Total quality Management

1. Prepared By,
A.Johny Renoald M.E., (PhD.,)

2.  Management is a wide term as an “activity’ a
‘process’, a group of people.
 To manage is “ to forecast and plan, to
organise, to command, to coordinate and to
control”.
- Hentry Fayol.
Meaning of Management
1. Management as an activity
# Inter-personal role
# Decision-making role
# Information role

3. 2. Management as a process
 Men $ Planning
 Machine $ organising
 Money $ Directing
 Materials $ Coordinating
 Methods $ Controlling
3. Management as an academic Discipline
- Various subjects and courses
- Research activities
- Related to psychology, sociology, Operations
research, Economics, Political science, etc.

4. 4. Management as a Group
- All category of people working together
- ( top, middle, lower levels of management )
Nature of Management
1.Management as a universal process
2. Purposive or goal- directed
3. An Abstraction
4. Multi-Disciplinary
5.Dynamic Principles
6. Relative Principles

5. 7. Management as a system of authority
Performance of management, organisation,
department and individuals.
Balance of Authority and responsibility
“success”
8. Management – A science or an Art or Both
 Science – systemaised body of knowledge
Scientific Enquiry, cause-effect
relationship
 Art - Practical know how, personal skills, result
oriented activity, creativity
9.Management as a profession
-Body of knowledge, training, social obligation, code
of conduct, license or degree.

6. Importance of management
 Management meet the challenge of change
 Accomplishment of group goals
 Effective utilisation of business
 Resource development
 Sound organisation structure
 management directs the organisation
 Integrates various interest
 Stability
 Innovation
 Coordination and team-spirit

7. - People responsible for- People responsible for
directing the efforts aimeddirecting the efforts aimed
at helping organizationsat helping organizations
achieve their goals.achieve their goals.
- A person who plans,- A person who plans,
organizes, directs andorganizes, directs and
controls the allocation ofcontrols the allocation of
human, material, financial,human, material, financial,
and information resourcesand information resources
in pursuit of thein pursuit of the
organization’s goals.organization’s goals.

8. OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading

9. Management Process and Goal AttainmentManagement Process and Goal Attainment

10. Management and OrganizationalManagement and Organizational
ResourcesResources

11. Top
Managers
Middle Managers
First-Line Managers
Nonmanagers
Top
Managers
Middle Managers
First-Line Managers
Nonmanagers

12.  First-line Managers: have direct responsibility for
producing goods or services Foreman, supervisors,
clerical supervisors
 Middle Managers:
 Coordinate employee activities
 Determine which goods or services to provide
 Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
 Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President

13. First-line Managers
 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
 Rely on planning and administration, self-
management, teamwork, and communication

14. Middle Managers
 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

15. Top Managers
 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

16. Management Level and SkillsManagement Level and Skills

17.  1. INTERPERSONAL
 2. INFORMATIONAL
 3. DECISIONAL