Management Concepts

1. Management Concepts

2. Management: Concept and Process levels of management Managerial roles & skills Social Responsibility and managerial ethics Organization and its environment UNIT 1 - Introduction to Management, Organization and its Environment

3. According to Peter Drucker, • "Management is what the modern world is allabout." INTRODUCTION

4. We all have a vested interest in improving the way organizations are managed. • Better organizations are, in part, the result of good management. • You will eventually either manage or be managed • Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations. Why study management?

5. Every individual works in the organized group to achieve what he can’t achieve individually. Management is an essential part of any group activity. Group can be:- Family Play group Work group School Business firm A government Management is a universal process- Wherever there is human activity, there is management. Getting work done through other people. Contd/-

6. A group of people working together in a structured and co ordinated fashion to achieve a set of goals • Organization • A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations. • Where managers work (manage) • Common characteristics • Goals • Structure • People Organisation

7. Common characteristics

8. Organisation and its environment

9. someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Manager

10. Five Basic tasks of a manager

11. Henry MINtzberg- Managerial roles • Interpersonal • Figurehead • Leader • Liaison • Informational • Monitor • Disseminator • Spokesperson • Decisional • Entrepreneur • Disturbance hander • Resource allocator • Negotiator

12. Organizational Levels Top Managers Middle Managers First-line Managers Non-managerial Employees

13. First-line managers • Supervisors responsible for directing the day-to-day activities of operative employees • Middle managers • Individuals at levels of management between the first-line manager and top management • Top managers • Individuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members Organisational Levels

14. Management is the process of reaching organizational goals by working with and through people and other organizational resources.  It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently. Management

15. The process of getting things done, effectively and efficiently, through and with other people • Efficiency • Means doing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs • Effectiveness • Means doing the right things; goal attainment Management Defined…….

16. Louis E Boone & David L Kurtz- The use of people and other resources to accomplish objectives. Mary Parker Follet- the act of getting things done through people. Frederick Taylor defines Management as the art of knowing what you want to do in the best and cheapest way. Definitions

17. Characteristics

18. Nature of management • Mgmt. as a science Mgmt. principles based on observed phenomenon, systematic classification& analysis of data. Not an exact science—is a social science & deals with behavior of people in organisations.

19. Mgmt. as a art Application to solution of practical problem is an art • Mgmt. as a profession Professional manager-mgr. who undertakes mgmt. as a career & not interested in acquiring ownership Profession has following characteristics • A body of principles, techniques, skills and specialized knowledge

20. Formalized methods of acquiring training &experience • Establishment of a representative organization with professionalization as its goal • Formation of ethical codes for the guidance of conduct • Charging of fees based on services Contd/-

21. Managers Planningactivities toachieve the organization'sobjectives Organizingresources andactivities toachieve theorganization’sobjectives Staffingtheorganizationwith qualifiedpeople Directingemployees’activitiestowardachievementof objectives Controllingtheorganization’sactivitiesto keep iton course

22. . Management Process Activities Management process:planning, organizing, leading, and controlling

23. Management Process • Planning • Includes defining goals, establishing strategy, and developing plans to coordinate activities • Organizing • Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

24. Management Process • Leading • Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts • Controlling • The process of monitoring performance, comparing it with goals, and correcting any significant deviations

25. Importance of Management : • Effective Utilization of Resources • Development of Resources • To Incorporate Innovations • Integrating Various Interest Groups • Stability in the Society

26. Managers are under considerable pressure to make the best use of resources Too much pressure may induce managers to behave unethically, and even illegally SOCIAL RESPONSIBILITY AND MANAGERIAL ETHICS