This document discusses key concepts in management including definitions of management, whether management is an art or science, managerial functions, roles, levels and skills. Management is defined as the process of utilizing resources efficiently to achieve goals through and with others. It has elements of both an art and a science. Key managerial functions include planning, organizing, leading and controlling. Managers fulfill various roles including figurehead, leader, liaison, monitor and problem solver. Managerial skills include technical, human and conceptual skills.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
1. The document defines management control as the actions used by management to guide an organization's people, machines, and functions to achieve goals and objectives.
2. It describes a management control system as an organized, systematic process and structure that management uses to exercise control.
3. Key aspects of management control include coordination, resource allocation, motivation, and performance measurement, drawing on contributions from accounting, economics, and organizational behavior.
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
This document defines management and its functions. It begins by defining management as the process of planning, organizing, staffing, directing, and controlling human efforts to achieve goals in an organization. It then lists the five functions of management as planning, organizing, staffing, directing, and controlling. The document provides examples of activities for each function, such as evaluating goals for planning, bringing together resources for organizing, and monitoring activities for controlling. It concludes by assigning a group activity for students to categorize management activities under each specific function.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
1. The document defines management control as the actions used by management to guide an organization's people, machines, and functions to achieve goals and objectives.
2. It describes a management control system as an organized, systematic process and structure that management uses to exercise control.
3. Key aspects of management control include coordination, resource allocation, motivation, and performance measurement, drawing on contributions from accounting, economics, and organizational behavior.
This chapter discusses organizing as the process of grouping people and tasks to achieve goals. It defines organizing and examines it as a process. The chapter also covers types of organization structures like line, line and staff, and functional. It discusses organization charts, departmentation, centralization vs decentralization, and the relationships between line and staff. The key goals of organizing are establishing responsibility, communication, and performance measurement.
Techniques for Assessing the Environment
List three different approaches to environmental scanning.
Explain what competitor intelligence is and ways that managers can do it legally and ethically.
Describe how managers can improve the effectiveness of forecasting.
Techniques for Allocating Resources
List the four techniques for allocating resources.
Describe the different types of budgets.
Tell what a Gantt chart does.
Explain a load chart.
This document defines management and its functions. It begins by defining management as the process of planning, organizing, staffing, directing, and controlling human efforts to achieve goals in an organization. It then lists the five functions of management as planning, organizing, staffing, directing, and controlling. The document provides examples of activities for each function, such as evaluating goals for planning, bringing together resources for organizing, and monitoring activities for controlling. It concludes by assigning a group activity for students to categorize management activities under each specific function.
The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
The document discusses effective management and the roles and responsibilities of managers. It explains that management requires coordinating limited resources to achieve goals while balancing various demands. The four main roles of managers are planning, organizing, controlling, and leading. Planning involves setting strategic, tactical, and operational goals. Organizing is allocating resources and delegating tasks. Controlling monitors performance and makes adjustments. Leading motivates employees through communication, delegation, and other skills. Different management styles are chosen based on situational factors like the task, team skills, and constraints.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
This document discusses key concepts related to organizing in organizations. It covers differentiation and integration as fundamental concepts of organizing that involve dividing labor into specialized tasks while still coordinating work. Various structures are described such as mechanistic versus organic, as well as functional, product, geographic, and matrix designs. Elements of structure like departmentalization, the chain of command, and span of control are also summarized. Factors that determine organizational design are environment, size, technology, and strategy.
Planning is the process of setting organizational goals, strategies, and plans of action to achieve those goals. It provides direction, reduces uncertainty, and minimizes waste. Plans can vary in comprehensiveness, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization while operational plans apply to specific units. Planning occurs at all management levels but plans must be related and directed toward the same goals. Forecasting, contingency planning, scenario planning, benchmarking, and participatory planning are important planning techniques. Decision making involves identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the outcome. Decisions can be structured or unstructured and made under conditions of certainty or
Chapter 1 Introduction To Management And Organizationsmanagement 2
This document introduces management and organizations. It defines management as the process of coordinating work activities to achieve goals efficiently and effectively through others. Managers perform functions like planning, organizing, leading, and controlling. They take on roles like interpersonal, informational, and decisional roles. Managers need skills such as technical, human, and conceptual skills. They must manage organizations as open systems that interact with their environments. The document also discusses why studying management is important as most people have managerial responsibilities or report to managers.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
It is the common thread that runs through all activities such as purchase, production, sales, and finance to ensure continuity in the working of the organisation.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
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.
Here is the chronological order of the steps in the Decision Making Process:
1. Identification of a Problem
2. Identification of Decision Criteria
3. Allocation of Weights to the Criteria
4. Development of alternatives
5. Analysis of alternatives
6. Selection of alternative
7. Implementation of alternative Chosen
8. Evaluation of Decision Effectiveness
Types of planning, its goals and objectives.Vaibhav Sagar
This document discusses different types of planning including corporate, functional, operational, long term, short term, proactive, reactive, formal, and informal planning. It provides examples for each type. The key goals and objectives of planning are to bring certainty to future events, provide specific directions, allow for forecasting, bring economy to managerial operations, help attain predetermined goals, and gain an advantage over competitors. Planning turns an organization's mission and vision into measurable targets and helps ensure goals are achieved.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Management refers to a series of inter-related functions to achieve organizational objectives through effective utilization of resources. The primary functions of management are planning, organizing, staffing, directing, and controlling. Planning involves decision making and preparing plans, policies, and procedures. Organizing is dividing work and assigning authority and responsibility. Staffing is deploying the workforce. Directing includes instructing, motivating, and leading subordinates. Controlling compares actual performance to standards and takes corrective actions.
Cornelius 1960 is a rock band from Galicia, Spain formed in 1960 by friends who are musicians. They draw from various influences including old records, pop, and rock sounds. Their music has been described as having catchy melodies and being genuine without inferiority complexes. They have gained success in Spain, achieving the number 3 spot in a 2007 battle of bands competition and regularly playing concerts in Galicia. Their albums from 2007 onward have received positive reviews for their rhythmic and captivating music. In 2011, they were selected by Coca-Cola to record a version of "Happiness" for a jingle project.
Media Consumption and Effective ActivationIAB Canada
This document discusses how consumer media consumption and research has evolved from an era focused on in-store tire kicking to one dominated by online research conducted across multiple touchpoints before visiting a dealership. It notes that consumers now arrive informed with a specific product in mind. The document advocates that brands must get out of their traditional marketing funnel and into the consumer's journey by delivering desired content across multiple channels. It promotes developing a digital north star vision to guide agile and adaptive engagement that delivers insights, authenticity and delight to continuously activate consumers, partners and employees.
The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
The document discusses effective management and the roles and responsibilities of managers. It explains that management requires coordinating limited resources to achieve goals while balancing various demands. The four main roles of managers are planning, organizing, controlling, and leading. Planning involves setting strategic, tactical, and operational goals. Organizing is allocating resources and delegating tasks. Controlling monitors performance and makes adjustments. Leading motivates employees through communication, delegation, and other skills. Different management styles are chosen based on situational factors like the task, team skills, and constraints.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
This document discusses key concepts related to organizing in organizations. It covers differentiation and integration as fundamental concepts of organizing that involve dividing labor into specialized tasks while still coordinating work. Various structures are described such as mechanistic versus organic, as well as functional, product, geographic, and matrix designs. Elements of structure like departmentalization, the chain of command, and span of control are also summarized. Factors that determine organizational design are environment, size, technology, and strategy.
Planning is the process of setting organizational goals, strategies, and plans of action to achieve those goals. It provides direction, reduces uncertainty, and minimizes waste. Plans can vary in comprehensiveness, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization while operational plans apply to specific units. Planning occurs at all management levels but plans must be related and directed toward the same goals. Forecasting, contingency planning, scenario planning, benchmarking, and participatory planning are important planning techniques. Decision making involves identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the outcome. Decisions can be structured or unstructured and made under conditions of certainty or
Chapter 1 Introduction To Management And Organizationsmanagement 2
This document introduces management and organizations. It defines management as the process of coordinating work activities to achieve goals efficiently and effectively through others. Managers perform functions like planning, organizing, leading, and controlling. They take on roles like interpersonal, informational, and decisional roles. Managers need skills such as technical, human, and conceptual skills. They must manage organizations as open systems that interact with their environments. The document also discusses why studying management is important as most people have managerial responsibilities or report to managers.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
This document discusses organizing as a function of management. It defines organizing and explains that it involves sub-dividing and grouping activities. Organizing becomes necessary when more than one person works together to achieve common objectives. The document then discusses the nature and purpose of organization, including specialization, orientation towards goals, and continuity. It also outlines the steps in the organizing process and discusses formal and informal organization structures. Finally, it covers different types of organizational structures like bureaucratic, functional, divisional, and matrix structures.
A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
It is the common thread that runs through all activities such as purchase, production, sales, and finance to ensure continuity in the working of the organisation.
Controlling is the process of ensuring actual activities conform to planned activities. It involves establishing performance standards, measuring actual performance, comparing actual results to standards, and taking corrective action as needed. There are three types of control: feed forward control sets policies before operations begin; concurrent control monitors and adjusts activities as they occur; and feedback control measures outputs, compares them to standards, and implements corrective actions. Control techniques include budgetary methods like operating, variable, and zero-base budgets. Non-budgetary methods include statistical data, reports, auditing, and personal observation. Modern methods include PERT, management information systems, and computers. An effective control system focuses on critical points, integrates all controls, and tail
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.
Here is the chronological order of the steps in the Decision Making Process:
1. Identification of a Problem
2. Identification of Decision Criteria
3. Allocation of Weights to the Criteria
4. Development of alternatives
5. Analysis of alternatives
6. Selection of alternative
7. Implementation of alternative Chosen
8. Evaluation of Decision Effectiveness
Types of planning, its goals and objectives.Vaibhav Sagar
This document discusses different types of planning including corporate, functional, operational, long term, short term, proactive, reactive, formal, and informal planning. It provides examples for each type. The key goals and objectives of planning are to bring certainty to future events, provide specific directions, allow for forecasting, bring economy to managerial operations, help attain predetermined goals, and gain an advantage over competitors. Planning turns an organization's mission and vision into measurable targets and helps ensure goals are achieved.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Management refers to a series of inter-related functions to achieve organizational objectives through effective utilization of resources. The primary functions of management are planning, organizing, staffing, directing, and controlling. Planning involves decision making and preparing plans, policies, and procedures. Organizing is dividing work and assigning authority and responsibility. Staffing is deploying the workforce. Directing includes instructing, motivating, and leading subordinates. Controlling compares actual performance to standards and takes corrective actions.
Cornelius 1960 is a rock band from Galicia, Spain formed in 1960 by friends who are musicians. They draw from various influences including old records, pop, and rock sounds. Their music has been described as having catchy melodies and being genuine without inferiority complexes. They have gained success in Spain, achieving the number 3 spot in a 2007 battle of bands competition and regularly playing concerts in Galicia. Their albums from 2007 onward have received positive reviews for their rhythmic and captivating music. In 2011, they were selected by Coca-Cola to record a version of "Happiness" for a jingle project.
Media Consumption and Effective ActivationIAB Canada
This document discusses how consumer media consumption and research has evolved from an era focused on in-store tire kicking to one dominated by online research conducted across multiple touchpoints before visiting a dealership. It notes that consumers now arrive informed with a specific product in mind. The document advocates that brands must get out of their traditional marketing funnel and into the consumer's journey by delivering desired content across multiple channels. It promotes developing a digital north star vision to guide agile and adaptive engagement that delivers insights, authenticity and delight to continuously activate consumers, partners and employees.
Japan developed unique management styles like lifetime employment, seniority-based promotion, and just-in-time production to rebuild its economy after World War 2. Key aspects of Japanese management include quality circles of workers meeting weekly to improve processes, consensus-based decision making, extensive training, and emphasis on harmonious employee relations. While very successful in Japan, critics argue that Japanese management may be difficult to transfer to other cultures.
The document discusses various barriers to effective communication. It identifies physical barriers like defects in transmission devices or noise that can distort a message. Semantic and language barriers arise from differences in word meanings and cultural/educational backgrounds. Socio-psychological barriers operate at the emotional level and include self-centered attitudes, group influences, filtering of information, social status differences, and poor communication skills. Organizational barriers result from delays, misinterpretations, lack of understanding, and issues with policies, rules, status relationships, facilities, and channel choice within an organization. Cross-cultural barriers are the greatest due to differences in national character, language, values, social relationships, thinking, perceptions of time/space between cultures. T
The document discusses barriers to communication and ways to overcome them. It identifies semantic, organizational, psychological, and other barriers that can distort messages. Semantic barriers include a lack of common language and poor vocabulary. Organizational barriers involve complexity in structure and communication overload. Psychological barriers relate to attitudes, perceptions, and experiences. Other barriers are cultural differences, distance, and technical problems. The document recommends ways to overcome barriers such as using simple language, improving listening skills, avoiding jargons, and obtaining feedback.
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are used to plan and schedule complex projects. These methods involve identifying all activities, their durations, and logical relationships to construct a network diagram. The critical path is then determined by calculating the longest path of linked activities from start to finish, which must be carefully managed to ensure on-time project completion.
SWOT analysis is a technique used in project management to evaluate the strengths, weaknesses, opportunities, and threats involved in a project. It is typically performed early in a project to identify risks and inform project planning. However, SWOT can also be used later if a project requires re-evaluation of its budget, schedule, or other factors. The analysis involves asking questions of stakeholders about various internal and external factors that could impact the project's success. Performing a thorough SWOT analysis provides valuable information to help managers plan projects and make important decisions.
1. Process management is an integral part of operating systems for allocating resources, enabling information sharing, and protecting processes. The OS maintains data structures describing each process's state and resource ownership.
2. Processes go through discrete states and events can cause state changes. Scheduling selects processes to run from ready, device, and job queues using algorithms like round robin, shortest job first, and priority scheduling.
3. CPU scheduling aims to maximize utilization and throughput while minimizing waiting times using criteria like response time, turnaround time, and fairness between processes.
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
The document summarizes key aspects of process management in operating systems. It discusses the process manager and its role in managing processes, threads, and resources. It describes process descriptors that contain information about processes and threads. Process states like running, blocked, and ready are also summarized. The document outlines reusable and consumable resources and how resource managers allocate and track resources. Process hierarchies and generalizing process management policies are briefly covered at the end.
The 6 step decision making process involves: 1) identifying the problem, 2) diagnosing the problem through analysis from different perspectives, 3) discovering alternative courses of action through research and creativity, 4) evaluating alternatives by considering advantages and disadvantages, 5) selecting the best alternative, and 6) implementing and following up on the decision through evaluation of results.
1. Decision-making is a central activity of management that involves identifying problems, criteria, alternatives, analyzing options, selecting a choice, and implementing and evaluating decisions.
2. Group decision-making follows techniques like nominal group thinking, Delphi technique, and stepladder technique to generate ideas and reach consensus while avoiding biases.
3. Programmed decisions are routine while non-programmed decisions are novel, complex, and involve risk; ethics should be considered in all stages of decision-making.
Fayol developed 14 principles of management based on his experience as a mining engineer and manager. Some of the key principles included division of work, where specialization increases efficiency; authority and responsibility, where managers must have authority to give orders but also be responsible; and unity of command and direction, where employees should receive instructions from one supervisor and teams should work under one manager. Other principles focused on discipline, fair remuneration, order, stability of personnel, and initiative. Overall, Fayol's principles aimed to provide structure and guidelines to effectively manage organizations.
This document discusses effective communication skills. It defines communication as the transmission of information from one person to another, where the recipient understands the meaning. The most effective communication ensures the intended message is conveyed as closely as possible. Barriers to effective communication include lying, perceptions, emotions, and poor listening. Principles for effective communication include keeping information concise, ensuring understanding through feedback, using two-way communication, and recognizing that different people can interpret information differently. Non-verbal communication such as body language, eye contact, and tone of voice also impact how a message is received. Effective listening is important for communication and involves focusing fully on the speaker without interrupting.
The document discusses the three levels of management in an organization: top level management, middle level management, and lower level/supervisory management. It describes the roles and responsibilities at each level. Top level management focuses on planning, coordinating, and controlling overall activities. Middle level management implements plans and oversees departments. Lower level management directly oversees workers and operations.
Success of the organization depends on the experience and competence of the officers of the organization. Different forms of organizations are Line, military or scalar organization, functional organization, line and staff organization, committee of organization, project organization, matrix organization and freeform organization.
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This document provides an overview of marketing concepts including definitions of marketing, the modern concept of marketing, features of marketing, marketing management, differences between marketing and selling, marketing philosophies, functions of marketing, the role of marketing, elements of the marketing mix including product, price, place, and promotion. It also discusses products and their classification, branding, packaging, labelling, pricing factors, channels of distribution, and factors that determine the selection of distribution channels. The key topics covered include understanding what marketing is, its importance for businesses and the economy, and the various tools and strategies used in marketing management.
Barriers of Communication,Types of Barriers in Communication,1.Physical barriers,2.Physiological barriers,Example for psychological,PSYCHOLOGICAL BARRIERS,Selective perception,Message related barrier,4.Organizational barrier,Organizational barriers,Cross-cultural barrier,Different languages And cultures,Learning about other cultures,Discrimination,Dealing with Discrimination in the Workplace,Types Of Discrimination,Overcoming barriers,Personal barriers,Barriers related to the communicator
Managerial decision making involves responding to opportunities and threats by analyzing options and choosing courses of action. There are two types of decisions - programmed decisions which are routine, and non-programmed decisions which are unusual situations with no set rules. The classical model assumes all information is available, but the administrative model recognizes information is often incomplete. Effective decision making involves framing the problem, generating alternatives, evaluating alternatives, choosing an alternative, implementing it, and learning from feedback. Group decision making can reduce biases but risks groupthink; techniques like devil's advocacy and diversity can improve it. Organizational learning and creativity help decision making by challenging assumptions and encouraging new ideas.
The document discusses effective communication skills, defining communication as the transmission of ideas or feelings so that the sender and receiver share the same understanding. It outlines the communication process, types of communication, components of communication, and barriers to communication. It emphasizes the importance of active listening, providing tips to improve verbal and non-verbal communication skills. Mastering communication is key to professional success.
- Managers perform key functions like planning, organizing, leading and controlling and take on roles such as figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator.
- Successful managers need technical, human, and conceptual skills. They are also classified as first-line, middle, or top managers depending on their level in the organization.
- The nature of managerial work involves balancing interpersonal, informational, and decisional responsibilities across different managerial roles and levels.
The document discusses the definition and functions of management, including planning, organizing, leading, and controlling. It describes management as the process of achieving organizational goals through coordinating human and other resources. The roles of managers are explained as including interpersonal roles like leadership, informational roles like monitoring, and decisional roles such as resource allocation.
introduction to management for b.tech students CH-4.pdfyashchotaliyael21
This document provides an overview of management concepts including definitions of management, the nature of management, the difference between management and administration, and Henry Mintzberg's roles of managers. It also summarizes two schools of management thought - Scientific Management by Frederick Taylor and Henri Fayol's 14 Principles of Management. Scientific Management focused on applying scientific analysis to work processes while Fayol emphasized organizing and regulating internal organization activities to achieve managerial efficiency. The document defines key terms and concepts within the fields of management and administration.
This document discusses the concepts of management, organization, and the manager's job. It defines management as the process of planning, organizing, leading, and controlling organizational resources to efficiently achieve goals. Management is needed in all types of organizations. The key functions of management are planning, organizing, staffing, leading, and controlling. Management occurs at three levels: top level managers set strategy, mid-level managers implement plans, and lower-level managers supervise workers. Effective managers require technical, human relations, and conceptual skills. Finally, the document outlines several features of management, such as being goal-oriented and integrating human and physical resources.
PRINCIPLES OF MANAGEMENT lecture notesBala Murugan
Management involves coordinating the efforts of people (men, machines, materials, money) to accomplish organizational goals in an efficient manner. It can be viewed as both an art and a science. As an art, management requires personal skills and creativity to achieve practical results. As a science, it involves developing and applying principles and theories through research. Key figures in the evolution of management thought include Fayol, who developed 14 principles of management, and Taylor, who pioneered scientific management focusing on time/motion studies. Effective management is important for organizations to utilize resources optimally and meet challenges.
The document discusses the concepts and functions of human resource management, including planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the different levels of management from top to low-level managers and their roles. The roles and responsibilities of human resource professionals in establishing procedures, developing methods, and advising managers on human resource activities are also covered.
This document provides an overview of management concepts including definitions of management from different perspectives, the areas and functions of management, types and levels of managers, managerial roles, management skills, and organizational performance. It defines management as both an art and a process for achieving goals through planning, organizing, leading, and controlling resources. The key areas of management are general management of the overall organization and functional management of specific units. Managerial roles involve interpersonal, informational, and decision-making responsibilities. Skills required for effective management include interpersonal, communication, technical, conceptual, and human skills. Organizational performance depends on both efficiency and effectiveness in achieving goals.
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
The document provides an overview of management and organization, describing key concepts such as the definition and scope of management, the importance of effectiveness and efficiency, characteristics of managers at different levels, and the roles and skills required of managers. It examines concepts like planning, organizing, staffing, leading, controlling, decision making, and communication. The document aims to help readers understand management principles and how organizations function.
- Management involves planning, organizing, staffing, leading, and controlling an organization to accomplish goals efficiently and effectively.
- There are typically three levels of management in most organizations: top-level managers who set strategy and policy; middle managers who execute plans and communicate between levels; and first-level managers who directly supervise employees and their daily tasks.
- Each level of management performs different functions to ensure the organization operates smoothly and works towards its objectives.
This document defines key management concepts and principles. It discusses the definitions of management, organization, leadership, administration, and related terms. It compares the roles of managers and leaders, and explores the differences between administration, management, and leadership. Several principles of management are also outlined, including division of work, authority and responsibility, discipline, and unity of command. The document provides an overview of the fundamental concepts and frameworks used in management.
This document provides an overview of key topics in management including strategic planning, human resource management, marketing, and product management. It defines management and outlines its functions including planning, organizing, staffing, leading, and controlling. It describes the roles and skills of managers at different levels and discusses strategic planning processes. The levels of management and importance of functions to each level are also summarized.
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
The document defines management and its key functions. It discusses management as planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals efficiently and effectively. It also summarizes Fayol's 14 principles of management which include division of labor, unity of command, equity and discipline. Management involves balancing efficiency and effectiveness to attain goals. The roles of managers include interpersonal, decisional and informational roles like leading, negotiating and monitoring.
This document provides an introduction to pharmaceutical management. It defines key terms like organization, management, and managers. It explains that managers are responsible for coordinating an organization's resources, including human, financial, physical, and information resources, to achieve its goals efficiently and effectively. The management process involves planning and decision making, organizing, leading, and controlling. Good managers need technical, interpersonal, conceptual, diagnostic, communication, decision making, and time management skills to be effective.
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.
This document discusses key concepts related to management and managing organizations. It defines management as planning, organizing, leading, and controlling resources to achieve goals efficiently and effectively. Managers are responsible for supervising resources including people, skills, knowledge, equipment, and finances. Organizational performance is measured by efficiency and effectiveness in satisfying customers and achieving goals. The four main managerial functions are planning, organizing, leading, and controlling. The document also outlines types of managers, areas of management, changing hierarchies, empowerment, self-managed teams, managerial roles and skills, competencies, and challenges for management in a global environment.
The document discusses principles of management. It covers topics like organization, management functions, and Mintzberg's managerial roles. It defines organization as identifying and grouping work to achieve objectives. Management involves planning, organizing, leading, and controlling activities. The four primary management functions are discussed. Mintzberg identified 10 managerial roles divided into interpersonal, informational, and decisional categories. The roles involve tasks like leading, monitoring information, allocating resources, and representing the organization.
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This document defines key terms related to management concepts such as organization, management, leadership, administration, and effectiveness. It compares leadership to management and administration to management. Several definitions of management are provided that focus on productivity, human relations, process orientation, and decision making. Henry Fayol's 14 principles of management are also outlined, including division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests. The document provides an overview of foundational management concepts, principles, and terminology.
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3. What is Management?
• The verb manage comes from the
Italian maneggiare (to handle —
especially a horse), which in turn
derives from the Latin manus (hand).
The French word mesnagement (later
ménagement) influenced the
development in meaning of the
English word management in the 17th
and 18th centuries.
4. • A process or form of work that
involves the guidance and direction of
a group of people toward a goal.
(Terry and Rue, 1982)
• The process of Planning, organizing,
leading and controlling the efforts of
organization members and of using all
resources to achieve goals. (Stoner,
1993)
5. • The establishment of an
environment for group effort that
each individuals will contribute for
group objectives with the least
amount of such inputs as money,
time, effort, discomfort and
materials. (O’Donnel and
Weihrich, 1980)
6. • The process of working with people
and other people to accomplish a goal
(Johnson and Stenson, 1978)
• Coordinating and over-seeing the
work activities of others so that their
activities are completed efficiently and
effectively. (Robbins and Coulter,
2007)
7. Based on the definitions given,
management has emerged some features:
• It is a systematic process
• It utilizes resources efficiently
• It gets things done through and with
others.
• It achieves a stated goal
8. Based on the emerged features
of management, we can say
the it is a process by which a
manager of an organization
efficiently utilizes resources as
he/she works with others to
achieve a goal.
10. Management as Science
• Supported by the Scientific
Management Movement
pioneered by Frederick W. Taylor
and Frank and Lillian Gilbreth
• There are ideal managerial
practices for certain situations
11. • If there are managerial
dilemmas, there is a rational
and objective way to determine
the correct course of action by
following general principles and
theories and also by creating
and testing hypotheses about
the action.
12. Management as an Art
• Managers rely on the social
and political environment
surrounding the managerial
issue, using their own
knowledge of a situation, rather
than generic rules, to determine
a course of action.
13. • As viewed by Henry Mintzberg, managers
did not necessarily have routine behaviors
throughout their days, but instead used
their own social and political skills to solve
problems that arose throughout the course
of work.
• It involves the proficiency in the practical
application of knowledge acquired through
experience and observation.
14. “Managing as practice is an
art, the organized body of
knowledge about management
is science” –Flores, et.al, 2006
17. EFFICIENT
• The means of attaining
organizational goals through
using resources wisely to
produce a given output of
goods or services.
• “Doing things right”
18. EFFECTIVE
• It means to achieve results, to
make right decisions and
successfully carry them out so that
they achieve the organization’s
goals.
• “Doing the right things”
20. Managers
• coordinate with others for work so that
organizational goals can be
accomplished
• The job is not about personal
achievement, but its helping others to
do their works
Leaders
• influence other people to work to
achieve certain goals.
21. Subject Manager Leader
Essence Stability Change
Focus Managing work Leading people
Have Subordinates Followers
Horizon Short-term Long-term
Seeks Objectives Vision
Approach Plans detail Sets direction
22. Subject Manager Leader
Decision Makes Facilitates
Power Formal
authority
Personal charisma
Appeal to Head Heart
Energy Control Passion
Dynamic Reactive Proactive
Persuasion Tell Sell
23. Subject Manager Leader
Style Transactional Transformational
Exchange Money for
work
Excitement for
work
Likes Action Striving
Wants Results Achievement
Risk Minimizes Takes
Rules Makes Breaks
24. Subject Manager Leader
Conflict Avoids Uses
Direction Existing
roads
New roads
Truth Establishes Seeks
Concern Being right What is right
Credit Takes Gives
Blame Blames Takes
25. Managerial Levels
• First/Front-line Managers
– Lowest level of management.
– Manages the work of non-managerial employees
who are typically involved with producing the
organization’s products or servicing the customers.
– They are people who have direct supervision over
the working force in office factory, sales field or
other workgroup or areas of activity.
– They are often titled as supervisors, district
managers, department managers or office
managers.
26. • Middle Managers
– Between the lowest and the top level of an
organization.
– They are responsible for carrying out the
decisions made by top-level management.
– They manage the work with the first-line
managers.
– They are called as regional manager, project
leader or division manager.
27. • Top-Level Managers
– They are responsible for making organization-wide
decisions and establishing plans and goals that affects
the entire organization.
– Require an extensive knowledge of management roles
and skills.
– They have to be very aware of external factors such as
markets.
– Their decisions are generally of a long-term nature
– Their decisions are made using analytic, directive,
conceptual and/or behavioral/participative processes
– They are responsible for strategic decisions.
– They have to analyze the plan and see that plan may be
effective in the future.
32. • Devised by Henry Fayol (Five
Functions of Management)
• Fayol’s Functions of Management has
evolved (Robbins and Coulter; 2007)
and was organized into four (4)
• The Four Functions of Management
are:
–Planning
–Organizing
–Leading
–Controlling
33. Managerial Functions
• Planning – Managers should define or set
goals, establish strategies for achieving the
goals and create plans to integrate and
coordinate activities.
• Organizing – Managers arrange and
structure work though identifying,
subdividing, grouping, assigning and
coordinating activities in order to
accomplish the created plan.
34. • Leading – Managers works with and through
their people to achieve the desired goal.
They are they one to choose, train and
motivate people for their work.
• Controlling - Managers should evaluate and
monitor work performance and take
necessary corrective action to ensure
whether things are going as planned.
37. • Henry Mintzberg studied actual managers at
work to identify managers’ roles
• He concluded that what managers should
do is by referring to the ten (10) different but
interrelated management roles which
specify their managerial behaviors.
• Roles are divided into three (3) categories:
Interpersonal, Informational and Decisional
38. • Interpersonal Roles – it involves people and
other duties that are symbolic in nature.
Figurehead – They represent their units which
they are obliged to perform a number of routine
duties of a legal or social in nature.
Leader – They initiate, motivate and coordinate
their subordinates to perform work.
Liaison – They interact with persons in other
units and outside the unit. They maintain self
developed networks of outside contacts and
informers.
39. • Informational Roles – it involves collecting,
receiving and disseminating information.
Monitor – They seeks and receives internal and
external information.
Disseminator – They transmit information
received from outsiders or from subordinates to
the members of the organization.
Spokesperson – They represent and speak for
their units. They transmit information to
outsiders about the organization’s plans,
policies, actions and results.
40. • Decisional Roles – it involves in making the
right choice and decision.
Entrepreneur – They identify opportunities and
development for the organization which initiates
change.
Problem Solver/Disturbance handler – They identify
solutions and take corrective actions when the
organization faces streams of problems.
Resource Allocator – They distribute funds,
personnel, materials and other resources wisely.
Negotiator – they are involved or represent their
units in some negotiating activities.
42. • Created by Robert L. Katz
• According to him, managers need three
(3) essential skills for them to work
efficiently.
• The Three (3) Essential Skills are:
–Technical Skills
–Human Skills
–Conceptual Skills
43. • Technical Skills (Doing)
– Skills that are job specific in nature since it
needs knowledge and techniques to proficiently
perform a task.
– It involves knowledge in methods, processes,
procedures and techniques.
– It also includes the understanding in the use of
the tools for a given task.
– It is important for First-line managers since they
manage non-managerial employees who are
using the tools and techniques to produce the
organization’s product or service.
– Vocational and on-the-job training programs
develop this skill.
44. • Human Skills (Interacting)
– Skills that deal with the ability to work well with other
people both individually and in a group.
– It includes sensitivity to the needs and motivation of
people in an organization.
– This skill is essential and equally important to all levels
of management.
– Managers with good human skills are able to get to get
the best out of their people since they know how to
communicate, motivate, lead and inspire.
– This skill can be effectively aided by a skilled instructor
through use of case problems coupled with impromptu
role playing.
45. • Conceptual Skills (Thinking)
– Skills use to think and conceptualize about
abstract and complex situations.
– Using these skills, managers look at the
organization as a whole, understand the
relationship among various subunits and
visualize how the organization fits into its
broader environment.
– It is very important for the Top-level managers
– Coaching of subordinates and job-trading can
help managers to develop this skill.
46. Significance of Managerial Skills
Conceptual
Human
Technical
First-Line
Managers
Conceptual
Human
Technical
Middle
Managers
Conceptual
Human
Technical
Top Managers
47. Also, the American
Management Association
identified different
managerial skills based on
a survey of practicing
managers.
48. • Conceptual Skills
–Ability to use information to solve problems
–Identification of opportunities for innovation
–Recognizing problem areas and
implementing solutions
–Selecting critical information from masses of
data
–Understanding of business uses of
technology
–Understanding the organization’s business
model
49. • Communication Skills
–Ability to transform ideas into words
and actions
–Credibility among colleagues, peers
and subordinates
–Listening and asking questions
–Presentation skill; orally or in written
50. • Effectiveness Skills
–Contributing to the mission/objectives
–Customer focus
–Multi-tasking
–Negotiating skills
–Project management
–Reviewing operation and implementing
improvements
–Setting and maintaining performance
standards
–Setting priorities for attention and activity
–Time management
51. • Interpersonal Skills
–Coaching and mentoring skills
–Diversity skills: working with diverse
people and cultures
–Networking within and outside the
organization
–Working in teams; cooperation and
commitment
53. Functional Areas of Management
• Human Resources Management
• Operations Management
• Marketing Management
• Financial Management
• Information and Communication
Technology Management
54. Human Resources
• It deals with the formal system for the
management of people within an
organization. (Bateman and Snell, 2008)
• The most important asset of all
organizations.
• It performs the recruitment and dismissal of
employees.
• It declares the salaries, wages and benefits
of personnel.
55. Operations
• It includes the ff.:
– Design of goods and services
– Quality management
– Process strategy
– Locations strategies
– Layout strategies
– Human Resources
– Supply chain management
– Inventory management
– Scheduling
– Maintenance
56. Operations
• It also include transaction
processing, crew scheduling,
communications and
dispatching and efficient use
of machines, space and
personnel.
57. Marketing
• The area which is closest to customers.
• It’s activities relate to identifying customers’
needs and interpret these back to the
enterprise for its business reaction.
• It includes the ff.:
• Product and Service Planning
• Pricing
• Distribution
• Promotions
• Market Research
• Customer Service
58. Financial
• The finance person is in charge of:
– the investments of the stockholders
– the use of funds in the operation
– The distribution of income of the business
owners
• The finance person is also known as Chief
Financial Officer.
• It consist the management of the current
assets and liabilities.
• The goal is profit maximization.
59. Information and Communication
Technology
• The most intimidating area of management
due to its dizzying pace and scope of
influence.
• Chief Technology Officer (CTO) is the one
who managed this area.
• CTOs directly get in touch with the external
partners of an enterprise.
• They are also tasked to integrate these
external information to the internal goals of
the organization.