Here are the key requirements for some common organizational resources: Personnel: - Recruit qualified candidates - Onboard and train new hires - Develop skills of current employees - Manage performance and provide feedback - Ensure adequate staffing levels Technology: - Hardware/software to support operations - Systems for data management, security, backups - Infrastructure for communication/collaboration - Tools to improve efficiency and productivity Finances: - Revenue to cover expenses and growth needs - Capital/funding sources for long-term investments - Budgeting and expense management processes - Financial reporting and accounting systems Distribution: - Warehousing and inventory management - Transportation and logistics

1. Introduction to Management
Good management is the art of making problems so
interesting and their solutions so constructive that
everyone wants to get to work and deal with them.
- Paul Hawken
Presenters:
Palash Srivastava
Parth Singh
Parvez Nophel
Pavitra Gupta
Pooja Agrawal

2. What do you think management is?
• Well the answer is so simple that it is
the work that managers do.
• So first lets us know who a manager is.

3. Who are Managers?
• Managers are those who work with and through other people
by coordinating their work activities in order to accomplish a
goal.
Non- Managerial Employees
Top line
Manager
Middle line managers
First line managers

4. Definition of Management
• The process of coordinating work activities so that they are
completed efficiently and effectively with and through other
people
Management
EffectivenessEfficiency

5. Efficiency:
• Most output from less input
• Not to waste
resources(Land, labour,
capital, energy) because it is
limited for use.
Effectiveness:
• Doing right things
• Right things – Activities that
will help the organization to
reach its goal.
Effectiveness
(Goal attainment)
Gain
(Objective reached)
Efficiency
(Means)

6. Principles of Management
• Different people gave different concept and principles of
management such as “Theory X and Y” by Douglas McGregor,
14 principles of management Henri Fayol (1841 - 1925), etc.
1. Division of labour 8. Initiative
2. Authority & responsibility 9. Remuneration
3. Unity of command 10. Stability of tenure
4. Unity of direction 11. Scalar chain
5. Equity 12. Individual interest in
common goal
6. Order 13. Espirit De’ Corps
7. Discipline 14. Centralization
14 principles of management by Henri Fayol.

7. PLANNING
•Planning is the primary function of
management.
• Planning is deciding in advance what
is to be done, when is to be done, how
is to be done, and by whom it is to be
done.
• It bridges the gap from where we are
and where we want to go.
•includes selection of objectives,
policies,procedures and programmes
from among alternatives.

8. Planning- Need and Importance
• Minimises risk and uncertainity
•To face increasing competition
•To provide for complex technological changes
•It leads to success
•It focusses on goals
•It facilitates control
In absence of Plans,it is difficult for the managers to organise people and
resources.

9. Characteristics of a good plan
The features of a good plan are:
• It is based on a clearly defined, unambiguous objectives
•It should be simple
•Should be able to define clear actions and standards
•Should be flexible to accommodate changes
•Should make best utilization of available resources
•Should lead the organization towards success

10. Advantages of planning
•Helps to make all activities purposeful
•It helps the manager identify future challenges and opportunities
•Helps the manager to analyze all the variables affecting the performance
•Basis for control
•Encourages achievement
•Helps to visualize the organization in its entirety
•Achieve the maximum utilization of available resources at the discretion of
the manager

11. Limitations of Planning
•It is dependent on correctness of information
•Uncertainty
•Rigidity
•Planning consumes a lot of resources including time and money

12. Some Important Elements in Planning
Budgets
Programs
Policies
Rules
Strategies
Objectives
Purpose

13. Organizing
Organizing is the process of allocating and arranging work, authority and
resources to the members of the organization so that they can
successfully execute the plans.
Objectives:
1. Developing the organizational structure
2. Allocating human resource
3. Task Allocation & the division of responsibility

14. Organizational Structure
• The term organizational structure refers to how the people in an
organization are grouped and to whom they report.

15. Organizational Structure Type
• Bureaucratic Structures
– Pre-bureaucratic
– Bureaucratic (Strict Hierarchy)
– Post-bureaucratic (Involves Total Quality, Culture and Matrix
Management)
• Functional Structure: Grouped based on functional areas, such as IT,
finance, and marketing
• Divisional Structure: Several Parallel Teams focusing on a single product
• Matrix Structure: A mixture of functional and divisional structure

16. Leading
• The process by which a person exerts influence over others
and inspires, motivates and directs their activities to achieve
group or organizational goals.
• Importance of Leadership?

17. What should a leader function?
• Help interpret the meaning of events
• Create alignment on objectives and strategies
• Build task commitment and optimism
• Build mutual trust and cooperation
• Strengthen collective identity

18. What should a leader function?
• Organize and coordinate activities
• Encourage subordinates
• Obtain necessary resources and support
• Develop and empower people
• Promote social justice and morality

19. CONTROLLING
PLANNING- sets goals (what is to be accomplished)
ORGANISING- brings people and resources together in the work units
LEADING - motivates and directs the people to carry out the tasks
AND
CONTROLLING- ensures that everything goes well in accordance
with the plan

20. CONTROLLING
Thus Controlling is a process by which management ensures that actual
activities conform to the planned activities.
Control is the Regulatory function of management.
Without control, it is difficult for an organization to know how well they are
performing.
PURPOSE OF CONTROL
To ensure the efficient accomplishment of set of objectives of an organisation.
The Control provides ways to survive and grow.

21. FUNCTIONS OF CONTROL
Adapting to changing conditions
Minimising the errors
Coping with the organisational Complexity
Minimising Costs

22.  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
and various types of organizations
The prerequisite!

23. Why are Managerial Competencies
Important-both to you and the organization?
 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

24. A Model of Managerial Competencies
Teamwork
Competency
Global
Awareness
Competency
Strategic
Action
Competency
Planning and
Administration
Competency
Self-Management
Competency
Communication
Competency
Managerial
Effectiveness

25. Role of management in an organization!
Ultimate.ly..To drive the organization
toward the preset goals !

26. Organization
• List requirements for the following resources:
– Personnel
– Technology
– Finances
– Distribution
– Promotion
– Products
– Services