2. BooksBooks
1. Essentials of Management by Harold1. Essentials of Management by Harold
Koontz & Heinz Weihrich (McGrawHill)Koontz & Heinz Weihrich (McGrawHill)
2. Management by Stephen P. Robbins,2. Management by Stephen P. Robbins,
Mary Coulter & Neharika Vohra (Pearson)Mary Coulter & Neharika Vohra (Pearson)
3. Management A Competency-Based3. Management A Competency-Based
Approach by Hellriegel, Jackson & SlocumApproach by Hellriegel, Jackson & Slocum
(South-Western Cengage Learning(South-Western Cengage Learning
3. Learning ObjectivesLearning Objectives
Define Organization, Managers AndDefine Organization, Managers And
Management.Management.
Explain the functions, roles, and skills ofExplain the functions, roles, and skills of
managers & how manager’s job ismanagers & how manager’s job is
changingchanging
What Competencies needed forWhat Competencies needed for
Managerial WorkManagerial Work
5. A Unique PersonalityA Unique Personality
Capacity to Dream BigCapacity to Dream Big
Desire to AchieveDesire to Achieve
Dedication to convert Dreams into RealityDedication to convert Dreams into Reality
6. Message......Message......
Pedigree no longer significantPedigree no longer significant
Perform and Success will followPerform and Success will follow
Meeting deadlines vs. Beating deadlinesMeeting deadlines vs. Beating deadlines
Convert adversities into opportunitiesConvert adversities into opportunities
Pursue your goals even in face of difficultiesPursue your goals even in face of difficulties
Don’t accept defeat – Challenge NegativeDon’t accept defeat – Challenge Negative
Forces – Never Give upForces – Never Give up
Courage with Conviction – Hope is your mostCourage with Conviction – Hope is your most
powerful weaponpowerful weapon
7. 7 MANTRAS OF7 MANTRAS OF
SUCCESSSUCCESS
AN IT PIONEERAN IT PIONEER
Narayana MurthyNarayana Murthy
8. 1.1. Every obstacle is an OpportunityEvery obstacle is an Opportunity
2.2. Never Give – up.Never Give – up.
3.3. Respect Your Competitors.Respect Your Competitors.
4.4. VisionaryVisionary
5.5. TrustTrust
6.6. Believe in your Idea.Believe in your Idea.
7.7. HumblenessHumbleness
9. M. S. DhoniM. S. Dhoni
7 Rules of Success7 Rules of Success
10. 1.1. Be Simple & FocusedBe Simple & Focused
2.2. Proud YourselfProud Yourself
3.3. Effective Time ManagementEffective Time Management
4.4. Don’t take PressureDon’t take Pressure
5.5. Be Fearless & CalmBe Fearless & Calm
6.6. Take ResponsibilityTake Responsibility
7.7. Don’t blame others, Improve yourselfDon’t blame others, Improve yourself
•
11. What is Management?What is Management?
Is the process of designing and maintaining anIs the process of designing and maintaining an
environment in which individuals, working togetherenvironment in which individuals, working together
in groups, efficiently accomplish selected goals;in groups, efficiently accomplish selected goals;
Managers carry out managerial functionsManagers carry out managerial functions
Management applies to all kinds of organizationsManagement applies to all kinds of organizations
Aim of all managers is to create a SURPLUSAim of all managers is to create a SURPLUS
Managing concerned with PRODUCTIVITYManaging concerned with PRODUCTIVITY
which implies;which implies;
EFFECTIVENESS AND EFFICIENCYEFFECTIVENESS AND EFFICIENCY
Goals:Goals: Purpose that an organization strives to achieve; organizationsPurpose that an organization strives to achieve; organizations
often have more than one goals, goals are fundamental elements ofoften have more than one goals, goals are fundamental elements of
organization.organization.
12. What is an Organization?What is an Organization?
Group of peopleGroup of people working togetherworking together to create ato create a
surplus. Surplus may be;surplus. Surplus may be;
profit in business organizationsprofit in business organizations
Satisfaction of needs in non profit organizationsSatisfaction of needs in non profit organizations
Universities create a surplus through Generation &Universities create a surplus through Generation &
dissemination of knowledge and providing servicedissemination of knowledge and providing service
to societyto society
Goals cannot be achieved by individuals actingGoals cannot be achieved by individuals acting
alonealone
An organization has a structure with relationshipsAn organization has a structure with relationships
13. Is management essential?Is management essential?
Yes, essential to all organizations;Yes, essential to all organizations;
Small or largeSmall or large
Profit or non profit enterprises – business, Govt,Profit or non profit enterprises – business, Govt,
hospital, university, etchospital, university, etc
Manufacturing or service industryManufacturing or service industry
Managers’ responsibility to enable individualsManagers’ responsibility to enable individuals
to make their best contributions to groupto make their best contributions to group
objectivesobjectives
Effective management is concern of allEffective management is concern of all
organizationsorganizations
15. Goals of all Managers & OrganizationsGoals of all Managers & Organizations
Aim of all managers should be a surplus.Aim of all managers should be a surplus.
Managers must create environment where peopleManagers must create environment where people
can;can;
accomplish group goals with least amount ofaccomplish group goals with least amount of
time, money, materials and personaltime, money, materials and personal
dissatisfaction Ordissatisfaction Or
Achieve as much as possible of a desired goalAchieve as much as possible of a desired goal
with available resourceswith available resources
In a non-business organization, managers mustIn a non-business organization, managers must
strive to accomplish goals with minimum resourcesstrive to accomplish goals with minimum resources
or as much as possible with available resourcesor as much as possible with available resources
16. Characteristics of Excellent CompaniesCharacteristics of Excellent Companies
Authors of ‘In Search of Excellence’ – Thomas Peters &Authors of ‘In Search of Excellence’ – Thomas Peters &
Robert Waterman identified following traits in 43 excellentRobert Waterman identified following traits in 43 excellent
enterprises;enterprises;
Were oriented towards actionWere oriented towards action
Learned about needs of their customersLearned about needs of their customers
Promoted managerial autonomy & entrepreneurshipPromoted managerial autonomy & entrepreneurship
Paid close attention to needs of their peoplePaid close attention to needs of their people
Driven by philosophy based on values of their leadersDriven by philosophy based on values of their leaders
Focused on business they knew bestFocused on business they knew best
Simple organization structure & lean staffSimple organization structure & lean staff
Centralized as well as decentralized, depending onCentralized as well as decentralized, depending on
appropriatenessappropriateness
Success is transitory, demands continuing hard work to adaptSuccess is transitory, demands continuing hard work to adapt
to changes in the environmentto changes in the environment
17. Measure of Excellence:Measure of Excellence:
Productivity, Effectiveness & EfficiencyProductivity, Effectiveness & Efficiency
Productivity: The output-input-ratio within a timeProductivity: The output-input-ratio within a time
period with due consideration for quality.period with due consideration for quality.
Can be improved by;Can be improved by;
Increasing outputs with same inputsIncreasing outputs with same inputs
Decreasing inputs, maintaining same outputs orDecreasing inputs, maintaining same outputs or
Increasing outputs, decreasing inputsIncreasing outputs, decreasing inputs
Implies effectiveness & efficiency in individual &Implies effectiveness & efficiency in individual &
organizational performanceorganizational performance
Effectiveness and Efficiency:Effectiveness and Efficiency:
Effectiveness is the achievement of objectives.Effectiveness is the achievement of objectives.
Efficiency is achievement of the ends with the leastEfficiency is achievement of the ends with the least
amount of resources.amount of resources.
“The greatest opportunity for increasing productivity is surely to be found in
Knowledge work itself, and especially in management.” – Peter F. Drucker
19. Managing: Science or Art?Managing: Science or Art?
Managing like all practices (medicine, musicManaging like all practices (medicine, music
composition, engineering, or baseball) – is an art.composition, engineering, or baseball) – is an art.
It is know-how: doing things in light of realities of aIt is know-how: doing things in light of realities of a
situation.situation.
Managers can work better using the organized knowledgeManagers can work better using the organized knowledge
about managementabout management
Organized knowledge underlying the practice isOrganized knowledge underlying the practice is
science;science;
Therefore science and art are not mutually exclusive; theyTherefore science and art are not mutually exclusive; they
are complementaryare complementary
Attempting to manage without management science mustAttempting to manage without management science must
trust luck, intuition or do what they did in the past.trust luck, intuition or do what they did in the past.
21. What Are Managerial Competencies?
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
(management) in various types of organizations
22. Why are Managerial Competencies
Important?
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
23. A Model of ManagerialA Model of Managerial
CompetenciesCompetencies
(adapted from Figure 1.1)(adapted from Figure 1.1)
Teamwork
Competency
Teamwork
Competency
Global
Awareness
Competency
Global
Awareness
Competency
Strategic
Action
Competency
Strategic
Action
Competency
Planning and
Administration
Competency
Planning and
Administration
Competency
Self-Management
Competency
Self-Management
Competency
Communication
Competency
Communication
Competency
24. A Model of ManagerialA Model of Managerial
CompetenciesCompetencies
(adapted from Figure 1.1)(adapted from Figure 1.1)
Teamwork
Competency
Teamwork
Competency
Global
Awareness
Competency
Global
Awareness
Competency
Strategic
Action
Competency
Strategic
Action
Competency
Planning and
Administration
Competency
Planning and
Administration
Competency
Self-Management
Competency
Self-Management
Competency
Communication
Competency
Communication
Competency
Managerial
Effectiveness
Managerial
Effectiveness
25. - 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.
26. ManagementManagement
ManagementManagement refers to the tasks and activitiesrefers to the tasks and activities
involved in directing an organization or one ofinvolved in directing an organization or one of
its units: planning, organizing, leading, andits units: planning, organizing, leading, and
controlling.controlling.
The process of reaching organizational goals byThe process of reaching organizational goals by
working with and through people and otherworking with and through people and other
organizational resources.organizational resources.
27. Functional Managers: A manager responsible for
just one organizational activity such as accounting,
human resources, sales, finance, marketing, or
production
Focus on technical (domain) areas of
expertise
Use communication, planning and
administration, teamwork and self-
management competencies to get work
done
Function: A classification referring to a group of
similar activities in an organization like marketing,marketing,
finance or operations.finance or operations.
28. General Managers: 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
(cont’d)
Many Other types of managers
29. What Managers Do?What Managers Do?
Three Approaches to Defining WhatThree Approaches to Defining What
Managers Do.Managers Do.
Functions they perform.Functions they perform.
Roles they play.Roles they play.
Skills they need.Skills they need.
30. Basic Managerial FunctionsBasic Managerial Functions
(adapted from Figure 1.2)(adapted from Figure 1.2)
OrganizingOrganizing
PlanningPlanning
ControllingControlling
LeadingLeading
33. Planning
Determining organizational goals and
means to reach them
Managers plan for three reasons
1. Establish an overall direction for the
organization’s future
2. Identify and commit resources to achieving goals
3. Decide which and how tasks must be done to
reach those goals & when
34. Organizing
Process of deciding where decisions will be made, who
will perform what jobs and tasks, and who will report
to whom in the company
Includes creating departments and job descriptions
35. Leading
Manager’s job is to work with &
through people to accomplish goals
Getting others to perform the
necessary tasks by guiding and
motivating them to achieve the
organization’s goals
Crucial element in all functions
36. 1.1. Gather informationGather information that measures recent performancethat measures recent performance
2.2. CompareCompare present performance to pre-established standardspresent performance to pre-established standards
3.3. Determine modificationsDetermine modifications to meet pre-established standardsto meet pre-established standards
“Process by which a person, group, or organization
consciously monitors performance and takes corrective
action”
37. What Managers Do?What Managers Do?
Roles Manager’s PlayRoles Manager’s Play
Roles are specific actions or behaviors
expected of a manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.
39. What Managers Do (Mintzberg)What Managers Do (Mintzberg)
ActionsActions (to play(to play
different roles)different roles)
thoughtful thinkingthoughtful thinking
practical doingpractical doing
40. How The Manager’s Job Is ChangingHow The Manager’s Job Is Changing
The Increasing Importance of CustomersThe Increasing Importance of Customers
Customers: the reason that organizations existCustomers: the reason that organizations exist
Managing customer relationships is the responsibilityManaging customer relationships is the responsibility
of all managers and employees.of all managers and employees.
Consistent high quality customer service is essentialConsistent high quality customer service is essential
for survival.for survival.
InnovationInnovation
Doing things differently, exploring new territory,Doing things differently, exploring new territory,
and taking risksand taking risks
Managers should encourage employees to be awareManagers should encourage employees to be aware
of and act on opportunities for innovation.of and act on opportunities for innovation.
42. Skills Managers NeedSkills Managers Need
Skills Managers NeedSkills Managers Need
Technical skillsTechnical skills
Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field
Human skillsHuman skills
The ability to work well with other peopleThe ability to work well with other people
Conceptual skillsConceptual skills
The ability to think and conceptualize aboutThe ability to think and conceptualize about
abstract and complex situations concerningabstract and complex situations concerning
the organizationthe organization
45. Levels of ManagementLevels of Management
First-line Managers:First-line Managers: have direct responsibility forhave direct responsibility for
producing goods or servicesproducing goods or services Foreman, supervisors, officeForeman, supervisors, office
supervisors, executives, etcsupervisors, executives, etc
Middle Managers:Middle Managers:
Coordinate employee activitiesCoordinate employee activities
Determine which goods or services to provideDetermine which goods or services to provide
Decide how to market goods or services to customersDecide how to market goods or services to customers
Assistant Manager, HOD, Plant Manager, ManagerAssistant Manager, HOD, Plant Manager, Manager
(Section Head)(Section Head)
Top Managers:Top Managers: provide the overall direction to an
organization Chief Executive Officer, President, Vice
President
46. First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organization’s work (workers/operators)
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done
47. 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
48. 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
49. Six Core Managerial Competencies:
What It Takes to Be a Great Manager
Communication Competency
Planning and Administration Competency
Teamwork Competency
Strategic Action Competency
Multicultural Competency
Self-Management Competency
50. 1. Communication Competency
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 (
within & outside organization
Negotiation
Used to settle disputes, obtain resources,
and exercise influence (goal setting, etc)
51. 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
52. 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 thru
empowerment
Managing team dynamics involves settling
conflicts, sharing team success, and assign tasks
that use team members’ strengths (To improve
quality, productivity & customer service).
53. Strategic Action Competency
Understanding the overall mission and values of
the organization and ensuring that employees’
actions match with them – includes
Understanding industry, understanding Co,
taking strategic actions
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
54. Snapshot
“Sony must sell off businesses that don’t fit
its core strategy of fusing gadgets with films,
music, and game software. That means
selling off its businesses in its Sony Financial
Holdings, which are very profitable.”
Howard Stringer, CEO, Sony
55. Understanding, appreciating and responding to
diverse political, cultural, ethinic, and economic
issues across and within nations
Cultural knowledge and understanding of the
happenings 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
Multicultural(Global) CompetencyMulticultural(Global) Competency
carrying out co’s managerial work drawing resources
from multiple countries & serving markets spanning
multiple cultures
56. Self-Management Competency
Developing yourself and taking responsibility
Integrity and ethical conduct
Personal drive and resilience
Balancing work and life issues
Self-awareness and personal development
activities
57. Snapshot
“My strengths and weaknesses haven’t
changed a lot in 51 years. The important
thing is to recognize the things you don’t do
well and build a team that reflects what you
know the company needs.”
Anne Mulcahy, CEO, Xerox
Self-Management Competency
58. Why Managers Derail?Why Managers Derail?
Has reached position of managerialHas reached position of managerial
responsibility but has little chance of futureresponsibility but has little chance of future
advancement, major reasons being;advancement, major reasons being;
1.1. Problems with IPR & inability to lead a teamProblems with IPR & inability to lead a team
( weak in team work competency)( weak in team work competency)
2.2. Inability to learn, develop & adapt ( weak inInability to learn, develop & adapt ( weak in
self development competency)self development competency)
3.3. Performance problems (weak planning &Performance problems (weak planning &
administration competency)administration competency)
59. Why Managers Derail?Why Managers Derail?
4. Having a narrow functional perspective4. Having a narrow functional perspective
( lacking strong strategic action & global( lacking strong strategic action & global
awareness competenciesawareness competencies
What is management is science (organized knowledge) and how to use management (organized knowledge) is art. Therefore practice has to be based on knowledge.
Ability to perform.
Continuous improvement in competencies
Henry Mintzberg well known management researcher
Examples:
Salary based on performance rather than time put in.
Tata’s decision to move Nano from WB to Gujarat
Loss of jobs for Surat diamond cutters on account of global recession in 2008.
Terrorist attack on Taj & Oberoi hotels in Mumbai in 2008 – inducing employees to resume work.
Communication: face to face conversations, meetings, teleconferencing, formal written document, , speech to audience, emails within or across countries. Building trust & solid working relationships.
Communication is something you do with people & not something to people
It’s a dynamic process – give and take process
Communication involves – listening, observing body language, picking up in the subtle cues, that sometimes modify the meaning of the words, soliciting & giving feedback.
Written, Oral or Non Verbal (face expressions, body language)
Most fundamental competencies – basic level of communication competency is seldom enough these days.
Usually means working with employees to clarify broad objectives, discuss resource allocation, & agree to completion dates.
Need to manage time and prioritize & delegate effectively
Budgeting & managing financial resources
Study by Gallup (440 cos & 80000 employees): found best managed companies used employees in teams. For example: Southwest Airlines makes it possible for ground staff to turn around a plane (unloaded & loaded) in 17 minutes with effective teamwork.
Self managed teams: entire team participates in the design. Including setting team goals & feel committed to accomplishing them.
Teams for high performance
Members with unique competencies.
Effective teams: for improving quality, productivity, & customer service
Anticipating strategic trends & preparing for future needs of the organization.
understanding organization as a system of interrelated parts
Taking responsibility for your life at work & beyond is this competency.
Self initiated & proactive, knowing strengths & weaknesses