introduction to manage,ent

1. Presented By
Dr.S.SYED JAMAESHA
ASSOCIATE PROFESSOR
DEPT.OF ECE
1–1
Principles of
Management

2. DEPARTMENT VISION
1–2
 To nurture quality based education with recent
technologies that transforms students into
potential engineers for industry and society.
MISSION:
 To impart quality education and to foster
excellence in the field of
Electronics & Communication Engineering.

3. 1–3
 To discover an ambience to address the problems faced
by the society through professional education.
 To mobilize the practically skilled students through
value based education for industries.
 To foster the culture of research, innovation and
entrepreneurship in collaboration with industries.
 To create ethically responsible students to the society.

4. PROGRAMME EDUCATIONAL OBJECTIVES:
1–4
 PEO1: To enable graduates to pursue research, or have a
successful career in academia or industries associated
with Electronics and Communication Engineering, or as
entrepreneurs.
 PEO2: To provide students with strong foundational
concepts and also advanced techniques and tools in order
to enable them to build solutions or systems of varying
complexity.
 PEO3: To prepare students to critically analyze existing
literature in an area of specialization and ethically develop
innovative and research oriented methodologies to solve

5. 1–5
PROGRAMME OUTCOMES:
1.Engineering knowledge: Apply the knowledge of mathematics, science,
engineering fundamentals, and an engineering specialization to the solution of
complex engineering problems.
2. Problem analysis: Identify, formulate, review research literature, and analyze
complex engineering problems reaching substantiated conclusions using first
principles of mathematics, natural sciences, and engineering sciences.
3.Design/development of solutions: Design solutions for complex engineering
problems and design system components or processes that meet the specified
needs with appropriate consideration for the public health and safety, and the
cultural, societal, and environmental considerations
4.Conduct investigations of complex problems:
5.Modern tool usage:

6. 1–6
6.The engineer and society
7.Environment and sustainability:
8.Ethics
9.Individual and team work
10. Communication:
11.Project management and finance
12.Life-long learning

7. OVERVIEW OF
MANAGEMENT
1–7
UNIT
1

8. What Is Management?
 Managerial Concerns
 Efficiency
 “Doing things right”
 Getting the most output for
the least inputs
 Effectiveness
 “Doing the right things”
 Attaining organizational
goals
1–8

9. What Is Management?
1–9
 Management involves coordinating and overseeing
the work activities of others so that their activities
are completed efficiently and effectively.

10. Exhibit 1–3 Effectiveness and Efficiency in
Management
1–10

11. Who Are Managers?
1–11
 Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

12. Classifying Managers
1–12
 First-line Managers
 Individuals who manage the work of non-
managerial employees.
 Middle Managers
 Individuals who manage the work of first-line
managers.
 Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

13. Managerial Levels
1–13

14. What Managers Do?
1–14
 Three Approaches
Functions they perform.
Roles they play.
Skills they need.

15. Functions of Management

16. Planning
Defining goals, establishing
strategies to achieve goals,
developing plans to integrate and
coordinate activities.

17. Organizing
Arranging and structuring
work to accomplish
organizational goals.

18. Leading
Involves motivating subordinates,
influencing individuals or teams
as they work, selecting the most
effective communication channels

19. Controlling
Monitoring,
comparing, and
correcting work.

20. What Managers Do (Mintzberg)
1–20
Actions
thoughtful thinking
practical doing

21. Management Roles
Managerial
roles
Leader
Figurehead
Entrepreneur
Disturbance
handler Spokesperson
Monitor
Negotiator
Resource
Allocator
Informational
roles
Interpersonal roles
Decisional
roles

22. Interpersonal Roles
 Roles that involve interacting with other people
inside and outside the organization
 Interpersonal roles:
 Figureheads: Greet visitors, Represent the company
at community events
 Leader: Influence, motivate, and direct others as well
as strategize, plan, organize, control, and develop

23. Informational Roles
 Collecting, Processing
 Roles: Monitor, and
spokesperson

24. Decisional Roles
 Whereas interpersonal roles deal with people and
informational roles deal with knowledge, decisional
roles deal with action
 Decisional roles:
 Entrepreneur: Managers must make sure their
organizations innovate, change, develop, and adopt
 Disturbance handler: Addressing unanticipated problems
as they arise and resolving them.
 Resource allocator: How best to allocate resources
 Negotiator: Negotiation is continual for managers

25. 1–25
interpersonal roles deal with
people
informational roles deal with
knowledge,
decisional roles deal with
action

26. What Is An Organization?
1–26
 An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
 Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

27. Exhibit 1–9 Characteristics of Organizations
1–27

28. What Managers Do?
1–28
 Skills Managers Need
 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization

29. Skills Needed at Different Management Levels
1–29

30. How The Manager’s Job Is
Changing
1–30
 The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
 Innovation
 Doing things differently, and taking risks
 Managers should encourage employees to be
aware of and act on opportunities for innovation.

31. Why Study Management?
1–31
 The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.

32. Universal Need for Management
1–32

33. 1–33

34. 1–34

35. Principles of Scientific Management
1–35
• Replacing Rule of Thumb with
science
• Harmony, not discord
• Co-operation, not individualism
 Maximum output, in place of restricted
output
 The development of each man to his
greatest efficiency.

37. as
or
???

38. Management as an Art
 Art refers to creative skills and talent
which people require to conduct certain
activities effectively.
 Art is an Inborn talent. However it can be
refined through Learning and Practice.

39. Management is an Art due to the following reasons:
1. Intelligence 2. Initiative
3. Innovative

40. 6. Result Oriented
4. Individual Approach
5. Application & Dedication

41. Comparison :
Management as
As An art As a Science
 Based on Practice and
creativity.
 It is a theoretical body
of knowledge.
 Has Personalized
Application.
 Based on
Experimentation.
 It is a systematized
body of knowledge.
 Has Universal
Application.