Introduction to mangagement
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Principle of management
This document discusses principles of management and management functions. It is presented by Ashraful Hoda and covers topics such as definitions of management, basic management actions, branches of management, principles of management, and the five main functions of management - planning, organizing, staffing, directing, and controlling. The functions of management are described in further detail.
Functions of Management
Management involves planning, organizing, directing, and controlling organizational resources to achieve goals efficiently and effectively. The main functions of management are planning, organizing, staffing, directing, and controlling. Planning establishes objectives and strategies, organizing determines how work is grouped and resources allocated, staffing involves hiring and training employees, directing oversees activities and leads people, and controlling monitors progress and ensures goals are met. Effective management requires conceptual, technical, and human relations skills to coordinate resources and activities within an organization.
Evolution of management thoughts
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Evolution of management theory
The document discusses the evolution of management theories from the classical school to modern schools of management. It provides details on key contributors and concepts within each era, including scientific management under Taylor, bureaucracy theory under Weber, administrative principles under Fayol, human relations theory from Hawthorne Studies, and contingency theory focusing on situational factors. Theories progressed from an economic focus on efficiency to consideration of human and social aspects of organizations, then to a systems perspective accounting for environmental factors. Modern theories integrate knowledge across different fields to deal with organizational complexity.
Controlling process
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Evolution of management thought
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
Policies & Procedures
This document discusses organizational policies and procedures, defining them as principles, rules, and guidelines that determine decisions and actions within an organization. Procedures are the specific methods used to implement policies in day-to-day operations. Together, policies and procedures ensure viewpoints are translated into compatible outcomes and provide consistency under the law. The document raises questions about whether policies are consistent with an organization's mission and whether they unify or divide people.
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Principle of management
This document discusses principles of management and management functions. It is presented by Ashraful Hoda and covers topics such as definitions of management, basic management actions, branches of management, principles of management, and the five main functions of management - planning, organizing, staffing, directing, and controlling. The functions of management are described in further detail.
Functions of Management
Management involves planning, organizing, directing, and controlling organizational resources to achieve goals efficiently and effectively. The main functions of management are planning, organizing, staffing, directing, and controlling. Planning establishes objectives and strategies, organizing determines how work is grouped and resources allocated, staffing involves hiring and training employees, directing oversees activities and leads people, and controlling monitors progress and ensures goals are met. Effective management requires conceptual, technical, and human relations skills to coordinate resources and activities within an organization.
Evolution of management thoughts
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
Directing as management function
The document discusses several key concepts in management including directing, communication, motivation, and leadership. It defines directing as guiding subordinates towards organizational goals through activities like supervision and inspiration. Communication is defined as the exchange of information between two or more people. Motivation is described as impelling people to action by addressing their needs and incentives. Leadership is the ability to guide followers voluntarily through influence rather than coercion towards achieving goals.
Evolution of management theory
The document discusses the evolution of management theories from the classical school to modern schools of management. It provides details on key contributors and concepts within each era, including scientific management under Taylor, bureaucracy theory under Weber, administrative principles under Fayol, human relations theory from Hawthorne Studies, and contingency theory focusing on situational factors. Theories progressed from an economic focus on efficiency to consideration of human and social aspects of organizations, then to a systems perspective accounting for environmental factors. Modern theories integrate knowledge across different fields to deal with organizational complexity.
Controlling process
This document provides an overview of controlling processes in supervision. It defines controlling, lists its objectives, and describes the controlling process and types of control. The controlling process involves establishing objectives and standards, measuring actual performance, comparing results to objectives, and taking corrective actions. Effective control is strategic, results-oriented, understandable, encourages self-control, is timely and exception-oriented, positive in nature, fair and objective, and flexible. The types of control discussed are preliminary, concurrent, post-action, internal, and external controls. Learners are expected to describe controlling concepts and demonstrate understanding of an effective controlling process.
Evolution of management thought
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
Policies & Procedures
This document discusses organizational policies and procedures, defining them as principles, rules, and guidelines that determine decisions and actions within an organization. Procedures are the specific methods used to implement policies in day-to-day operations. Together, policies and procedures ensure viewpoints are translated into compatible outcomes and provide consistency under the law. The document raises questions about whether policies are consistent with an organization's mission and whether they unify or divide people.
Roles of manager.
Roles performed by a manager.
Three major roles-
Interpersonal, decisional and informational.
These roles can be further classified.
Management skill
Robert Katz identified three essential managerial skills: technical skills which involve process knowledge, human skills which involve interacting with people, and conceptual skills which involve developing ideas. A manager's required skills depend on their level in the organization, with top managers needing strong conceptual skills, middle managers implementing goals, and supervisors directing work and needing technical skills. Supervisors play a critical keystone role by linking management to employees and ensuring goals are achieved.
Nature of Management - Management Principles
Nature of Management - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Management is the art of getting things done from various people by effectively utilizing the available resources.Unit 6 directing
This document provides an overview of directing as the heart of the managerial process. It discusses the meaning and importance of directing, elements of direction including supervision, motivation, leadership, and communication. Supervision involves assuring work is done as planned and instructing subordinates. Motivation encourages employees to work toward goals. Leadership influences people to achieve objectives willingly. Effective communication is also essential. The document contrasts management and leadership, describing managers as focusing on planning and controlling while leaders inspire and influence people. Different styles of leadership are discussed like autocratic, democratic, and laissez-faire.
Levels of management
The document discusses the different levels of management in organizations. It identifies three levels - top level management, middle level management, and lower level management.
The top level consists of boards of directors, CEOs, and other C-level executives. They are responsible for controlling the entire organization by setting strategic plans and policies. The middle level includes department heads and branch managers who implement plans and monitor performance. The lower level comprises of foremen and supervisors who direct workers and maintain morale.
Functions of management
The document discusses the five main functions of management: planning, organizing, staffing, directing, and controlling. It provides definitions of management and each function from various authors. For each function, it describes the key aspects and processes involved at a high level. Planning involves deciding objectives and courses of action. Organizing involves dividing work, grouping tasks, and defining roles. Staffing includes recruiting and selecting employees. Directing guides and leads employees to achieve goals. Controlling checks performance against plans and makes corrections if needed.
Types of planning
The document discusses different types of planning used in organizations, including strategic planning conducted by top management for long-term goals over 10 years, operational planning by lower management for current activities over 1 week to 1 year, and short-term planning for less than 2 years to keep the business running day-to-day. Formal plans are written while informal plans are conceived mentally, and standing plans are used repeatedly as routine plans while single-use plans address specific circumstances.
Planning- Function of Management.
Planning is deciding in advance what actions need to be taken to achieve organizational goals. It involves setting objectives and determining alternative courses of action. Planning reduces uncertainty, utilizes resources effectively, and increases organizational effectiveness. The key steps in planning are establishing objectives and planning premises, identifying alternative courses of action, evaluating alternatives, selecting a course of action, implementation, and follow-up. Planning is important as it helps coordinate activities, control performance, encourage innovation, and strengthen competitiveness.
Organizational Structure
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Concept of Management
Management involves coordinating people and resources to achieve common goals. It has three key concepts: as an economic resource, a system of authority, and as a class/status system where managers are educated elites. Managers have interpersonal, informational, and decision-making roles. They monitor information, disseminate it, act as spokespeople, find and solve problems, negotiate, and direct the organization. Developing future managers requires technical, relationship, and conceptual skills as well as knowledge, attitudes, and abilities. The management process includes planning, organizing, directing, and controlling activities through performance appraisal and monitoring. Administrators make policy while managers oversee clinical practice and solve problems at their level.
Principles of Management
The presentation shows the Features of Management Principles and the 14 Principles of Management by Henry Fayol.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Unit 1 management
This document discusses key concepts related to management including:
- Definitions of management from various scholars and perspectives including as an art, science, and profession.
- Levels of management including top, middle, and lower/supervisory.
- The functions of management such as planning, organizing, leading, and controlling.
- Tools and techniques used by managers including strategic planning, tactical planning, operational planning, delegation, and performance appraisal.
- Skills required of managers such as analytical, technical, and interpersonal skills.
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Planning process
The document outlines the planning process in 6 steps:
1. Establishing objectives to provide direction and focus on results.
2. Establishing planning premises to determine assumptions and potential obstacles.
3. Choosing the best alternative course of action by evaluating options.
4. Formulating derivative or secondary plans to support achieving the main plan.
5. Securing cooperation from subordinates involved in implementation for improved plans.
6. Conducting follow up and appraisal of implemented plans to evaluate effectiveness and allow for modifications.
planning
The document discusses various aspects of planning including the nature, purpose, importance, forms, types, and steps involved in the planning process as well as its limitations. It describes planning as an intellectual process that helps managers set goals and make decisions. The key forms of planning discussed are strategic planning which is long-term and done at higher levels, and tactical planning which is short-term and done at lower levels. Important steps in planning include establishing goals, assumptions, alternative courses of action, evaluation and selection of the best course. Limitations include the time and cost of planning as well as difficulties maintaining flexibility.
Line and staff authority, departmentalization
This presentation discusses about line and staff authority, departmentalization in Principles of Management
Principles and practices of management
This document defines management and discusses its evolution. It begins by providing definitions of management from various scholars. It then explains that management has both scientific and artistic aspects. Reasons for studying management are outlined, including utilization of resources and achieving objectives. The document discusses the evolution of management thought from classical to modern approaches. It covers various management functions such as planning, organizing, staffing, leading, and controlling. Different organizational structures and designs are explained. The importance of decision making and management control systems is also highlighted.
Management and its evolution
Management involves utilizing available resources like people, money, materials, and machines to achieve defined objectives. It is a dynamic process that guides an organization. Management encompasses planning, organizing, leading, motivating, and controlling human efforts through the basic managerial functions of planning, organizing, coordinating, and controlling. Efficient management is essential for businesses to survive and grow in today's competitive environment.
Directing
Directing refers to the process of instructing, guiding, counseling, motivating and leading people in an organization to achieve its objectives. Directing is a continuous process that flows from top to bottom and initiates action. It integrates employee efforts, guides employees, facilitates change, and brings stability to an organization. The principles of directing include maximizing individual contribution, maintaining harmony of objectives, having a unity of command, effective managerial communication, using appropriate direction techniques, leveraging informal organizations, and exercising leadership through follow through. The key elements of direction are supervision, motivation, and leadership. Supervision is the process of guiding employee efforts and resources to accomplish goals.
Introduction to management
Management involves planning, organizing, leading, and controlling an organization to help it achieve its goals. Managers fulfill many roles like being leaders, problem solvers, and planners. They are responsible for guiding an organization's resources and staff towards accomplishing its business objectives at different management levels. Management refers to overseeing the tasks and activities required for directing an organization, including creating and maintaining an environment where people can work efficiently towards attaining group goals. It is a goal-oriented process that is essential for an organization's survival, growth, optimal resource utilization, cost minimization, and generating employment.
social welfare management presentation by aasim ur rehman
The students were placed at JKASW for their field work placement. JKASW focuses on child rights and works in several districts of Jammu and Kashmir. The students conducted a baseline survey across communities in 3 districts to assess dropout rates and reasons for dropouts. They found the main reasons were poverty, lack of interest, distance to schools, and child labor. Based on this, one of the students proposed a project for JKASW to minimize dropout rates in 5 communities in Bandipora district through awareness programs, vocational training, child activity centers, and advocating for education provisions.
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Roles of manager.
Roles performed by a manager.
Three major roles-
Interpersonal, decisional and informational.
These roles can be further classified.
Management skill
Robert Katz identified three essential managerial skills: technical skills which involve process knowledge, human skills which involve interacting with people, and conceptual skills which involve developing ideas. A manager's required skills depend on their level in the organization, with top managers needing strong conceptual skills, middle managers implementing goals, and supervisors directing work and needing technical skills. Supervisors play a critical keystone role by linking management to employees and ensuring goals are achieved.
Nature of Management - Management Principles
Nature of Management - Management PrinciplesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Management is the art of getting things done from various people by effectively utilizing the available resources.Unit 6 directing
This document provides an overview of directing as the heart of the managerial process. It discusses the meaning and importance of directing, elements of direction including supervision, motivation, leadership, and communication. Supervision involves assuring work is done as planned and instructing subordinates. Motivation encourages employees to work toward goals. Leadership influences people to achieve objectives willingly. Effective communication is also essential. The document contrasts management and leadership, describing managers as focusing on planning and controlling while leaders inspire and influence people. Different styles of leadership are discussed like autocratic, democratic, and laissez-faire.
Levels of management
The document discusses the different levels of management in organizations. It identifies three levels - top level management, middle level management, and lower level management.
The top level consists of boards of directors, CEOs, and other C-level executives. They are responsible for controlling the entire organization by setting strategic plans and policies. The middle level includes department heads and branch managers who implement plans and monitor performance. The lower level comprises of foremen and supervisors who direct workers and maintain morale.
Functions of management
The document discusses the five main functions of management: planning, organizing, staffing, directing, and controlling. It provides definitions of management and each function from various authors. For each function, it describes the key aspects and processes involved at a high level. Planning involves deciding objectives and courses of action. Organizing involves dividing work, grouping tasks, and defining roles. Staffing includes recruiting and selecting employees. Directing guides and leads employees to achieve goals. Controlling checks performance against plans and makes corrections if needed.
Types of planning
The document discusses different types of planning used in organizations, including strategic planning conducted by top management for long-term goals over 10 years, operational planning by lower management for current activities over 1 week to 1 year, and short-term planning for less than 2 years to keep the business running day-to-day. Formal plans are written while informal plans are conceived mentally, and standing plans are used repeatedly as routine plans while single-use plans address specific circumstances.
Planning- Function of Management.
Planning is deciding in advance what actions need to be taken to achieve organizational goals. It involves setting objectives and determining alternative courses of action. Planning reduces uncertainty, utilizes resources effectively, and increases organizational effectiveness. The key steps in planning are establishing objectives and planning premises, identifying alternative courses of action, evaluating alternatives, selecting a course of action, implementation, and follow-up. Planning is important as it helps coordinate activities, control performance, encourage innovation, and strengthen competitiveness.
Organizational Structure
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Concept of Management
Management involves coordinating people and resources to achieve common goals. It has three key concepts: as an economic resource, a system of authority, and as a class/status system where managers are educated elites. Managers have interpersonal, informational, and decision-making roles. They monitor information, disseminate it, act as spokespeople, find and solve problems, negotiate, and direct the organization. Developing future managers requires technical, relationship, and conceptual skills as well as knowledge, attitudes, and abilities. The management process includes planning, organizing, directing, and controlling activities through performance appraisal and monitoring. Administrators make policy while managers oversee clinical practice and solve problems at their level.
Principles of Management
The presentation shows the Features of Management Principles and the 14 Principles of Management by Henry Fayol.
PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
Planning is the primary function of management and involves determining the best course of action in advance to achieve organizational objectives. Planning has several key characteristics including being an intellectual process that looks to the future, being continuous, and being required at all levels of management. Planning provides advantages such as better resource utilization, minimizing uncertainties, and improving competitive strength. The planning process involves analyzing internal and external environments, setting objectives, developing alternative courses of action, and carrying out the chosen plan.
Unit 1 management
This document discusses key concepts related to management including:
- Definitions of management from various scholars and perspectives including as an art, science, and profession.
- Levels of management including top, middle, and lower/supervisory.
- The functions of management such as planning, organizing, leading, and controlling.
- Tools and techniques used by managers including strategic planning, tactical planning, operational planning, delegation, and performance appraisal.
- Skills required of managers such as analytical, technical, and interpersonal skills.
Management Function : Controlling
Describe controlling function. the Importance of controlling and how companies should do in order to ensure their goals can be achieve.
Planning process
The document outlines the planning process in 6 steps:
1. Establishing objectives to provide direction and focus on results.
2. Establishing planning premises to determine assumptions and potential obstacles.
3. Choosing the best alternative course of action by evaluating options.
4. Formulating derivative or secondary plans to support achieving the main plan.
5. Securing cooperation from subordinates involved in implementation for improved plans.
6. Conducting follow up and appraisal of implemented plans to evaluate effectiveness and allow for modifications.
planning
The document discusses various aspects of planning including the nature, purpose, importance, forms, types, and steps involved in the planning process as well as its limitations. It describes planning as an intellectual process that helps managers set goals and make decisions. The key forms of planning discussed are strategic planning which is long-term and done at higher levels, and tactical planning which is short-term and done at lower levels. Important steps in planning include establishing goals, assumptions, alternative courses of action, evaluation and selection of the best course. Limitations include the time and cost of planning as well as difficulties maintaining flexibility.
Line and staff authority, departmentalization
This presentation discusses about line and staff authority, departmentalization in Principles of Management
Principles and practices of management
This document defines management and discusses its evolution. It begins by providing definitions of management from various scholars. It then explains that management has both scientific and artistic aspects. Reasons for studying management are outlined, including utilization of resources and achieving objectives. The document discusses the evolution of management thought from classical to modern approaches. It covers various management functions such as planning, organizing, staffing, leading, and controlling. Different organizational structures and designs are explained. The importance of decision making and management control systems is also highlighted.
Management and its evolution
Management involves utilizing available resources like people, money, materials, and machines to achieve defined objectives. It is a dynamic process that guides an organization. Management encompasses planning, organizing, leading, motivating, and controlling human efforts through the basic managerial functions of planning, organizing, coordinating, and controlling. Efficient management is essential for businesses to survive and grow in today's competitive environment.
Directing
Directing refers to the process of instructing, guiding, counseling, motivating and leading people in an organization to achieve its objectives. Directing is a continuous process that flows from top to bottom and initiates action. It integrates employee efforts, guides employees, facilitates change, and brings stability to an organization. The principles of directing include maximizing individual contribution, maintaining harmony of objectives, having a unity of command, effective managerial communication, using appropriate direction techniques, leveraging informal organizations, and exercising leadership through follow through. The key elements of direction are supervision, motivation, and leadership. Supervision is the process of guiding employee efforts and resources to accomplish goals.
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PLANNING IN MANAGEMENT,DEFINITION CHARACTERISTICS, IMPORTANCE AND LIMITATIONS
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Management involves planning, organizing, leading, and controlling an organization to help it achieve its goals. Managers fulfill many roles like being leaders, problem solvers, and planners. They are responsible for guiding an organization's resources and staff towards accomplishing its business objectives at different management levels. Management refers to overseeing the tasks and activities required for directing an organization, including creating and maintaining an environment where people can work efficiently towards attaining group goals. It is a goal-oriented process that is essential for an organization's survival, growth, optimal resource utilization, cost minimization, and generating employment.
social welfare management presentation by aasim ur rehman
The students were placed at JKASW for their field work placement. JKASW focuses on child rights and works in several districts of Jammu and Kashmir. The students conducted a baseline survey across communities in 3 districts to assess dropout rates and reasons for dropouts. They found the main reasons were poverty, lack of interest, distance to schools, and child labor. Based on this, one of the students proposed a project for JKASW to minimize dropout rates in 5 communities in Bandipora district through awareness programs, vocational training, child activity centers, and advocating for education provisions.
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Nature of management
This document discusses the nature of management. It defines management as the process of getting work done through others. Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities. The document outlines the characteristics of management, including that it is universal, goal-oriented, requires group effort, and exists at multiple levels of an organization. It also describes the main functions and levels of management.
Introduction to H.R.M - Chapter#01 - Presentation
A nice presentation of Human Resource Management with easy wording.
Visit Http://GECMultanStudents.blogspot.com to get it in Pdf and Doc format. :)
Meaning,nature,scope,process of management & approaches of a system
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
Chapter 1: Introduction to HRM
The document covers the following topics related to human resource management (HRM):
- An introduction to management, organization, and the evolution and history of HRM
- The objective of HRM and important terminology
- A definition of HRM and how it represents the strategic deployment of human resources
- The history and evolution of HRM, from personnel management to its recognition as a profession
- The objectives of HRM from societal, organizational, functional, and personal perspectives
- An overview of the evolution of HR practices in Bangladesh and areas that can be improved
Human resource management complete note
Human resource management (HRM) deals with effectively utilizing people to achieve organizational goals. HRM covers all decisions affecting the workforce, including personnel policies, practices, and systems. The key functions of HRM include attracting, selecting, training, developing, motivating and managing employees. HRM aims to meet business needs, link human resource strategies to objectives, add value to the business, and gain employee commitment to goals. HRM is a comprehensive, people-oriented, and action-focused process applied across organizations to manage the workforce.
Introduction & a brief history of hrm
The document discusses the evolution of human resource management (HRM) from a personnel management perspective to a strategic approach. It outlines that organizations now view employees as human capital rather than a commodity. Effective HRM involves attracting, developing, and retaining talent to achieve organizational goals. The document also highlights the changing nature of HRM functions such as strategic planning, training, compensation to develop and maintain a skilled workforce in a rapidly changing environment.
Human resource management ppt
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Functions and Activities of HRM
Human resource management involves recruitment, management, and development of employees. It focuses on five key functional areas: staffing, rewards, employee development, employee maintenance, and employee relations. Staffing deals with hiring qualified candidates. Rewards involve compensation and benefits systems. Employee development analyzes training needs. Employee maintenance ensures workplace health and safety. Employee relations includes schemes for employee involvement and union negotiations. The document outlines the various activities of HRM such as recruitment, training, performance management, compensation, and employee surveys. It emphasizes that properly executing HRM functions is crucial to achieving organizational goals.
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social welfare management presentation by aasim ur rehman
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This document discusses key concepts in management. It begins by outlining the objectives and characteristics of management. Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals effectively and efficiently. The functions of management are then defined. Planning determines objectives and methods, organizing involves structuring work, staffing includes selecting and training people, directing provides leadership, and controlling monitors performance. The roles, skills, and types of managers are also outlined.
Introduction to management
This document provides an introduction to management. It defines management as the process of achieving organizational goals by getting work done through others. It discusses definitions of management from various sources and whether management is an art or science. It also describes the differences between management and administration. The document outlines a basic model for management and different levels of management including top, middle, and first-line managers. It defines the roles and responsibilities of managers and lists common management skills and functions including planning, organizing, staffing, leading, and controlling.
Management
The document defines management according to several authors and perspectives. Mary Parker defines management as "the art of getting things done through others". George Terry defines it as a process consisting of planning, organizing, actuating, and controlling. Ivancevich et al. define it as coordinating activities to achieve results not attainable alone. Management involves achieving organizational goals through optimizing human, material, and financial contributions. It is both an art requiring creative skills and a science with systematic principles.
Management (mba)
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The document discusses:
- Definitions of management from various perspectives
- The four main resources that organizations use: human, financial, physical, and information
- The roles and skills of managers at different levels in an organization
- Key concepts in management like productivity, effectiveness, efficiency, and the evolution of management thought
- The five main functions of all managers as planning, organizing, staffing, leading, and controlling
Principles Practice of Management unit-I.pptx
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. It can be considered both a science and an art. As a science, management principles evolve through observation and experimentation. As an art, management requires practical skills developed through experience. To be a true profession, management must have a specialized body of knowledge, professional associations, and codes of conduct. Managers fulfill various roles including figurehead, leader, liaison, monitor, spokesperson, entrepreneur, and resource allocator. Successful managers develop conceptual, human relations, and technical skills appropriate for their level within the organization.
Whole ppm
The document discusses key concepts in management including definitions, functions, levels, and the evolution of management thought. It provides definitions of management as a process involving planning, organizing, leading, and controlling. The four main functions of management are planning, organizing, leading, and controlling. Management occurs at different organizational levels from first-line to middle to top managers. Early contributions to management concepts came from civilizations like the Romans, Babylonians, and Egyptians. Scientific management emerged in the late 19th/early 20th century focusing on operational efficiency. Other theorists like Fayol and Mintzberg further developed the field.
BBH 102 – Basics of Management Unit 1 Notes Jan 26 2018.pdf
The document outlines the curriculum for a course titled BBH 102 - Basics of Management. The course is divided into 5 units that will be covered throughout the term. Unit 1 provides an introduction to management, including defining management and its importance. Unit 2 focuses on planning, Unit 3 on organizing, Unit 4 on directing, and Unit 5 on controlling and coordinating. The document also lists several recommended textbooks and readings to supplement the units. It provides an overview of the key topics and concepts that will be examined in each unit to help students understand the nature and practice of management.
introduction to management
This chapter introduces management concepts and the functions of management. It defines management as attaining organizational goals efficiently and effectively through planning, organizing, staffing, directing, and controlling resources. It discusses management approaches like management by objectives and lists the characteristics, definitions, concepts, steps, and benefits of management. The key functions of management are identified as planning, organizing, staffing, directing, and controlling.
Management
This document discusses key concepts of management including definitions, characteristics, functions, levels, roles, and the relationship between functions. It defines management as achieving organizational goals efficiently through planning, organizing, staffing, directing, and controlling resources. The main functions of management are planning, organizing, directing, and controlling. Management can occur at different levels and requires conceptual, human, and technical skills.
MS UNIT-1.ppt
This document provides an introduction to management concepts including definitions of management, the nature of management, and the functions of management. It discusses management principles put forth by thinkers like Fayol and Taylor. The functions of management covered are planning, organizing, staffing, directing, and controlling. Under each function, key aspects are defined and explained, like the steps in planning, principles of organizing, elements of staffing, techniques for achieving coordination in directing, and the purpose of controlling. Leadership styles like autocratic, democratic, and laissez-faire are also introduced. Maslow's hierarchy of needs as it relates to motivation is outlined as well.
Management principals
This document provides an overview of management principles and concepts. It discusses key topics like the definition and functions of management, levels of management, management theories from early to modern approaches, and the roles and responsibilities of managers. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling.
Management process
Management involves planning, organizing, leading, and controlling resources to achieve organizational goals. It is the process of accomplishing work through others by utilizing available resources efficiently and effectively. Management can be defined in several ways but fundamentally it involves coordinating efforts to direct people and resources towards desired ends. Key aspects of management include it being a process, an art as well as a science, following professional and established principles, and being dynamic, group-oriented and results-focused.
Introduction to management and organization
This document defines management and outlines its key levels and functions. It provides definitions of management from Harold Koontz and discusses the three main levels of management - top, middle, and lower. For each level, it describes who makes up that level and their main roles and responsibilities. The document also outlines the main functions of management as planning, organizing, staffing, directing, and controlling. It discusses the roles of managers as interpersonal, informational, and decisional. Finally, it discusses the skills needed by managers, including technical, human, and conceptual skills.
MG8591-KL.pdf
This document provides an introduction to management and organizations. It defines management as "an art of getting things done through and with the people in formally organized groups." The document then lists the importance and characteristics of management. It discusses the levels of management including top, middle, and lower levels. It also covers the functions of management such as planning, organizing, staffing, directing, and controlling. Finally, it examines the roles of managers and compares management as a science versus an art.
Nature of Management
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
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Introduction to mangagement
- 1. Presentation on INTRODUCTION TO Introduction to MANAGEMENT Management By: Vishal Koirala Advance Group
- 2. 1 Understanding management concepts Characteristics of management Of the 2 3 chapter 4 Types of Managers Objectives 5 Functions of management Managerial Roles and Skills
- 3. MANAGEMENT Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, di recting and controlling organizational resources. Organizational resources include men(human beings), money, machines and materials.
- 4. The use of people and other resources to accomplish objectives. Louis E Boone & David L Kurtz the act of getting things done through people. Mary Parker Follet- Management is the art of knowing what you want to do in the best and cheapest way. Frederick Taylor
- 5. Characteristics Management is an organized activity Management is a distinct process. Management is both a science and an art. Management is a group activity Management aims at the accomplishment of predetermined objectives. Management integrates human and other resources. Management principles are universal in nature
- 7. PLANNING Planning is determining the objectives and formulating the methods to achieve them. It is more simply said than done. A job well planned is half done. During planning one needs to ask oneself the following:
- 8. STAFFING Definition 1 :Selecting and training individual for specific job functions, and charging them with the associated responsibility. Definition 2 : Number of employed personal in an organization program also called workforce
- 9. DIRECTING/LEADING Provides positive and dynamic leadership Provides maximum opportunities Provides proper motivation of personnel Ability to command people
- 11. TECHNICAL SKILLS A persons’ knowledge and ability to make effective use of any process or technique constitutes his technical skills.For eg: Engineer, accountant, data entry operator, lawyer, doctor etc.
- 12. HUMAN SKILLS An individuals’ ability to cooperate with other members of the organization and work effectively in teams.For eg: Interpersonal relationships, solving people’s problem and acceptance of other employees.
- 15. INTERPERSONAL ROLE Figurehead- ethical guidelines and the principles of behavior employees are to follow in their dealings with customers and suppliers Leader- give direct commands and orders to subordinates and make decisions Liaison-coordinate between different departments and establish alliances between different organizations
- 16. DECISIONAL ROLE Entrepreneur- commit organization resources to develop innovative goods and services Disturbance handlerto take corrective action to deal with unexpected problems facing the organization from the external as well as internal environment Resource allocatorallocate existing resources among different functions and departments Negotiator- work with suppliers, distributors and labor unions
- 17. TYPES OF MANAGERS TOP MANAGERS- set organizational goals, strategies to implement them and make decisions FIRST-LINE MANAGERS- often called supervisors stand at the base of the managerial hierarchy MIDDLE MANAGERS- heads of various departments and organise human and other resources to achieve organizational goals
- 18. Hard work Smart work Patience Out of box thinking Reading and acquiring knowledge Ethical consciousness Collaborative relationship Perseverance WHAT MAKES MANAGERS SUCCESSFUL?
- 19. Acknowledgement Thanks to Mr. Ashok Basnet for giving me chance to present my ideas on “Introduction of Management”. Thanks to Tilak for making this successful and my advance group.