SlideShare a Scribd company logo

Overview of Management

Overview of Management

1 of 38
Download to read offline
MANAGEMENT: AN OVERVIEW
Outcome1:
Define management terms and concepts including planning, organizing, directing and
controlling; Identify the skills needed for supervisory, mid-level and top management positions;
• Contents:
• Definitions of Management
• Management: A Science or an Art?
• Management Functions
• Managerial Roles Responsibilities
• Management Levels
• Managerial Skills
2
Essential Reading
Rao P. and Pande H (2009), Principles and Practice of Management, Global Media. Chapter
One;
Link:https://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011383&query=Principl
es+of+management
Management 6th Edition by Stephen P Robbins & Mary Coulter published by Prentice Hall
International Editions link: https://shankar9119.files.wordpress.com/2013/07/management-11th-
edn-by-stephen-p-robbins-mary-coulter-pdf-qwerty80.pdf (pages: 4-19)
Open Educational Resource
1. www.Saylor.org/site/textbooks/Principles%20of20Management .pdf
2.http://www.businessmanagementideas.com/management/fundamentals-of-
organising/organising-meaning-process-and-principles/4845=Principles+of+management
“ The art of getting things done through
People.” Mary Parker
“The process and maintaining an environment
in which individuals working together in
groups, efficiently accomplish selected aims.”
(Harold Koontz & Weihrich)
4
Definition of Management
Meaning
Management is the process of planning and organising the
resources and activities of a business to achieve specific goals in
the most effective and efficient manner possible.
•Efficiency in management refers to the completion of tasks
correctly and at minimal costs.
•Effectiveness in management relates to the completion of tasks
within specific timelines to yield tangible results.
5
Management: A Science or An Art or Both?
6
Rao P. and Pande H (2009), Principles and Practice of Management, Global Media. Chapter One; Page 5
Link:https://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011383&query=Principles+of+management

Recommended

Overview of Management - Management Process
Overview of Management -  Management ProcessOverview of Management -  Management Process
Overview of Management - Management ProcessRamasubramanian H (HRS)
 
T5 leadership & communication skills 2013
T5 leadership & communication skills 2013T5 leadership & communication skills 2013
T5 leadership & communication skills 2013Rione Drevale
 
Directing and Controlling
Directing and ControllingDirecting and Controlling
Directing and ControllingSOMASUNDARAM T
 
Charge nurses presentation- How to be a great leader
Charge nurses presentation- How to be a great leaderCharge nurses presentation- How to be a great leader
Charge nurses presentation- How to be a great leaderRachel Provau
 
Levels of management
Levels of managementLevels of management
Levels of managementseenukad
 

More Related Content

What's hot

Managerial skills
Managerial skillsManagerial skills
Managerial skillsPaul Roja
 
Management and Leadership Training Presentation
Management and Leadership Training PresentationManagement and Leadership Training Presentation
Management and Leadership Training PresentationFelcotech
 
Leadership in Nursing (revised)
Leadership in Nursing (revised)Leadership in Nursing (revised)
Leadership in Nursing (revised)Eric Pazziuagan
 
Human resource management ppt 2
Human resource management  ppt 2Human resource management  ppt 2
Human resource management ppt 2Sameer Ahmed
 
Change Management - Leading Organizational Change
Change Management - Leading Organizational ChangeChange Management - Leading Organizational Change
Change Management - Leading Organizational Changejohnnyg14
 
Leadership vs management by barai mobarez
Leadership vs management by barai mobarezLeadership vs management by barai mobarez
Leadership vs management by barai mobarezKandahar University
 
A useful distinction between managers and leaders
A useful distinction between managers and leadersA useful distinction between managers and leaders
A useful distinction between managers and leadersAcquate
 
Management Coordination
Management CoordinationManagement Coordination
Management Coordinationshyam prasad
 
Interpersonal relationship presentation
Interpersonal relationship presentationInterpersonal relationship presentation
Interpersonal relationship presentationPrateek Arora
 
Hospital housekeeping services
Hospital housekeeping servicesHospital housekeeping services
Hospital housekeeping servicesNc Das
 
Introduction To Leadership
Introduction To  LeadershipIntroduction To  Leadership
Introduction To Leadershipsajid ghafoor
 
Organisational behaviour ppt
Organisational behaviour  pptOrganisational behaviour  ppt
Organisational behaviour pptsaransuriyan
 
Presentation of manager's roles
Presentation of manager's rolesPresentation of manager's roles
Presentation of manager's rolesPoycie Marie
 

What's hot (20)

Managerial skills
Managerial skillsManagerial skills
Managerial skills
 
Management and Leadership Training Presentation
Management and Leadership Training PresentationManagement and Leadership Training Presentation
Management and Leadership Training Presentation
 
Leadership in Nursing (revised)
Leadership in Nursing (revised)Leadership in Nursing (revised)
Leadership in Nursing (revised)
 
Human resource management ppt 2
Human resource management  ppt 2Human resource management  ppt 2
Human resource management ppt 2
 
Change Management - Leading Organizational Change
Change Management - Leading Organizational ChangeChange Management - Leading Organizational Change
Change Management - Leading Organizational Change
 
Manger vs leader
Manger vs leaderManger vs leader
Manger vs leader
 
Managerial Skills
Managerial SkillsManagerial Skills
Managerial Skills
 
Basics of people management
Basics of people managementBasics of people management
Basics of people management
 
Manager Vs. Leader – The Difference!
Manager Vs. Leader – The Difference!Manager Vs. Leader – The Difference!
Manager Vs. Leader – The Difference!
 
Leadership vs management by barai mobarez
Leadership vs management by barai mobarezLeadership vs management by barai mobarez
Leadership vs management by barai mobarez
 
People management
People managementPeople management
People management
 
Delegation
DelegationDelegation
Delegation
 
A useful distinction between managers and leaders
A useful distinction between managers and leadersA useful distinction between managers and leaders
A useful distinction between managers and leaders
 
Management Coordination
Management CoordinationManagement Coordination
Management Coordination
 
Interpersonal relationship presentation
Interpersonal relationship presentationInterpersonal relationship presentation
Interpersonal relationship presentation
 
Hospital housekeeping services
Hospital housekeeping servicesHospital housekeeping services
Hospital housekeeping services
 
Introduction To Leadership
Introduction To  LeadershipIntroduction To  Leadership
Introduction To Leadership
 
Organisational behaviour ppt
Organisational behaviour  pptOrganisational behaviour  ppt
Organisational behaviour ppt
 
Presentation of manager's roles
Presentation of manager's rolesPresentation of manager's roles
Presentation of manager's roles
 
Leaders vs. managers
Leaders vs. managersLeaders vs. managers
Leaders vs. managers
 

Similar to Overview of Management

1 An overview of Management and Organization.pptx
1 An overview of Management and Organization.pptx1 An overview of Management and Organization.pptx
1 An overview of Management and Organization.pptxGaynorAvenillaPeaman
 
MPP-INTRO, DEFINITION.pptx
MPP-INTRO, DEFINITION.pptxMPP-INTRO, DEFINITION.pptx
MPP-INTRO, DEFINITION.pptxTina988985
 
CHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docx
CHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docxCHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docx
CHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docxUnicoOmorpe
 
Nature of Management
Nature of ManagementNature of Management
Nature of ManagementPie GS
 
management1-160303092600.pdf
management1-160303092600.pdfmanagement1-160303092600.pdf
management1-160303092600.pdfRavi narayana
 
Chapter 07
Chapter 07Chapter 07
Chapter 07Sajib
 
ETHICOLEGAL BASIS OF NURSING PPT.ppt
ETHICOLEGAL BASIS OF NURSING PPT.pptETHICOLEGAL BASIS OF NURSING PPT.ppt
ETHICOLEGAL BASIS OF NURSING PPT.pptKhadiraMohammed
 
Managerial studies part of ch 1
Managerial studies  part of ch 1Managerial studies  part of ch 1
Managerial studies part of ch 1mohamed omar
 
Management-1-Module-123
Management-1-Module-123Management-1-Module-123
Management-1-Module-123Sarvesh Soni
 
MANAGEMENT ROLE OF MANAGEMENT.pptx
MANAGEMENT  ROLE OF MANAGEMENT.pptxMANAGEMENT  ROLE OF MANAGEMENT.pptx
MANAGEMENT ROLE OF MANAGEMENT.pptxPratibhaSingh810125
 
Chapter 1 Meaning and Significance of Management.pdf
Chapter 1 Meaning and Significance of Management.pdfChapter 1 Meaning and Significance of Management.pdf
Chapter 1 Meaning and Significance of Management.pdfjoydeepPaul48
 
Chapter 1 intro to mgmt + planning 4 students
Chapter 1 intro to mgmt + planning 4 studentsChapter 1 intro to mgmt + planning 4 students
Chapter 1 intro to mgmt + planning 4 studentsRajat Gupta
 
MB0038 – Management Process and Organization Behavior
 MB0038 – Management Process and Organization Behavior MB0038 – Management Process and Organization Behavior
MB0038 – Management Process and Organization Behaviorswejs
 
Ch1 Managemnet and Organization
Ch1 Managemnet and OrganizationCh1 Managemnet and Organization
Ch1 Managemnet and Organizationsrinu1963
 

Similar to Overview of Management (20)

1 An overview of Management and Organization.pptx
1 An overview of Management and Organization.pptx1 An overview of Management and Organization.pptx
1 An overview of Management and Organization.pptx
 
Whole ppm
Whole ppmWhole ppm
Whole ppm
 
MPP-INTRO, DEFINITION.pptx
MPP-INTRO, DEFINITION.pptxMPP-INTRO, DEFINITION.pptx
MPP-INTRO, DEFINITION.pptx
 
CHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docx
CHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docxCHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docx
CHAPTER-1-BUSINESS-MANAGEMENT-IN-ORGANIZATION (3).docx
 
Nature of Management
Nature of ManagementNature of Management
Nature of Management
 
management1-160303092600.pdf
management1-160303092600.pdfmanagement1-160303092600.pdf
management1-160303092600.pdf
 
Managing and the Manager’s Job
Managing and the Manager’s JobManaging and the Manager’s Job
Managing and the Manager’s Job
 
Chapter 07
Chapter 07Chapter 07
Chapter 07
 
OB chapters 1&2.pptx
OB chapters 1&2.pptxOB chapters 1&2.pptx
OB chapters 1&2.pptx
 
ETHICOLEGAL BASIS OF NURSING PPT.ppt
ETHICOLEGAL BASIS OF NURSING PPT.pptETHICOLEGAL BASIS OF NURSING PPT.ppt
ETHICOLEGAL BASIS OF NURSING PPT.ppt
 
HRM-1.pptx
HRM-1.pptxHRM-1.pptx
HRM-1.pptx
 
Managerial studies part of ch 1
Managerial studies  part of ch 1Managerial studies  part of ch 1
Managerial studies part of ch 1
 
Management-1-Module-123
Management-1-Module-123Management-1-Module-123
Management-1-Module-123
 
MANAGEMENT ROLE OF MANAGEMENT.pptx
MANAGEMENT  ROLE OF MANAGEMENT.pptxMANAGEMENT  ROLE OF MANAGEMENT.pptx
MANAGEMENT ROLE OF MANAGEMENT.pptx
 
Chapter 1 Meaning and Significance of Management.pdf
Chapter 1 Meaning and Significance of Management.pdfChapter 1 Meaning and Significance of Management.pdf
Chapter 1 Meaning and Significance of Management.pdf
 
Lesson 1 HPRINMGMT
Lesson 1 HPRINMGMTLesson 1 HPRINMGMT
Lesson 1 HPRINMGMT
 
Chapter 1 intro to mgmt + planning 4 students
Chapter 1 intro to mgmt + planning 4 studentsChapter 1 intro to mgmt + planning 4 students
Chapter 1 intro to mgmt + planning 4 students
 
MB0038 – Management Process and Organization Behavior
 MB0038 – Management Process and Organization Behavior MB0038 – Management Process and Organization Behavior
MB0038 – Management Process and Organization Behavior
 
Ch1 Managemnet and Organization
Ch1 Managemnet and OrganizationCh1 Managemnet and Organization
Ch1 Managemnet and Organization
 
1. management
1. management1. management
1. management
 

More from Preeti Bhaskar

Instructional Approaches.pptx
Instructional Approaches.pptxInstructional Approaches.pptx
Instructional Approaches.pptxPreeti Bhaskar
 
training & development
training & developmenttraining & development
training & developmentPreeti Bhaskar
 
Training Evaluation and Measuremen.pptx
Training Evaluation and Measuremen.pptxTraining Evaluation and Measuremen.pptx
Training Evaluation and Measuremen.pptxPreeti Bhaskar
 
training evaluation.pptx
training evaluation.pptxtraining evaluation.pptx
training evaluation.pptxPreeti Bhaskar
 
Designing and Conducting Training Program.pptx
Designing and Conducting Training Program.pptxDesigning and Conducting Training Program.pptx
Designing and Conducting Training Program.pptxPreeti Bhaskar
 
Training Methods and Transfer of Training
Training Methods and Transfer of TrainingTraining Methods and Transfer of Training
Training Methods and Transfer of TrainingPreeti Bhaskar
 
Training and development
Training and development Training and development
Training and development Preeti Bhaskar
 
Igniting Entrepreneurial Success.pdf
Igniting Entrepreneurial Success.pdfIgniting Entrepreneurial Success.pdf
Igniting Entrepreneurial Success.pdfPreeti Bhaskar
 
human capital management.pptx
human capital management.pptxhuman capital management.pptx
human capital management.pptxPreeti Bhaskar
 
Organizational Culture
Organizational CultureOrganizational Culture
Organizational CulturePreeti Bhaskar
 
Organizational Structure
Organizational StructureOrganizational Structure
Organizational StructurePreeti Bhaskar
 
Planning and decision making
Planning and decision making Planning and decision making
Planning and decision making Preeti Bhaskar
 
recruitment and selection
recruitment and selection recruitment and selection
recruitment and selection Preeti Bhaskar
 

More from Preeti Bhaskar (20)

Instructional Approaches.pptx
Instructional Approaches.pptxInstructional Approaches.pptx
Instructional Approaches.pptx
 
training & development
training & developmenttraining & development
training & development
 
Learning
LearningLearning
Learning
 
Trainer’s Role
Trainer’s RoleTrainer’s Role
Trainer’s Role
 
Training Evaluation and Measuremen.pptx
Training Evaluation and Measuremen.pptxTraining Evaluation and Measuremen.pptx
Training Evaluation and Measuremen.pptx
 
training evaluation.pptx
training evaluation.pptxtraining evaluation.pptx
training evaluation.pptx
 
Designing and Conducting Training Program.pptx
Designing and Conducting Training Program.pptxDesigning and Conducting Training Program.pptx
Designing and Conducting Training Program.pptx
 
Employee Development
Employee DevelopmentEmployee Development
Employee Development
 
Training Evaluation
Training EvaluationTraining Evaluation
Training Evaluation
 
Training Methods and Transfer of Training
Training Methods and Transfer of TrainingTraining Methods and Transfer of Training
Training Methods and Transfer of Training
 
Training and development
Training and development Training and development
Training and development
 
Igniting Entrepreneurial Success.pdf
Igniting Entrepreneurial Success.pdfIgniting Entrepreneurial Success.pdf
Igniting Entrepreneurial Success.pdf
 
human capital management.pptx
human capital management.pptxhuman capital management.pptx
human capital management.pptx
 
Motivation
MotivationMotivation
Motivation
 
Communication
CommunicationCommunication
Communication
 
Power and leadership
Power and leadership Power and leadership
Power and leadership
 
Organizational Culture
Organizational CultureOrganizational Culture
Organizational Culture
 
Organizational Structure
Organizational StructureOrganizational Structure
Organizational Structure
 
Planning and decision making
Planning and decision making Planning and decision making
Planning and decision making
 
recruitment and selection
recruitment and selection recruitment and selection
recruitment and selection
 

Recently uploaded

ACTIVIDAD DE CLASE No 1 sopa de letras.docx
ACTIVIDAD DE CLASE No 1 sopa de letras.docxACTIVIDAD DE CLASE No 1 sopa de letras.docx
ACTIVIDAD DE CLASE No 1 sopa de letras.docxMaria Lucia Céspedes
 
Digital Footprints to Career Pathways - Building a Strong Professional Online...
Digital Footprints to Career Pathways - Building a Strong Professional Online...Digital Footprints to Career Pathways - Building a Strong Professional Online...
Digital Footprints to Career Pathways - Building a Strong Professional Online...Sue Beckingham
 
Nzinga Kika - The story of the queen
Nzinga Kika    -  The story of the queenNzinga Kika    -  The story of the queen
Nzinga Kika - The story of the queenDeanAmory1
 
Dr.M.Florence Dayana-Cloud Computing-unit - 4.pdf
Dr.M.Florence Dayana-Cloud Computing-unit - 4.pdfDr.M.Florence Dayana-Cloud Computing-unit - 4.pdf
Dr.M.Florence Dayana-Cloud Computing-unit - 4.pdfDr.Florence Dayana
 
Understanding Canada's international higher education landscape (2024)
Understanding Canada's international higher education landscape (2024)Understanding Canada's international higher education landscape (2024)
Understanding Canada's international higher education landscape (2024)CaraSkikne1
 
11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf
11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf
11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdfAynouraHamidova
 
Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...
Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...
Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...Katherine Villaluna
 
EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...
EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...
EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...liera silvan
 
Mycology Update February 2024 Microbes with Morgan
Mycology Update February 2024 Microbes with MorganMycology Update February 2024 Microbes with Morgan
Mycology Update February 2024 Microbes with MorganMargie Morgan
 
Diploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdf
Diploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdfDiploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdf
Diploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdfSUMIT TIWARI
 
Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...
Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...
Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...AKSHAYMAGAR17
 
Organic Synthesis and Estimation of Functional Groups
Organic Synthesis and Estimation of Functional GroupsOrganic Synthesis and Estimation of Functional Groups
Organic Synthesis and Estimation of Functional GroupsDr.M.Geethavani
 
A TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTS
A TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTSA TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTS
A TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTSDr.M.Geethavani
 
2.27.24 Malcolm X and the Black Freedom Struggle.pptx
2.27.24 Malcolm X and the Black Freedom Struggle.pptx2.27.24 Malcolm X and the Black Freedom Struggle.pptx
2.27.24 Malcolm X and the Black Freedom Struggle.pptxMaryPotorti1
 
Plagiarism, Types & Consequences by Dr. Sarita Anand
Plagiarism, Types & Consequences by Dr. Sarita AnandPlagiarism, Types & Consequences by Dr. Sarita Anand
Plagiarism, Types & Consequences by Dr. Sarita AnandDr. Sarita Anand
 
Capitol Doctoral Presentation -Feb 2024.pptx
Capitol Doctoral Presentation -Feb 2024.pptxCapitol Doctoral Presentation -Feb 2024.pptx
Capitol Doctoral Presentation -Feb 2024.pptxCapitolTechU
 
Plant Genetic Resources, Germplasm, gene pool - Copy.pptx
Plant Genetic Resources, Germplasm, gene pool - Copy.pptxPlant Genetic Resources, Germplasm, gene pool - Copy.pptx
Plant Genetic Resources, Germplasm, gene pool - Copy.pptxAKSHAYMAGAR17
 

Recently uploaded (20)

Lipids as Biopolymer
Lipids as Biopolymer Lipids as Biopolymer
Lipids as Biopolymer
 
ACTIVIDAD DE CLASE No 1 sopa de letras.docx
ACTIVIDAD DE CLASE No 1 sopa de letras.docxACTIVIDAD DE CLASE No 1 sopa de letras.docx
ACTIVIDAD DE CLASE No 1 sopa de letras.docx
 
Digital Footprints to Career Pathways - Building a Strong Professional Online...
Digital Footprints to Career Pathways - Building a Strong Professional Online...Digital Footprints to Career Pathways - Building a Strong Professional Online...
Digital Footprints to Career Pathways - Building a Strong Professional Online...
 
ThinkTech 2024 Prelims- U25 BizTech Quiz by Pragya
ThinkTech 2024 Prelims- U25 BizTech Quiz by PragyaThinkTech 2024 Prelims- U25 BizTech Quiz by Pragya
ThinkTech 2024 Prelims- U25 BizTech Quiz by Pragya
 
Nzinga Kika - The story of the queen
Nzinga Kika    -  The story of the queenNzinga Kika    -  The story of the queen
Nzinga Kika - The story of the queen
 
Dr.M.Florence Dayana-Cloud Computing-unit - 4.pdf
Dr.M.Florence Dayana-Cloud Computing-unit - 4.pdfDr.M.Florence Dayana-Cloud Computing-unit - 4.pdf
Dr.M.Florence Dayana-Cloud Computing-unit - 4.pdf
 
Understanding Canada's international higher education landscape (2024)
Understanding Canada's international higher education landscape (2024)Understanding Canada's international higher education landscape (2024)
Understanding Canada's international higher education landscape (2024)
 
11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf
11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf
11 CI SINIF SINAQLARI - 10-2023-Aynura-Hamidova.pdf
 
Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...
Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...
Practical Research 1, Lesson 5: DESIGNING A RESEARCH PROJECT RELATED TO DAILY...
 
EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...
EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...
EmpTech Lesson 7 - Online Creation Tools, Platforms, and Applications for ICT...
 
Mycology Update February 2024 Microbes with Morgan
Mycology Update February 2024 Microbes with MorganMycology Update February 2024 Microbes with Morgan
Mycology Update February 2024 Microbes with Morgan
 
Diploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdf
Diploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdfDiploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdf
Diploma 2nd yr PHARMACOLOGY chapter 5 part 1.pdf
 
Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...
Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...
Genetics, Heredity, Variation, history, its roles, Scope, Importance, and Bra...
 
Organic Synthesis and Estimation of Functional Groups
Organic Synthesis and Estimation of Functional GroupsOrganic Synthesis and Estimation of Functional Groups
Organic Synthesis and Estimation of Functional Groups
 
A TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTS
A TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTSA TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTS
A TEXTBOOK OF INTELLECTUAL ROPERTY RIGHTS
 
2.27.24 Malcolm X and the Black Freedom Struggle.pptx
2.27.24 Malcolm X and the Black Freedom Struggle.pptx2.27.24 Malcolm X and the Black Freedom Struggle.pptx
2.27.24 Malcolm X and the Black Freedom Struggle.pptx
 
Advance Mobile Application Development class 04
Advance Mobile Application Development class 04Advance Mobile Application Development class 04
Advance Mobile Application Development class 04
 
Plagiarism, Types & Consequences by Dr. Sarita Anand
Plagiarism, Types & Consequences by Dr. Sarita AnandPlagiarism, Types & Consequences by Dr. Sarita Anand
Plagiarism, Types & Consequences by Dr. Sarita Anand
 
Capitol Doctoral Presentation -Feb 2024.pptx
Capitol Doctoral Presentation -Feb 2024.pptxCapitol Doctoral Presentation -Feb 2024.pptx
Capitol Doctoral Presentation -Feb 2024.pptx
 
Plant Genetic Resources, Germplasm, gene pool - Copy.pptx
Plant Genetic Resources, Germplasm, gene pool - Copy.pptxPlant Genetic Resources, Germplasm, gene pool - Copy.pptx
Plant Genetic Resources, Germplasm, gene pool - Copy.pptx
 

Overview of Management

  • 2. Outcome1: Define management terms and concepts including planning, organizing, directing and controlling; Identify the skills needed for supervisory, mid-level and top management positions; • Contents: • Definitions of Management • Management: A Science or an Art? • Management Functions • Managerial Roles Responsibilities • Management Levels • Managerial Skills 2
  • 3. Essential Reading Rao P. and Pande H (2009), Principles and Practice of Management, Global Media. Chapter One; Link:https://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011383&query=Principl es+of+management Management 6th Edition by Stephen P Robbins & Mary Coulter published by Prentice Hall International Editions link: https://shankar9119.files.wordpress.com/2013/07/management-11th- edn-by-stephen-p-robbins-mary-coulter-pdf-qwerty80.pdf (pages: 4-19) Open Educational Resource 1. www.Saylor.org/site/textbooks/Principles%20of20Management .pdf 2.http://www.businessmanagementideas.com/management/fundamentals-of- organising/organising-meaning-process-and-principles/4845=Principles+of+management
  • 4. “ The art of getting things done through People.” Mary Parker “The process and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims.” (Harold Koontz & Weihrich) 4 Definition of Management
  • 5. Meaning Management is the process of planning and organising the resources and activities of a business to achieve specific goals in the most effective and efficient manner possible. •Efficiency in management refers to the completion of tasks correctly and at minimal costs. •Effectiveness in management relates to the completion of tasks within specific timelines to yield tangible results. 5
  • 6. Management: A Science or An Art or Both? 6 Rao P. and Pande H (2009), Principles and Practice of Management, Global Media. Chapter One; Page 5 Link:https://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011383&query=Principles+of+management
  • 7. Management as a Science 7 Science is a systematic body of knowledge of data concerning a selected field of study that contains general facts which explain a phenomenon.” •It involves scientific techniques in all aspects of a situation. •It uses a step by step control procedure. •It determines the cause and effect relationship between two or more variables. •It can be universally applied. •It teaches to the know-how of doing things.
  • 8. Management as an Art 8 Art refers to the application of knowledge (methods and principles) & skill to get desired results. •It involves personalized knowledge and skill in all aspects of a situation. •It depends on human common sense and understanding. •It cannot determine the cause and effect relationship between variable factors. •It cannot be universally applied. •It teaches to do know-how of doing things.
  • 9. 9
  • 10. Management can be considered as both science as well as an art. • Management is science because of several reasons like - it has universally accepted principles, it has cause and effect relationship etc, and at the same time it is art because it requires perfection through practice, practical knowledge, creativity, personal skills etc. Example: • A manager to be successful in his profession must acquire the knowledge of science & the art of applying it. Therefore management is a judicious blend of science as well as an art because it proves the principles and the way these principles are applied is a matter of art. Science teaches to ‘know’ and art teaches to ‘do’. • A person cannot become a good singer unless he has knowledge about various ragas & he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in solving various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc.). 10
  • 12. Functions of Management • Planning: When you think of planning in a management role, think about it as the process of choosing appropriate goals and actions to pursue and then determining what strategies to use, what actions to take, and deciding what resources are needed to achieve the goals. • Organizing: This process of establishing worker relationships allows workers to work together to achieve their organizational goals. • Staffing: Recruiting and selecting employees for positions within the company (within teams and departments). • Directing: This function involves articulating a vision, energizing employees, inspiring and motivating people using vision, influence, persuasion, and effective communication skills. • Controlling: Evaluate how well you are achieving your goals, improving performance, taking actions. Put processes in place to help you establish standards, so you can measure, compare, and make decisions. 12
  • 13. 13 “Planning is deciding in advance what to do, how to do it, where to do it and who is to do it” Planning is a pre-decided course of action which will be taken in future. It deals with the determination of objectives to be achieved and the activities required achieving the objectives. For proper planning, the following points should be decided in advance: i. What is to be done in future? ii. How it is to be done; iii. Where it is to be done; iv. When it is to be done; v. By whom it is to be done. https://www.google.com/url?sa=i&source=images&cd=&ved=2ahUKEwiQgv2ewf_hAhWKDOwKHZlACVUQjRx6BAg BEAU&url=https%3A%2F%2Fwww.managementstudyhq.com%2Ffunctions-of- management.html&psig=AOvVaw1JuJpqduP-1BdUAojyZQj3&ust=1556977976019141 Planning
  • 14. 14 Example The organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, arranging more inventory, and increasing sales staff etc. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.
  • 15. 15 “Process of establishing relationships among people, tasks and activities so that organization’s resources are integrated and coordinated to attain its objectives efficiently and effectively”. (Pearce and Robinson) Processes involved: 1. Identification of work, 2. Grouping of work into smaller groups, 3. Assigning work to every individual at every level of department, 4. Defining its authority and responsibility, 5. Establishing relationships among people to organisational goals. Organizing
  • 16. 16 • Staffing may be defined as the process of hiring and developing the required personnel to fill in the various positions in the organization. • It involves estimating the number and type of personnel required in an organization. • It involves developing and improving their knowledge, competencies and performance. Staffing
  • 17. 17 Directing is an aspect of management that deals directly with influencing, guiding, supervising, and motivating staff for the achievement of organizational goals. Directing Elements • Supervision: To oversee the work of staff. Supervision is the act of coaching, reflecting, and directing work and workers. • Motivation: To inspire, stimulate, and encourage staff. • Leadership: To guide and influence the work of staff in a purposeful direction. • Communication: To creates mutual understanding between management & other members of the organization. The manager should explain in simple and clear terms what to do, how to do & whom to do to the workers. Directing
  • 18. 18 Controlling is the process of assessing the organization's progress toward accomplishing its goals. It includes monitoring the implementation of a plan and correcting deviations from that plan Controlling process include 4 steps: 1. Set standard 2. Measure actual performance 2.Compare actual performance with the plans and standards, 3. identification of deviations (gaps) 4. Correcting of identified deviations. . Controlling
  • 19. MANAGERIAL ROLES • Managerial roles are specific behaviors associated with the task of management. As a manager, you hold a position that requires you to perform and handle a variety of responsibilities regularly. • Henry Mintzberg has categorized Managers’ roles into three basic categories which include: • 1. Interpersonal Roles : ( figurehead, leader & liaison) • 2. Informational Roles: (monitor, disseminator, spokesman) • 3. Decisional Roles: (entrepreneur, disturbance handler, resource allocator & negotiator)
  • 21. Interpersonal roles Figurehead Role : • Perform the duties of ceremonial nature as head (taking customers for lunch.) Leader Role: • Coordinates the work & leads/guides his subordinates • have formal authority, power to exercise & get the things done Liaison Role: • Maintains a network of contacts and information sources outside the top management in order to obtain information & assistance. How it can be done? Inside: The manager motivates, communicates, encourages team spirit; Outside: liaison with external sources by attending meetings, conferences, etc. 21
  • 22. Informational roles Monitor's Role: • Seek and receive variety of information regarding the issues that may affect the organization. Disseminator's Role: • Transmits information to subordinates, peers, and superiors within the Organization. Spokesman's Role: • Transmit information to key groups and people in the task environment: insiders-(superiors, directors), outsiders-(shareholders, customers & government) 22
  • 23. Decisional roles Entrepreneurial Role: • Take initiative for doing new thing and make changes or improvements in the existing activities of the Organization. Disturbance Handler Role: • Takes corrective action in times of disturbance or crisis (workers' strike, declining sales, bankruptcy of a major customer etc. Resource Allocator's Role: • Allocates corporate resources, divide work and delegate authority among his subordinates Negotiator's Role: • Represents the corporation in negotiating important agreements. 23 https://hrdailyadvisor.blr.com/2014/09/08/open-door-policy- what-does-it-mean-for-you/
  • 24. 24 Many Roles Managers Play in an Organization Role Description Example Information Roles Monitor •Seeks out and gathers information relevant to the organization •Finding out about legal restrictions on new product technology Disseminator •Provides information where it is needed in the organization •Providing current production figures to workers on the assembly line Spokesperson •Transmits information to people outside the organization •Representing the company at a shareholders’ meeting Interpersonal Roles Figurehead •Represents the company in a symbolic way •Cutting the ribbon at ceremony for the opening of a new building Leader •Guides and motivates employees to achieve organizational goals •Helping subordinates to set monthly performance goals Liaison •Acts as a go-between among individuals inside and outside the organization •Representing the retail sales division of the company at a regional sales meeting Decisional Roles Entrepreneur •Searches out new opportunities and initiates change •Implementing a new production process using new technology Disturbance handler •Handles unexpected events and crises •Handling a crisis situation such as a fire Resource allocator •Designates the use of financial, human, and other organizational resources •Approving the funds necessary to purchase computer equipment and hire personnel Negotiator •Represents the company at negotiating processes •Participating in salary negotiations with union representatives
  • 25. Management levels • Levels of management refer to the hierarchy of job positions of organisations representing authority, responsibility and for maintaining relationships in the organization. • Level of Management determines the chain of command in an organization. This chain of command helps in dividing the work and ensures that the vision conceptualized by the top-level management is executed by the middle and lower level management • These levels determine the duties of various manager positions, including who they report to and who reports to them. • There are three levels of management : • Top level management • Middle-level management • Lower level management 25
  • 26. 26 BOD, CEO, Chairman, MD, President etc. Departmental manager( sales ,HR, finance) etc. Supervisor, foreman , inspector etc.
  • 27. Top Level Management 27 The top management level consists of the president, vice president, the board of directors, chief operating officer (COO), chief executive officer (CEO), and chief financial officer (CFO). • Responsible for the overall management and performance of the company • To lay down the policies and objective of the organization • Strategizing the plans of the enterprise and aligning competent managers to the departments or middle level to carry them out. • Keeping the communication between the enterprise and the outside world. • Is responsible for the welfare and the survival of the organization. It makes all possible efforts for the continuous growth of the organization Rao P. and Pande H (2009), Principles and Practice of Management, Global Media. Chapter One; Page 5 Link:https://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011383&query=Principles+of+management
  • 28. 28 Middle Level Management includes managers of: Production departments, Marketing departments, Finance departments, Human Resource departments, Research Development departments etc • Middle-level managers are responsible for executing organizational plans which comply with the company’s policies. • To carry out the plans of the organization according to policies and directives laid down by the top-level management. • They act as an intermediary between top-level and low-level management. • Executing organizational plans in conformance with the company’s policies and the objectives of the top management; • Defining and discussing information and policies from top management to lower management; • Inspiring and providing guidance to low-level managers towards better performance. Rao P. and Pande H (2009), Principles and Practice of Management, Global Media. Chapter One; Page 5 Link:https://ebookcentral.proquest.com/lib/momp/detail.action?docID=3011383&query=Principles+of+management Middle Level Management
  • 29. • . • • 29 • Supervisors, section leads, and foremen First-Line or First-Level 'or Junior Managers are examples of low-level management titles. • They are primarily concerned with the execution and coordination of day-to-day workflow that ensures completion of projects and that deliverables are met. • They allocate tasks and responsibilities to the operative employees. • To give instruction and guided direction to workers on their day to day jobs. • To give periodic reports of the workers to the higher-level managers. • Supervisors, Through their efforts the worth of the output is reported, wastage of substances is reduced, and security measures are affirmed. Lower Level Management
  • 30. 30 •Define levels of management, enumerate them and write the functions to be performed at those levels (a) Top level management •This level of management consists of the senior most executive level of an organisation. •Their chief task is to lay down overall goals, policies, and strategies for the organisation and to communicate with the middle level of management. Following are the main designations assigned to individuals working at this level: •Managing Director •Board of Directors •Chairperson •Chief executive Officers •Chief product Officers •Chief technology Officers Functions performed at top level of management are : •Making strategies and goals for the organisation. •Taking decisions regarding activities to be performed. •Framing policies for the organisation. •Responsible for welfare and survival of the organisation. (b) Middle level management •This level of management consists of executives working between top-level and supervisory level. •They interpret and implement the policies, coordinate all activities, ensure availability of resources and execute the policies framed by top- level management. They consist of: •Divisional heads and sub-divisional heads. •Departmental heads like purchase manager, sales manager, finance manager, personnel manager etc. •Plant superintendent. Functions performed at the middle level of management are : •Interpret the policies to lower management. •Taking decisions regarding the number of personnel in the department. •Assigning duties and responsibilities to employees in their department. •Convey suggestions and grievances of the supervisory level to the top level for the overall smooth functioning of the organisation. •Liable for the ultimate production of respective departments. •To act as a link between the lower level and the management. (c) Lower level management Supervisory/Lower/Operational level management •This level of management operates between middle-level management and operative workforce. This level consists of: •Supervisors •Foremen •Inspectors Functions performed at the lower level of management are: •Providing on the job training to the workers •Ensuring the good performance of the workers •Giving feedback to the workers •Influence others to work more by setting an example •Responsible for group unity •Act as a link between the management and the workers
  • 31. Your grandfather has retired as the director of a manufacturing company. At what level of management was he working? Different types of functions are performed at this level. State one function performed at this level of management. 31 Answer: Top level (a) Functions of top level management •To lay down organisational goals, policies and strategy formulation. •Organising, controlling and monitoring the activities •Resource allocation •Approval of budget •Overall control of work performance
  • 32. Managerial Skills 32 Managerial skills are the knowledge and ability of the individuals in a managerial position to fulfill some specific management activities or tasks. This knowledge and ability can be learned and practiced. However, they also can be acquired through the practical implementation of required activities and tasks. Therefore, you can develop each skill through learning and practical experience as a manager. Managerial Skills include:  Conceptual skills  Technical skills  Human skills
  • 34. Conceptual skills • . • • • Ability to see the organization in a “big picture” • It is the ability to work with ideas and concepts • Creating visions, strategic plans and setting direction • Conceptual skill is the ability to coordinate and integrates all of an organization’s interests and activities. Examples of Conceptual Skills: Suggesting a new product line for a company, introducing computer technology to the organization’s operations, or entering the international market; for deciding this magnitude, a manager requires conceptual skill is his personality.
  • 35. • Technical skill is knowledge about and proficiency in a specific type of work or activity. It includes competencies in a specialized area, analytical ability, and the ability to use appropriate tools and techniques’. • Technical skills play an essential role in producing the actual products a company is designed to produce. • Having appropriate technical skills signifies that the person is competent and knowledgeable with respect to the activities specific to an organization, the organization’s rules and standard operating procedures, and the organization’s products and services. Examples of Technical Skills: • For a Software Company the following skills or knowledge areas can be considered as technical skills; Knowledge of Unix/Linux Operating System, Java/C++/Perl Programming Language, MySQL/Oracle Database Management, XML - Extensible Markup Language, HTML Skills, etc. • In an accounting firm, the technical skills might include an understanding of generally accepted accounting principles, accounting principles, knowledge of commercial laws, knowledge of tax laws, etc. Technical skills
  • 36. • . • • 36 • Human skills are people skills that enable the manager to work effectively with subordinates, peers, and superiors. • Creating an atmosphere of trust where employees can feel comfortable and empowered to contribute their best Examples of Human Skills: Some human skills that are generally considered important are effective communication (both verbal and written), motivating others, and creation a positive attitude, development of cooperation and team spirit, etc. Management 6th Edition by Stephen P Robbins & Mary Coulter published by Prentice Hall International Editions link: https://shankar9119.files.wordpress.com/2013/07/management-11th-edn-by-stephen-p-robbins-mary-coulter-pdf-qwerty80.pdf (pages: 4- 19) Human skills
  • 37. 37 : Managerial Skills As per Levels Managers in different levels should have managerial skills to be able to help the organizations reach their goals
  • 38. 38