employee activities  Determine which goods or services to provide  Decide how to market goods or services to customers  Assistant Manager, Manager (Section Head)  provide the overall direction of an organization Chief Executive Officer, President, Vice President
  17. 17.  Directly responsible for production of goods or services  Employees who report to first-line managers do the organization’s work  Spend little time with top managers in large organizations  Technical expertise is important  Relay on planning and administration, selfmanagement, teamwork, and communication competencies to get work done
  18. 18.  Responsible for setting objectives that are consistent with top management’s goals and translating them into specific goals and plans for first-line managers to implement  Responsible for coordinating activities of first-line managers  Establish target dates for products/services to be delivered  Need to coordinate with others for resources  Ability to develop others is important  Rely on communication, teamwork, and planning and administration competencies to achieve goals
  19. 19.  Responsible for providing the overall direction of an organization  Develop goals and strategies for entire organization  Spend most of their time planning and leading  Communicate with key stakeholders—stockholders, unions, governmental agencies, etc., company policies  Use of multicultural and strategic action competencies to lead firm is crucial
  20. 20. Fragmentation Managerial Problems Brevity High Variety
  21. 21.  Figurehead  Leader  Liaison  Monitor  Disseminator  Spokesperson     Entrepreneur Disturbance hander Resource allocator Negotiator
  22. 22.  ethical guidelines and the principles of behaviour employees are to follow in their dealings with customers and suppliers  give direct commands and orders to subordinates and make decisions  coordinate between different departments and establish alliances between different organizations
  23. 23.  evaluate the performance of managers in different functions  communicate to employees the organization’s vision and purpose  give a speech to inform the local community about the organization’s future intentions
  24. 24.  commit organization resources to develop innovative goods and services  to take corrective action to deal with unexpected problems facing the organization from the external as well as internal environment  allocate existing resources among different functions and departments  work with suppliers, distributors and labour unions
  25. 25. Management Skills
  26. 26. Managers have to perform many roles in an organization and how they handle various situations will depend on their styles of management. A management style is an overall method of leadership used by a manager.    Autocratic Democratic Laissez-faire
  27. 27.  an autocratic or authoritarian manager makes all the decisions, keeping the information and decision making among the senior management.  the direction of the business will remain constant, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business.  subordinates may become dependent upon the leaders and supervision may be needed;  this style can decrease motivation and increase staff turnover
  28. 28.  the manager allows the employees to take part in decision-making: therefore everything is agreed by the majority. (empowerment)  this style can be particularly useful when complex decisions need to be made that require a range of specialist skills;  from the overall business' point of view, job satisfaction and quality of work will improve.  the decision-making process is severely slowed down, and the need of a consensus may avoid taking the 'best' decision for the business.
  29. 29.  the leader delegates much authority to employees; the leader's role is peripheral and staff manage their own areas of the business.  the style brings out the best in highly professional and creative groups of employees.  the leader therefore evades the duties of management and uncoordinated delegation occurs;  this leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image
  30. 30. k
  31. 31. a combination of knowledge, skills, behaviours, and attitudes that contribute to personal effectiveness  sets of knowledge, skill, behaviours, and attitudes that a person needs to be effective in a wide range of positions and various types of organizations
  32. 32.  Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors
  33. 33.  Communication Competency  Planning & Administration Competency  Teamwork Competency  Strategic Action Competency  Multicultural Competency Self-Management Competency competencies competencies
  34. 34.  Ability to effectively transfer and exchange information that leads to understanding between yourself and others  Informal Communication  Used to build social networks and good interpersonal relations  Formal Communication  Used to announce major events/decisions/ activities and keep individuals up to date  Negotiation  Used to settle disputes, obtain resources, and exercise influence
  35. 35.  Deciding what tasks need to be done, determining how they can be done, allocating resources to enable them to be done, and then monitoring progress to ensure that they are done  Information gathering, analysis, and problem solving from employees and customers  Planning and organizing projects with agreed upon completion dates  Time management  Budgeting and financial management
  36. 36.  Accomplishing tasks through small groups of people who are collectively responsible and whose job requires coordination  Designing teams properly involves having people participate in setting goals  Creating a supportive team environment gets people committed to the team’s goals  Managing team dynamics involves settling conflicts, sharing team success, and assign tasks that use team members’ strengths
  37. 37.  Understanding the overall mission and values of the organization and ensuring that employees’ actions match with them  Understanding how departments or divisions of the organization are interrelated  Taking key strategic actions to position the firm for success, especially in relation to concern of stakeholders  Leapfrogging competitors
  38. 38.  Understanding, appreciating and responding to diverse political, cultural, and economic issues across and within nations  Cultural knowledge and understanding of the events in at least a few other cultures  Cultural openness and sensitivity to how others think, act, and feel  Respectful of social etiquette variations  Accepting of language differences
  39. 39. Developing yourself and taking responsibility  Integrity and ethical conduct  Personal drive and resilience  Balancing work and life issues  Self-awareness and personal development activities 
  40. 40.  Hard work  Smart work  Patience  Out of box thinking  Reading and acquiring knowledge  Ethical consciousness  Collaborative relationship  Perseverance
  41. 41. Communication Competency Planning & Administration competency Teamwork competency Managerial effectiveness Global awareness competency Strategic action competency Self management competency
  42. 42. ,/