Management process

• Management is a process which brings the human and

material resources together and motivates people for the
achievement of organization
• On going series of interrelated activities
Features of management process
• Social
• Continuous
• Universal
• Iterative
 Steps in planning
• Perception of the opportunities
• Establishment of the objectives
• Building the planning premises
• Identifying the alternatives
• Evaluation of the alternatives
• Choice of the course of action
• Formulation of supporting or derivative plans
• Establishing the sequence of activities
 Types of planning

• Financial or non financial

• Formal and informal
• Specific or routine planning
• Profit planning
• Short and long range planning
 Types of planning

• Financial or non financial

• formal and informal
• specific or routine
• profit planning
• short or long range planning
 MISSION
• purpose of an organization
• business reason for the organization’s existence
• A mission statement should be
• realistic and achievable
• neither be too broad or narrow
• clear for action
• societal linkage
• should not be static
• motivating for members
Objectives
• end results of planned activity
• stated in quantifiable terms
• enhances efficiency and effectiveness
• characteristics
• specific
• particular time horizon
• flexible
• attainable
• measurable
• understandable
 Factors affecting objectives

• size of organization
• level of management
• organization culture
• social responsiveness
 Types of objectives

• Profit objective
• Marketing objective
• Productivity objective- ratio of input to output
• Product objective
• Social objective
• Financial objective
• Human resource objective
 GOAL

• intermediate result which is expected to be achieved by a

certain span of time
• provides the basis for judging the performance of the
organization
• types
• financial- related to return of investment
• strategic- focus on achievement
example- custome service- provide quality service to the customers
atleast at par with the highest standard in the standard
 ORGANISING

• Define role of each individual towards the attainment of

enterprise objectives.
• Organising refers to the process of identifying and
grouping of activities to be performed and dividing them
among individuals and creating authority and
responsibility relationship among them for the
accomplishment of organisational objectives.
 Importance of organizing in an
organization.
• Benefits of specialization
• clarity in working relationships
• optimum utilization of resources
• adaptation to changes
• Effective administration
• Development of personnel
• expansion and growth
 Principles of organization
• Attention to objectives
• Authority and responsibility
• Continuity
• Coordination
• Decentralization
• Departmentation
• Division of work
• Efficiency
 Delegation

• The process of delegation starts from the chief executive of

an organization who has the total responsibility for the
achievement of goals
• In order to share the responsibility of accomplishing goals
he further delegates the work to his subordinates
 Elements of delegation
• Assignment of duties or task
• Delegation of authority
• accountability for performance of duties hand exercise of
authority
 Span of control
• Defines the number of subordinates who are under one
manager
• According to spreigel, the principle of span of control
implies that no single executive should have more people
looking to him for guidance and leadership then he can
reasonably be expected to serve.

• Wide span and narrow span

 Factors determining span of control
• The capacity and ability of the executive
• Competence and training of subordinates
• Nature of work
• Time available for supervision
• Degree of decentralization and extent of delegation
• Effectiveness of communication system
• Quality of planning
• Degree of physical dispersion
• Assistance of experts
• Control mechanism
Directing
Directing is a function of management which is guiding and leading people to work
efficiently and effectively for the attainment of organisational objectives

Direction is telling people what to do and seeing that they do it to the best of their
ability

.It includes making assignments, corresponding procedures saying that mistakes are
corrected providing on the job instruction and of course issuing orders.

Direction involves communicating and providing leadership to the subordinates and

motivating them to contribute to the best of their capability for the achievement of
organisational objectives
Principles of direction

Direct supervision
Participative managerial style
Unity of direction
follow through
appropriate techniques
Elements or techniques of direction

Issuing orders and instruction

Leadership
communication
motivation
supervision
coordination
According to Koontz and O' Donnell,

Leadership is the ability of a manager to induce subordinates to work with confidence

and zeal
According to Keith Davis

Leadership is the ability to persuade others to seek defined objectives enthusiastically. it

is the human factor which binds a group together and motivates it towards goa
Leadership functions

Setting goals
Organising
initiating action
coordination direction and motivation
link between management and workers
Types of leadership styles

Autocratic
democratic
delegate
 MOTIVATION
encourages a person's to give their best performance and help in reaching
enterprise goals

Importance of motivation
Greater efficiency
Reduction in absenteeism and labour turnover
Team spirit
Reduction in wastage and breakages
Cordial relations
Promotion of innovation
Optimum use of resources
Corporate image
 Maslow's need hierarchy

physiological needs
Safety needs
social needs
esteem or ego needs
self fulfillment or actualization needs
 Herzberg's two factors or motivation
hygiene theory

Conducted motivational study on 200 accountants and engineers

employed by forms in and around Western Pennsylvania

When when did you feel particularly good about your job?
when did you feel exceptionally bad about your job?
criticisms

People generally tend to take credit themselves when things go well.they

blame failure on the external environment

The theory basically explains job satisfaction not motivation

The theory neglect situation variable to motivate an individual

Because of ubiquitous nature salary commonly show up as a motivator

as well as hygiene
Mc gregor's theory X and theory y
Theory X represents a traditional view of human nature and behaviour and
emphasizes the need for control and direction over man

Theory y indicates the individual and organisational behaviour both and

highlights the need for improving and utilising inner motivation.
 Controlling
is one of the managerial functions and it is an important element of the management process
Ensures that the activities planned are being accomplished or not
Games of controlling to find out the progress of the work- the work already completed and the
work in progress
To compare the actual performance of the work at different stages with the particulars indicated
in the plans and policies
To ascertain the time within which the work is completed
To verify quantity and testing quality of the products
To know the delays or interruptions in the performance of work
To see that causes of delay are eradicated and operations are suitably rescheduled
To assess the cost of material and labour are used and ensure that direct cost and indirect cost
do not exceed the budget provisions
To pinpoint the responsibility on individuals at different levels for slackness indifference or
negligence in the expected levels of performance
To maintain discipline and moral in the organisation
Limitations of controlling

Difficulty in setting quantitative standards

No Control on external factors
Resistance from employees
Costly affair
 Managerial grid styles

Developed by Robert Blake and Jane srigley mouton

Others helps managers to identify their leadership
style