Zainab

Principles of Management
Father of Management: Henry Fayol
Father of Scientific Management: Taylor
Management

The process of designing and creating an environment, where group of people

work together to achieve goals or objectives of organization..

Managerial skills

Conceptual skill: Human Skill: Technical skill and decision making skill

Managerial Level

Top level; Middle level; Lower Level

Mintzberg's Management Roles

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 Interpersonal

Figurehead – As a manager, you have social, official and legal responsibilities.

You're expected to be a source of inspiration. People look up to you as a person
with authority, and as a figurehead.

Leader – This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance and
responsibilities of everyone in the group.

Liaison – Managers must communicate with internal and external contacts. You
need to be able to network effectively on behalf of your organization.

 Informational Category

The managerial roles in this category involve processing information.

Monitor – In this role, you regularly seek out information related to your
organization and industry, looking for relevant changes in the environment. You
also monitor your team, in terms of both their productivity, and their well-being.

Disseminator – This is where you communicate potentially useful information to

your colleagues and your team.

Spokesperson – Managers represent and speak for their organization. In this role
you're responsible for transmitting information about your organization and its
goals to the people outside it.

 Decisional Category

The managerial roles in this category involve using information.

Entrepreneur – As a manager, you create and control change within the

organization. This means solving problems, generating new ideas, and
implementing them.
Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help mediate
disputes within it.

Resource Allocator – You'll also need to determine where organizational

resources are best applied. This involves allocating funding, as well as assigning
staff and other organizational resources.

Negotiator – You may be needed to take part in, and direct, important negotiations
within your team, department, or organization.

Managerial Functions

1) Planning
Planning is the function of management that involves setting objectives and
determining a course of action for achieving those objectives
There are many different types of plans and planning

Strategic planning (Corporate)

It involves analyzing competitive opportunities and threats, as well as the strengths
and weaknesses of the organization, and then determining how to position the
organization to compete effectively in their environment..
Tactical planning (Divisional)
It is intermediate-range (one to three years) planning that is designed to develop
relatively concrete and specific means to implement the strategic plan.
Operational planning (Strategic)
Operational planning is short-range (less than a year) planning that is designed to
develop specific action steps that support the strategic and tactical plans.

Management by Objective

Management by objectives (MBO) is a management model that aims to improve

the performance of an organization by clearly defining objectives that are agreed to
by both management and employees

Difference between Planning and forecasting

Planning; already defined

Forecasting: In the simplest terms, forecasting is the attempt to predict future

outcomes based on past events and management insight.

Decision making

Decision-making involves the selection of a course of action from among two or

more possible alternatives in order to arrive at a solution for a given problem”.

Decision making Process

 Defining problems
 Analyzing
 Develop the alternative solution
 Evaluate the alternatives
 Select the best one
 Implement the decision
 Organizing

Organizing is the function of management that involves developing an

organizational structure and allocating human resources to ensure the
accomplishment of objectives.

Span of Control

Span of control is the term now used more commonly in business management,

particularly human resource management. Span of control refers to the number of
subordinates a supervisor has.

Narrow span of control

In a narrow span of management the number of people reporting to a manager is

comparatively low

Wide span of control

In wide span of management, in which number of people reporting to a manager is

comparatively high.

Organizational chart

Means Hierarchy of organization

 Horizontal

Chain of highest command lies in left

 Vertical

Chain of command from top to bottom

Controlling

Controlling involves ensuring that performance does not deviate from standards.
Controlling consists of three steps, which include (1) establishing performance
standards, (2) comparing actual performance against standards, and (3) taking
corrective action when necessary. 
Leading

Leading involves the social and informal sources of influence that you use to
inspire action taken by others. If managers are effective leaders, their subordinates
will be enthusiastic about exerting effort to attain organizational objectives.

Leadership Style

The Laissez-Faire Leader

A laissez-faire leader lacks direct supervision of employees and fails to provide
regular feedback to those under his supervision. Highly experienced and trained
employees requiring little supervision fall under the laissez-faire leadership style

The Autocratic

The autocratic leadership style allows managers to make decisions alone without
the input of others. Managers possess total authority and impose their will on
employees. No one challenges the decisions of autocratic leaders

Democratic leadership style

Often called the democratic leadership style, participative leadership values the
input of team members and peers, but the responsibility of making the final
decision rests with the participative leader.

Paternalistic Leadership

Serve as a head of family and treat his followers like family with proper guideline

Theories of Leadership

Trait Theories

In this theory people inherit certain qualities and traits that make them better suited
to leadership. Trait theories often identify a particular personality or behavioral
characteristics shared by leaders. For example, traits like extroversion, self-
confidence, and courage are all traits that could potentially be linked to great
leaders.

 Contingency Theories

Contingency theories of leadership focus on particular variables related to the

environment that might determine which particular style of leadership is best suited
for the situation. According to this theory, no leadership style is best in all
situations.

Situational Theories

Behavioral theories of leadership are based upon the belief that great leaders are
made, not born According to this theory, people can learn to become leaders
through teaching and observation.

Path goal theory

In the Path-Goal Theory of Leadership, effective leaders give their employees,

dubbed ‘followers’ by House and Mitchell, a clear path they must follow to
achieve their goals. The Path-Goal Theory provides ways for leaders to encourage
and support their employees in achieving their goals. That also includes rewards.
Staffing

The selection and training of individuals for specific job functions, and charging
them with the associated responsibilities.

Filling and keeping filled position of organization structure

Activities: Recruitment: Selection: Training; development compensation and

rewards

Types of Interview
Structured Interview
A structured interview is typically formal and organized and may include several
interviewers, commonly referred to as a panel interview.  An interviewer who has a
more structured style will usually begin with what is known as an “icebreaker”
question

Unstructured Interview
The unstructured interview is what the name implies.  The only structure to the
interview is the one that you provide.  Basically, the interviewer is interested in
hearing from you, so you may be asked a variety of different open ended questions

Stress Interview
This style is used primarily by interviewers who are hiring for positions where
there is a high level of daily stress in the work environment (i.e., sales,
stockbroker, etc.).

Behavioral Interview
Behavioral interviewing is a widely used method of job interviewing.  This
approach is based on the belief that past performance is the best predictor of future
behavior.  Therefore, behavioral interview questions are designed to probe your
previous experiences in order to determine how you might behave in similar
situations in the future.  

Methods of Training: On-the-job Training Method and Off-the-Job Methods!

On-the-job training methods are as follows:

1. Job rotation:
This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the
trainee understand the problems of other employees.

2. Coaching:
Under this method, the trainee is placed under a particular supervisor who
functions as a coach in training and provides feedback to the trainee. Sometimes
the trainee may not get an opportunity to express his ideas.

3. Job instructions:
Also known as step-by-step training in which the trainer explains the way of doing
the jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by
discussing the problem. This helps to improve team work.

5. Internship training:
Under this method, instructions through theoretical and practical aspects are
provided to the trainees. Usually, students from the engineering and commerce
colleges receive this type of training for a small stipend.

2. off-the-job Methods:
On the job training methods have their own limitations, and in order to have the
overall development of employee’s off-the-job training can also be imparted. The
methods of training which are adopted for the development of employees away
from the field of the job are known as off-the-job methods.

The following are some of the off-the-job techniques:

Case study method:
Usually case study deals with any problem confronted by a business which can be
solved by an employee. The trainee is given an opportunity to analyse the case and
come out with all possible solutions. This method can enhance analytic and critical
thinking of an employee.

Role play:
In this case also a problem situation is simulated asking the employee to assume
the role of a particular person in the situation. The participant interacts with other
participants assuming different roles. The whole play will be recorded and trainee
gets an opportunity to examine their own performance.

In-basket method:
The employees are given information about an imaginary company, its activities
and products, HR employed and all data related to the firm. The trainee (employee
under training) has to make notes, delegate tasks and prepare schedules within a
specified time. This can develop situational judgments and quick decision making
skills of employees.
 Business games:

According to this method the trainees are divided into groups and each group has
to discuss about various activities and functions of an imaginary organization.
They will discuss and decide about various subjects like production, promotion,
pricing etc. This gives result in co-operative decision making process.

Lectures:
This will be a suitable method when the numbers of trainees are quite large.
Lectures can be very much helpful in explaining the concepts and principles very
clearly, and face to face interaction is very much possible.

Simulation:
Under this method an imaginary situation is created and trainees are asked to act
on it. For e.g., assuming the role of a marketing manager solving the marketing
problems or creating a new strategy etc.

Conferences:
A meeting of several people to discuss any subject is called conference. Each par-
ticipant contributes by analyzing and discussing various issues related to the topic.
Everyone can express their own view point.

Further Linza will cover in Ob.

Here are 5 common challenges for managers and supervisors—and some

practical ways to deal with them. ( management Challenges)

 Communicate. ...
 Resolve conflict. ...
 Manage performance. ...
 Handle protected employees. ...
 Administer policies fairly and consistently.