2. Concept of management
• In simple the process of collecting the dfferent
types of resources, coordinating them and
implementing them in the proper way to
achieve the predetermined goals of the
organization is known as management.
• It can be describe Manage+men+t which
means managing the men tactfully to achieve
the goals.
3. Concept of Management
• Management is the attainment of organizational goals
in an effective and efficient manner through planning,
organizing, staffing, directing and controlling
organizational resources.
• Organizational resources include men(human beings),
money, machines and materials.
4. Concept of Management
“ Management is the art of getting things done
through and with the people in formally
organized groups.”
_ Koontz H.
Management is the process of Planning,
Organizing, Staffing, Directing and
Controlling to accomplish organizational
objectives through the coordinated use of
human and material resources.
5. Features of Management
• Management is a distinct process.
• Management is an organized activity
• Management aims at the accomplishment of
predetermined objectives.
• Management is both a science and an art.
• Management is a group activity
• Management principles are universal in nature
• Management integrates human and other
resources.
6. Management as a process with four functions
• The four basic management functions:
planning, organizing, leading and controlling
1.Planning &Decision making
2.Organizing & Staffing
3.Leading
4.Controlling.
7. Importance of Management
Achievement of Group Goals
Optimum Utilization of Resources
Fulfillment of Social Obligations
Stability
Human Development
8. The Four Functions of Management
The Four Functions of Management
Planning
Planning
Select goals
Select goals
& ways to
& ways to
attain them
attain them Organizing
Organizing
Assign
Assign
responsibility
responsibility
for tasks
for tasks
Leading
Leading
Use influence
Use influence
to motivate
to motivate
Controlling
Controlling
Monitor
Monitor
activities &
activities &
make
make
corrections
corrections
9. 1. Planning
Planning is the most basic or primary function of
management. It is basically deciding in advance,
what is to be done; when is to be done and by
whom it is to be done.
10. 2. Organizing
After planning, next step is organizing. The
process of organizing consists of following
steps:
1.Determining and defining activities to
achieve goal.
2.Grouping of activities into convenient and
logical group.
3.Assigning duties to people at various levels.
12. 3. Leading
It consists of :
1.Issuing orders and instructions
2.Supervision of Work
3.Motivation i.e. creating willingness to work
4.Communication with employees
5.Leadership or influencing the behavior of
employees.
13. 4. Controlling
It consists of:
1.Establishing standards for measurement of
performance
2.Measuring performance and comparing with
standard
3.Finding reasons for variation among different
employee’s performance
4.Taking corrective action for attainment of
goal
14.
15. Concept Of Manager
• The person who performs the activities of
management is known as manager.
• Managers are the main or head person of the
organization.
• They manage all the resources for the organization,
co-ordinate them and implement them in the
effective way to achieve the goals.
16. Managers
Managers –
# The person who takes the responsibility of management
of the organization
# The people responsible for supervising the use of an
organization’s resources to meet its goals
17. Manager
• Who co-ordinates and oversees the work of
other people so that organizational goals
can be accomplished.
• No two managers job are exactly alike .
• All managers perform certain functions,
enact certain roles and display a set of skills
in their job.
18. Importance of managers in organization
• Manager plays very significant role in planning and
making decisions of the organization.
• Control and monitor the employees.
• Facilitate the work of the employees.
• Responsible for the allocation of the resources available.
• Managers also set the short term goals of the company and
they also facilitate the top executive committee in making
long term decisions about the company.
• For ensuring that employee are moving in the
right directions for attaining goals, managers keep
checking their work.
19. TYPES OF MANAGERS
• FIRST-LINE MANAGERS- often called
supervisors stand at the base of the managerial
hierarchy
• MIDDLE MANAGERS- heads of various
departments and organize human and other
resources to achieve organizational goals
• TOP MANAGERS- set organizational goals,
strategies to implement them and make decisions
20. Relative Amount of Time That Managers
Spend on the Four Managerial Functions
21. Managerial skill
The ability to make business decision and lead
subordinate within a company.
Three most common skill include:
1)Conceptual-the ability to understand concept, develop idea
and implement strategy. Competencies include
communication ability, response behaviour, negotiation
tactics.
2) Human skills - the ability to interact and motivate;
3) Technical - the knowledge and proficiency in the trade.
22. Managerial skills
Conceptual skills
• The ability to see the organization as a whole and the
relationships among its parts.
• Involves knowing where one’s department fits into
the total organization and how the organization fits
into the industry, community and the broader
business and social environment.
• The ability to think strategically-to take the broad,
long-term view.
23. Managerial skills
Human skills
• The ability to work well with other people
• The ability to motivate, facilitate, coordinate, lead,
communicate and resolve conflicts.
Technical skills
• Knowledge and proficiency in a specific field
• Includes mastery of the methods, techniques and
equipment involved in specific functions such as
engineering, manufacturing or finance.
24. Robert L. Katyz’s three essential skills
Skills Needed at Different Management
Levels
25. Basic types of Management Skills
1. Technical Skill – ability to use tools, procedures &
techniques in a specialized area.
2. Human Skill – ability to work with, understand &
motivate people as individual or groups.
3. Conceptual Skill – mental ability to coordinate &
integrate all of an organization’s activities,
especially in the long-term decisions affecting the
organization. It is needed to see the organization
as a whole & recognize how the various factors in
a situation are interrelated so actions taken are in
the best interests if the organization.
26. 26
What is a Role?
What is a Role?
A role is a set of
responsibilities organised (or a
pattern of behaviours used) to
produce specific outputs
related to a specific function/
position.
28. 28
A. Interpersonal Roles arise directly from the formal authority the
manager has and involve interpersonal relationships.
1. Figurehead role
The manager performs ceremonial and symbolic duties by virtue
of his position. They include: receiving dignitaries, attending
parties, visiting the sick employees, etc.
2. Leadership role
This role is particularly performed by heads of units or
departments. As heads managers are responsible for the work of
people in that unit. As a leader he gives directions, appraises
performance, correct mistakes, disciplines staff, motivates
subordinates, determines rewards and punishments, etc.
3. Liaison role
The manager ensures contacts with other units and outside
agencies on behalf of own unit. He works more as a public
relations officer.
29. 29
B. Informational Roles. Due to his status and contacts the manager
gets to know a lot of information which may not be available to his
subordinates. This information he uses in a variety of ways for the
effective functioning of his unit.
4. Monitor
As a monitor of information, the manager scans his environment for
information. As a monitor of information he is continuously keeping
his ears open for all sources. Typically, this is done by reading papers
and talking with others.
5. Disseminator
After having acquired information, the manager also passes this
information relatively to his subordinates, superiors and colleagues.
6. Spokesman role
The manager represents his unit and its problems in different
forums. As a spokesman, the manager presents the problem of his
unit to others, and presents information to others who control his
unit and so on.
30. 30
C. Decisional Roles. By virtue of the position and authority vested in him,
a manager is continuously making decisions dealing with the unit's
strategy, allocation of resources, solving problems, etc.
7. Entrepreneurial role
The manager seeks to respond to the changing conditions of
environment. He is constantly looking for new ideas and initiating
development projects.
8. Disturbance handler
He responds to pressures and crisis situations.
9. Resource allocater
This role involves the allocation of resources: human, physical, financial
and other forms of resources to get things done. Allocation of his own
time and powers are important dimension
10. Negotiator
The manager is carrying on negotiations with external as well as
internal agents. The negotiator role is very important as the manager's
capability to negotiate determines the unit's performance.
31. Category Role Activity Examples
Informational
(managing by
information)
Monitor Seek and acquire
work-related
information
Scan/read trade press,
periodicals, reports; attend
seminars and
training; maintain personal
contacts
Disseminator Communicate/
disseminate
information to
others within the
organization
Send memos and reports;
inform staffers and
subordinates of decisions
Spokesperson Communicate/tra
nsmit information
to outsiders
Pass on memos, reports and
informational materials;
participate in
conferences/meetings and
report progress 31
32. Interpersonal
(managing through
people)
Figurehead Perform social
and legal
duties, act as
symbolic leader
Greet visitors, sign legal
documents, attend
ribbon cutting
ceremonies,
host receptions, etc.
Leader Direct and
motivate
subordinates,
select and train
employees
Includes almost all
interactions with
subordinates
Liaison Establish and
maintain
contacts within
and outside the
organization
Business
correspondence,
participation in meetings
with representatives
of other divisions or
organizations.
32
33. Decisional
(managing
through action)
Entrepreneur Identify new
ideas and initiate
improvement
projects
Implement innovations;
Plan for the future
Disturbance
Handler
Deals with
disputes or
problems and
takes corrective
action
Settle conflicts between
subordinates; Choose
strategic alternatives;
Overcome crisis
situations
Resource
Allocator
Decide where to
apply resources
Draft and approve of
plans, schedules,
budgets; Set priorities
Negotiator Defends
business
interests
Participates in and
directs negotiations
within team,
department, and
organization 33
34. 34
• A manager does not perform each of these roles
in isolation. In fact all these roles are linked and
in reality it may become difficult to separate
them. Some managers may be performing more
of one set of roles than others. Most managers
irrespective of their levels and nature perform, to
a little degree at least, all these roles.
• In the real world, these roles overlap and a
manager must learn to balance them in order to
manage effectively. While a manager’s work can
be analyzed by these individual roles, in practice
they are intermixed and interdependent.
35.
36. Managerial Skills
• Skill is the knowledge and ability that
enables one to do a job very well.
• Managers need to develop different
skills in order to perform their duties
effectively. There are some basic
skills, which all managers should
possess.
36
38. 38
Managerial Skills
Managerial Skills
Robert Katz identified three types of skills to make a manager
effective: technical, human and conceptual.
1. Technical skills involve an understanding of, and proficiency in a
specific kind of activity particularly one involving methods,
processes, procedures and techniques.
2. Human skills reflect the ability of a manager to work effectively
as a team member and build cooperative effort within the team he
heads. Human skills deal with working with people.
3. Conceptual skills involve the ability to see the enterprise as a
whole. It includes recognising how the various functions of an
organisation depend on one another and how changes in one part
affect all the other parts and it extends to visualising the
relationship of the individual business to the organisation, the
community and the political, social and economic forces of the
nation as a whole.
