This document provides information about Professor Puttu Guru Prasad and his qualifications. It also contains summaries of management concepts including definitions of management, what managers do, types of managers, managerial levels, and where managers work. Key points covered are the functional approach to management including planning, organizing, leading, and controlling. Management skills and the changing nature of organizations are also summarized.
Levels of Management
Functions of Top Management
Functions of Middle Management
Functions of Lower Management
Hierarchy of management positions
Management positions from top to bottom
Role of different levels of management in an organisation
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
Levels of Management
Functions of Top Management
Functions of Middle Management
Functions of Lower Management
Hierarchy of management positions
Management positions from top to bottom
Role of different levels of management in an organisation
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
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling
What is a Importance of Planning in business organisation, point to point define here, planning reduces uncertainty, make objective clear, provide basic control,
Definition of Planning And its Features in any business organization, planning is first task for starting any business planning is first function of management, Planning play vital role in management
In this slide presentation know about “Services Marketing”, which is an integral part of even the developed economies. The developed economies thus called as service economies reveal that the service sector accounts for more employment, contribution in GDP and more consumption than manufactured goods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling
What is a Importance of Planning in business organisation, point to point define here, planning reduces uncertainty, make objective clear, provide basic control,
Definition of Planning And its Features in any business organization, planning is first task for starting any business planning is first function of management, Planning play vital role in management
In this slide presentation know about “Services Marketing”, which is an integral part of even the developed economies. The developed economies thus called as service economies reveal that the service sector accounts for more employment, contribution in GDP and more consumption than manufactured goods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Fundamental of Management (managers & management) NotesFellowBuddy.com
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Management is to supervise and coordinate the activities of a group in order to design and maintain an environment in which individuals of a group can accomplish their pre selected objectives.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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5. Who Are Managers?
Manager
Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
6. Types of Managers
First-line Managers
Are at the lowest level of management and manage the
work of nonmanagerial employees– like sales force
Middle Managers
Manage the work of first-line managers- like team leaders
Top Managers
Are responsible for making organization-wide decisions
and establishing plans and goals that affect the entire
organization– like territory/Regional managers.
9. Where Managers Work
Organization
A consciously coordinated social unit,
composed of two or more people, that
functions on a relatively continuous basis
to achieve a common goal or set of
goals.
10. Definition of Management:
Management is the process of designing and
maintaining an environment in which individuals,
working together in groups, efficiently accomplish
selected aims
11. Definitions of Effectiveness and Efficiency
Productivity implies effectiveness and efficiency in
individual and organizational performance.
Effectiveness is the achievement of objectives.
Efficiency is the achievement of the ends with the
least amount of resources (time, money, etc.)
12. Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the least input
Effectiveness
“Doing the right things”
Attaining organizational goals
13. What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Managers (or administrators)
Individuals who achieve goals through other people.
14. What Do Managers Do?
Functional Approach
Planning
Organizing
Leading
Controlling
17. Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
19. Management Functions
Planning
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Lead to
Organizing
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Leading
Directing and
motivating all
involved parties
and resolving
conflicts
Controlling
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization ’s
stated
purpose
20. What Do Managers Do? (cont’d)
Mintzberg’s Management Roles Approach
Interpersonal roles------ Social Relations
Figurehead, leader, liaison
Informational roles------Spreading the news
Monitor, disseminator, spokesperson
Decisional roles--------to reach a settlement
Entrepreneur, disturbance handler, resource allocator, negotiator
21. What Do Managers Do? (cont’d)
Skills Approach
Technical skills
Human skills
Conceptual skills
22. Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.
Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
23. Skills Needed at Different Management
Levels
Top
Managers
Middle
Managers
Lower-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills
24. What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
25. The Changing Organization
Traditional
Stable
Inflexible
Job-focused
Work is defined by job
positions
Individual-oriented
Permanent jobs
Command-oriented
Managers always make
decisions
Rule-oriented
Relatively homogeneous
workforce
Workdays defined as 9 to 5
Hierarchial relationships
Work at organizational facility
during specific hours
New Organization
Dynamic
Flexible
Skills-focused
Work is defined in terms of tasks to
be done
Team-oriented
Temporary jobs
Involvement-oriented
Employees participate in decision
making
Customer-oriented
Diverse workforce
Workdays have no time boundaries
Lateral and networked
relationships
Work anywhere, anytime
26. Management: Definition
Acc to Harold Koontz: Management is the art of
getting things done through & with an formally
organized group
Acc to Henry Fayol: To manage is to forecast & plan,
to organize, to compound, to co-ordinate and to
control
PODSCORB:
- Planning, Organizing, Directing, Staffing,
Controlling, Co-ordinating, Reporting &
Budgeting
27. Features of Management
Art as well as Science
Management is an activity
Management is a continuous process
Management achieving pre-determined objectives
Organized activities
Management is a factor of production
Management as a system
Management is a discipline
28. Features of Management
Management is a distinct entity
Management aims at maximising profit
Management is a purposeful activity
Management is a profession
Universal application
Management is getting things done
Management is needed at all levels
29. Importance of Management
Management meet the challenge of change
Accomplishment of group goals
Effective utilization of resources
Effective functioning of business
Resource Development
Sound organization Structure
Management directs the organization
Integrates various interests
Stability
30. Importance of Management
Innovation
Co-ordination and team-spirit
Tackling problems
A tool for Personality Development
31. Thanking you all
Professor & Lawyer
Puttu Guru Prasad
M.Com., M.B.A., L.L.B., M.Phil., PGDFTM.,
AP.SET., ICFAI CMF., (PhD) at JNTUK.,
My Blog Link: puttuguru.blogspot.in
Cell: 93 94 96 98 98
Cell: 9885 96 36 36
Cell: 807 444 95 39