This document discusses the fundamentals of management including the key management processes of planning, organizing, leading, and controlling. It defines each process and explains that management involves achieving organizational goals. Additionally, it examines management roles, skills, and competencies needed for successful managers including conceptual, interpersonal, technical, and political skills. Finally, it notes that management relates to and draws from other disciplines like economics, psychology, and sociology.

1. Fundamentals of ManagemenFundamentals of Managemen
BY SUJITH BHASKAR RBY SUJITH BHASKAR R

2. Management ProcessManagement Process
 PlanningPlanning
 OrganizingOrganizing
 LeadingLeading
 ControllingControlling

3. Achieving the
organization’s
stated purpose
Planning
Defining goals, establishing strategy
And developing sub plans
to co-ordinate the activity
Organizing
Determining what needs to be done,
how it will be done and who is to do it
Leading
Directing and motivating
all involved parties
and resolving conflicts
Controlling
Monitoring activities to
ensure that they are accomplished
as planned
Management Process Activities

4.  PlanningPlanning
Includes defining goals , establishing strategy ,andIncludes defining goals , establishing strategy ,and
developing plans to coordinate activities.developing plans to coordinate activities.

5.  OrganizingOrganizing
Includes determining what task are to be done,Includes determining what task are to be done,
who is to do them , how the tasks are to be grouped,who is to do them , how the tasks are to be grouped,
who reports to whom , and where decisions are to bewho reports to whom , and where decisions are to be
mademade

6.  LeadingLeading
Includes motivating employees, directing theIncludes motivating employees, directing the
activities of others ,selecting the most effectiveactivities of others ,selecting the most effective
communication channel, and resolving conflictscommunication channel, and resolving conflicts

7.  ControllingControlling
The process of monitoring performance ,comparing itThe process of monitoring performance ,comparing it
with goals, and correcting any significant deviationswith goals, and correcting any significant deviations

8. What are ManagementWhat are Management
Roles ?Roles ?

9. Mintzberg's Managerial RolesMintzberg's Managerial Roles
 Interpersonal RoleInterpersonal Role
FigureheadFigurehead
LeaderLeader
LiaisonLiaison

10.  Informational RoleInformational Role
MonitorMonitor
DisseminatorDisseminator
SpokespersonSpokesperson

11. DC Business SchoolDC Business School
 Decisional RoleDecisional Role
EntrepreneurEntrepreneur
Disturbance HandlerDisturbance Handler
Resources allocatorResources allocator
NegotiatorNegotiator

12. Skills and Competencies toSkills and Competencies to
Successful Mangers PossessSuccessful Mangers Possess
 ConceptualConceptual
 InterpersonalInterpersonal
 TechnicalTechnical
 PoliticalPolitical

13.  Conceptual SkillsConceptual Skills
A mangers mental ability to coordinate all theA mangers mental ability to coordinate all the
organization's interest and activities.organization's interest and activities.

14.  Interpersonal SkillsInterpersonal Skills
A manger’s ability to work with, understand ,mentor,A manger’s ability to work with, understand ,mentor,
and motivate others , both individually and in groups.and motivate others , both individually and in groups.

15.  Technical SkillsTechnical Skills
A manger’s ability to use the tools, procedures ,andA manger’s ability to use the tools, procedures ,and
techniques of a specialized field .techniques of a specialized field .

16.  Political SkillsPolitical Skills
A managers ability to build a power base andA managers ability to build a power base and
establish the “right” connections.establish the “right” connections.

17. Specific Skills for MangersSpecific Skills for Mangers
•
Controlling the organization's environment and itsControlling the organization's environment and its
resourcesresources
• Organizing and coordinatingOrganizing and coordinating
•
Handling informationHandling information
•
Providing for growth and developmentProviding for growth and development
• Motivating employees and handling conflictsMotivating employees and handling conflicts
• Strategic problem solvingStrategic problem solving

18. StrategicStrategic
an integral part of a strategy or plan of actionan integral part of a strategy or plan of action

19. StrategyStrategy
““Strategy is the direction and scope of an organizationStrategy is the direction and scope of an organization
over the long-term: which achieves advantage for theover the long-term: which achieves advantage for the
organization through its configuration of resourcesorganization through its configuration of resources
within a challenging environment, to meet the needswithin a challenging environment, to meet the needs
of markets and to fulfill stakeholder expectations”of markets and to fulfill stakeholder expectations”

20.  Management CompetenciesManagement Competencies
A cluster of related knowledge, skills, and attitudesA cluster of related knowledge, skills, and attitudes
related to effective managerial performances.related to effective managerial performances.

21. Management Charter Initiative for Middle ManagersManagement Charter Initiative for Middle Managers
 Initiate and implement change and improvement inInitiate and implement change and improvement in
services, products and systemsservices, products and systems
 Monitor, maintain, and improve service and productsMonitor, maintain, and improve service and products
deliverydelivery
 Monitor and control the use of resourcesMonitor and control the use of resources
 Secure effective resources allocation for activities andSecure effective resources allocation for activities and
projectsprojects

22.  Recruit and select personnelRecruit and select personnel
 Develop teams, individuals and self to enhanceDevelop teams, individuals and self to enhance
performanceperformance
 Plan, allocate, and evaluate work carried out byPlan, allocate, and evaluate work carried out by
teams, individuals, and selfteams, individuals, and self
 Create, maintain, and enhance effective workingCreate, maintain, and enhance effective working
relationshiprelationship

23.  Seek, evaluate, and organize information for actionSeek, evaluate, and organize information for action
 Exchange information to solve problems and makeExchange information to solve problems and make
decisionsdecisions

24. Management relate with otherManagement relate with other
discipline ?discipline ?
 Management does not exist in isolationManagement does not exist in isolation
 Learning about individuals and their activities –Learning about individuals and their activities –
AnthropologyAnthropology
 Understanding allocation and distribution ofUnderstanding allocation and distribution of
resources – Economicsresources – Economics
 Developing values and ethics – PhilosophyDeveloping values and ethics – Philosophy
 Understanding behavior of individuals and groups inUnderstanding behavior of individuals and groups in
a political settings – Political Sciencea political settings – Political Science

25.  Learning about individual behavior – PsychologyLearning about individual behavior – Psychology
 Understanding relationships among people –Understanding relationships among people –
SociologySociology