Mgt 1

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Mgt 1

  1. 1. Principles of Management Ch # 1
  2. 2. What are the functions of Management? OR What is Management Process?
  3. 3. Management Process <ul><li>Management process is composed of four activities </li></ul><ul><ul><ul><li>Planning </li></ul></ul></ul><ul><ul><ul><li>Organizing </li></ul></ul></ul><ul><ul><ul><li>Leading </li></ul></ul></ul><ul><ul><ul><li>Controlling </li></ul></ul></ul>
  4. 4. Planning <ul><li>Management functions that involves the process of defining goals, establishing strategies for achieving those goals and developing plans to integrate and coordinate activities </li></ul>
  5. 5. Planning <ul><li>Planning is determining in advance: - </li></ul><ul><li>What is to be done? </li></ul><ul><li>How it is to be done? </li></ul><ul><li>When it is to be done? </li></ul><ul><li>Who will do it? </li></ul>
  6. 6. Organizing <ul><li>Management function that involves the process of determining what tasks are to be done, who is to do them, how the tasks have to be grouped, who reports to whom, and where decisions are to be made </li></ul>
  7. 7. <ul><li>we can say that organizing includes: </li></ul><ul><ul><li>What tasks are to be done? (Activity) </li></ul></ul><ul><ul><li>Who is to do them? (People) </li></ul></ul><ul><ul><li>What physical resources are required? (Resources) </li></ul></ul><ul><ul><li>And who reports to whom. (Structure) </li></ul></ul>OR
  8. 8. Organizing <ul><li>Organizing is the establishment of relationship between the </li></ul><ul><li>Activities </li></ul><ul><li>Persons </li></ul><ul><li>Physical factors </li></ul>
  9. 9. Organizing Activities Persons Physical factors
  10. 10. Leading <ul><li>Management functions that involves: </li></ul><ul><li>motivating subordinates </li></ul><ul><li>influencing individuals or teams as they work </li></ul><ul><li>selecting the most effective communication channels or </li></ul><ul><li>dealing with any employee behavior issues </li></ul>
  11. 11. Controlling <ul><li>Management functions that involving monitoring actual performance, comparing actual to standard, and taking action, if necessary </li></ul>
  12. 12. The Controlling process consist of <ul><ul><li>Measuring </li></ul></ul><ul><ul><li>Comparing </li></ul></ul><ul><ul><li>Correcting </li></ul></ul>
  13. 13. Management Functions Planning Defining goals, establishing strategy, and developing subplans to coordinate activities Lead to Organizing Determining what needs to be done, how it will be done, and who is to do it Leading Directing and motivating all involved parties and resolving conflicts Controlling Monitoring activities to ensure that they are accomplished as planned Achieving the organization ’ s stated purpose
  14. 14. Basic Managerial Roles & Skills
  15. 15. Managerial Roles <ul><li>The managerial roles are divided into three basic categories identified by Henry Mintzberg. </li></ul><ul><ul><ul><li>Interpersonal Role </li></ul></ul></ul><ul><ul><ul><li>Informational Role </li></ul></ul></ul><ul><ul><ul><li>Decisional Role </li></ul></ul></ul>
  16. 16. Managerial Roles <ul><li>Interpersonal Role </li></ul><ul><li>Managerial roles that involve people and other duties that are ceremonial and symbolic in nature </li></ul><ul><li>Informational Role </li></ul><ul><li>Managerial roles that involve receiving, collecting and disseminating information </li></ul><ul><li>Decisional Role </li></ul><ul><li>Managerial roles that revolve around making choices. </li></ul>
  17. 17. Interpersonal Role Interpersonal <ul><li>Figurehead </li></ul><ul><li>Leader </li></ul><ul><li>Liaison </li></ul>Attending ribbon-cutting ceremony for new plant. Encouraging employees to improve productivity Coordinating activities of two project groups
  18. 18. Informational Informational <ul><li>Monitor </li></ul><ul><li>Disseminator </li></ul><ul><li>Spokesperson </li></ul>Scanning industry reports to stay updated regarding developments Sending memos outlining new organizational initiatives Making a speech to discuss growth plans
  19. 19. Decisional Decisional <ul><li>Entrepreneur </li></ul><ul><li>Disturbance handler </li></ul><ul><li>Resource allocater </li></ul><ul><li>Negotiator </li></ul>Developing new ideas for innovation Resolving conflict between two sub-ordinates Reviewing and revising budget requests Reaching agreement with a key supplier
  20. 20. Ten Basic Management Roles Interpersonal <ul><li>Figurehead </li></ul><ul><li>Leader </li></ul><ul><li>Liaison </li></ul>Attending ribbon-cutting ceremony for new plant. Encouraging employees to improve productivity Coordinating activities of two project groups   Informational <ul><li>Monitor </li></ul><ul><li>Disseminator </li></ul><ul><li>Spokesperson </li></ul>Scanning industry reports to stay abreast of developments Sending memos outlining new organizational initiatives Making a speech to discuss growth plans   Decisional <ul><li>Entrepreneur </li></ul><ul><li>Disturbance handler </li></ul><ul><li>Resource allocater </li></ul><ul><li>Negotiator </li></ul>Developing new ideas for innovation Resolving conflict between two sub-ordinates Reviewing and revising budget requests Reaching agreement with a key supplier
  21. 21. Managerial Skills <ul><li>There are number of skills that a Manager needs but four of them are the most important to their success: </li></ul><ul><ul><li>Technical Skills </li></ul></ul><ul><ul><li>Interpersonal Skills </li></ul></ul><ul><ul><li>Conceptual Skills </li></ul></ul><ul><ul><li>Diagnostic Skills </li></ul></ul>
  22. 22. Technical Skills <ul><li>Knowledge and proficiency in a specialized field is termed as technical skill. </li></ul><ul><li>Example </li></ul><ul><li>Engineer can better head on engineering firm </li></ul>
  23. 23. Interpersonal Skills <ul><li>The ability to work well with other people individually and in a group. </li></ul><ul><li>Example </li></ul><ul><li>To Resolve Conflict </li></ul><ul><li>Motivation of subordinates </li></ul>
  24. 24. Conceptual Skills <ul><li>The manager’s ability to think and to conceptualize about abstract and complex situations are called Conceptual Skills. </li></ul><ul><li>Example </li></ul><ul><li>Decline in sale </li></ul>
  25. 25. Skills Needed at Different Management Levels
  26. 26. Why Study Management? <ul><li>The Value of Studying Management </li></ul><ul><ul><li>The universality of management </li></ul></ul><ul><ul><ul><li>Good management is needed in </li></ul></ul></ul><ul><ul><ul><ul><li>All levels of organization </li></ul></ul></ul></ul><ul><ul><ul><ul><li>All areas of organization </li></ul></ul></ul></ul><ul><ul><ul><ul><li>All types of organizations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>All size of organizations </li></ul></ul></ul></ul><ul><ul><li>The reality of work </li></ul></ul><ul><ul><ul><li>Employees either manage or are managed </li></ul></ul></ul>
  27. 27. All organizational areas Manufacturing-marketing- human resources- accounting-information systems-etc. Management is Needed In….. All types of organizations Profit Non-for-profit. All Size of organizations Small Large All organizational levels Bottom Top UNIVERSAL NEED FOR MANAGEMENT
  28. 28. Let’s stop it here

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