Management

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Management

  1. 1. ManagementManagement MOHAMMAD YASIRMOHAMMAD YASIR BBA(MANAGEMENT) 2BBA(MANAGEMENT) 2ndnd yryr INTEGRAL UNIVERSITYINTEGRAL UNIVERSITY
  2. 2. Management • Managerial process (planning, organizing, staffing, leading and controlling) • Directed at organization resources (human, physical, financial, information, etc) • Participative management • For the achievement of organizational objectives • Efficient and effective • Dynamic environment
  3. 3. Controlling Planning Staffing Leading Organizing Functions of management
  4. 4. Functions of management 1. Planning • Planning is deciding in advance about what to do, how to do it, when to do it, and who is to do it. • Process of establishing goals and choosing a course of action for achieving those goals. • It includes: Decision making Innovation
  5. 5. 2. Organizing • Determining how to group activities and resources. • Includes grouping tasks, designing authority-responsibility structures, creating channels of communication and coordinating mechanisms.
  6. 6. 3. Staffing • Acquiring, developing, utilizing and maintaining people in the organization. • Human resource management function in organization. • Manpower planning to determine requirements.
  7. 7. 4. Leading/ Directing • Influencing and motivating people to perform tasks for goal achievement. • Consists of: Leadership Supervision Motivation Communication Coordination
  8. 8. 5. Controlling • Monitoring and correcting ongoing activities to facilitate goal achievement. • Measurement and correction of performance to achieve planned targets.
  9. 9. Levels of managers
  10. 10. Levels of managers 1. Top level managers • Highest level of management • Board Chairperson, Chief executive officer, Managing Director, General manager, President etc represent top managers.
  11. 11. Functions of top level managers • Define overall goals, objectives and strategies. • Formulating policies and making plan to achieve goal. • Setting up an organizational framework. • Arranging required resources. • Exercising the effective control. • Represent the organization to the outside world. • Providing good leadership.
  12. 12. 2. Middle level managers • Largest group of managers in most organization. • Create link between top level and lower level managers. • Department managers, division head, and plant superintendent represent middle managers.
  13. 13. Functions of middle level managers • Explains policies laid down by top level. • Preparing organizational set up in their respective department. • Selecting appropriate personnel. • Assigning duties and responsibilities for timely execution of plans. • Issuing instruction to supervisors. • Motivating personnel to achieve higher productivity. • Coordinating with other department.
  14. 14. 3. Lower level/ First line managers • Hold entry level management position. • Subordinate to middle managers. • Supervisor, foreman, section head, represent lower managers.
  15. 15. Functions of lower level managers • Issue orders and instructions to the workers. • Direct and guide the workers. • Arrange the tools and equipment for worker. • Maintain discipline among the workers. • Ensure inter-group coordination in operative employees. • Report performance and problems of operative employees to middle managers.
  16. 16. Types of managers 1. Generalist managers • Direct jobs in a variety of functions • In Nepal’s civil service, officers holding the rank of Joint Secretary are generalist managers.
  17. 17. 2. Functional managers • Specialize in one management area such as production, marketing, finance, human resource management. • The duties, responsibilities and authority of functional manager are specified in the job description. • In Nepal’s civil service, officers up to the rank of under secretary are functional managers.
  18. 18. 3. Staff managers • Possess expertise in their specialized area of knowledge. • Provide advice to functional and generalist managers. • Legal advisor is an example of staff manager.
  19. 19. BECOMING A SUCCESSFUL MANAGER
  20. 20. Role of education Role of experience Natural ability, drive and self-motivation Develop managerial skills Managerial effectiveness
  21. 21. Becoming a manager 1. Role of Education • Sound education base • Foundation for development of managerial skill • Continued life long education • Familiar with current research and thinking on management • Attending various management development programs like in house training
  22. 22. 2. Role of Experience • Initial jobs experiences • Continued experiences through a variety of job assignment • Facing and meeting a variety of management challenges • Development of management training programs
  23. 23. 3. Situation • Need to tackle and face various situation • Subsequent progress by handling various jobs so as to adopt with management situation • Need to acquire international expertise for solving out the problem and situation • Different situation needs different managerial skills

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