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By Anshita jain

An introduction Meaning & Definition of Management Characteristics of Management Nature of Management Management- Art, Science and Profession Objectives of Management Importance of Management Purpose & Scope of Management Functions of a Manager

Manage-men-T : That means Manage Men

Tactfully. Why manage men tactfully? This is with a view to get the things done being with them. Thus management. In order to manage men tactfully, one has to understand the highly unpredictable and uncertain human nature owing to this management is very complicated and challenging activity.

Goal oriented It is a group activity Makes internal environment conducive to work Establishes relationship among resources (4ms)

Manpower

Money

Materials

5 Ms of Management

Methods

Machinery

Purposive activity, group activity and dynamic activity Management is pervasive (i.e. primary) Continuous process Social process Universal activity Required at all level Attainment of pre- determined objective Art and science Intangible

Have vision, think long term, set direction Good communicators and listeners Know how to prioritize Do not resist change Delegate well Act confidently Accept responsibility and admit mistakes Motivating, curious, honest and credible

Securing maximum results with minimum efforts Maximum prosperity of employer and employee Elimination of waste Economic growth Social justice

Achievements of group goals Optimum utilization of resources Minimization of cost Survival and growth of business Generation of employment National development

Practical knowledge Personal skills Result oriented approach Creativity Improvement through practice

Conclusion: One cannot become efficient and effective manager simply by learning. Management principles by heart it also requires practical application of those results.

Systematic body of knowledge Universal application Scientific enquiry and experiment Cause and effect relationship Test of validity and predictability

Conclusion: Management is not a perfect science like other physical science such as astronomy, physics, chemistry etc. Management deals with people and it is very difficult to predict their behavior accurately so management is a social science.

Specialized body of knowledge Restricted entry Service motive Representative association Code of conduct

Conclusion: Management fulfills several essentials of a profession but like other professions management does not restrict entry into managerial jobs, to people with a special academic degree.

Point of difference Management Meaning Management is translate threats opportunities.

Administration to It means the determination into of objectives, plans and policies of an enterprise.

Purpose

Management aims at Administration aims at achieving pre determining the objectives. determined objectives.

Nature

Management is an Administration is a decision execution or doing making function. function.


Management decides who will do the function and how he will do it, where he will do it. Administration decides what Management decides who will is to be done and when it is to be done.

Decision

Point of difference Management Scope Relationship Function Level Involvement Skills Example Middle level and lower level

administration Top level

Related with worker and Related with owner employer of the organization and top level manager Executive and doing Middle and lower level Directing and organizing Technical skills Minister, governor etc. Thinking Top level function Planning and controlling Conceptual skills Managing director, general manager etc

Top level Management

Middle level Management


Operating Management

Analyze and interpret changes in external environment Establish long term corporate plans Decide distribution of profit Overall direction and leadership to organization Appoint departmental heads and key executives Design board organization structure e.g. BOD, CEO

Interpret and explain plans and policies formulated by top management Control operating performance Train, develop and motivate supervisory personnel Cooperate among themselves so as to integrate various activities of department

To plan day-to-day production with is the goals laid down by higher authorities. To assign jobs to workers and to make arrangements for their training and development. To issue orders and instructions. To supervise and control workers operations and to maintain personal connection with them. To report feedback information and workers problems to the higher authorities

They are individuals charged with monitoring the workflow, integrating efforts, meeting goals and providing leadership. Key objectives of a manger: Working with and through others Achieving goals Balancing effectiveness and efficiency Making the most of limited resources Coping with the changing environment

Conceptual skills: A manager must have conceptual knowledge of management. Each principle and concept should be clear in the mind of a manager and he should be effectively able to apply him Technical skills: It is concerned with the application of skill or knowledge acquired. Management does not simply mean the knowledge of principles of management rather it is its application which makes its effective.

Human skills: A manager should have Psychological knowledge. He should able to deal with different persons in different circumstances. Organizing skills: Organizing skill is needed to specify who will achieve what and how manager must be in a position of identification of specific activities and specific jobs. A manager must be clear about grouping of various jobs, span of management, type of relationship to be established between various people and various jobs.

Planning skills: The manager must possess the skills of thinking and analyzing the environment, it includes what is happening in the society, organization and political system. He must be able to assess or guess the changes in environment. He must be able to match two sets of environment on the basis of external and internal analysis. Decision making skills: in crucial times a manager should be able to have the ability of making decisions. These decisions must be effective and practical in use as well.

Leading skill: Leadership is the ability of individual to influence the people. Recognition of human factor is also included in leading skill of human factor. Various leadership traits like communication and motivation are also included in the leadership skills. Diagnostic skills: It includes the ability to determine by analyzing and examination, the nature and circumstances of a particular condition. It is not only the ability to specify why something happened but also the ability to develop certain possible outcomes.

Controlling skill: There are certain standards, which are fixed in a way such that accomplishment of those standards leads to the accomplishment of goals. A manager must keep check on the activities of subordinates and must rectify them if there are any problems.

Interpersonal: Figurehead, Leader, Liaison

Informational: Monitor, Disseminator, Spokesperson

Decisional: Entrepreneur, Disturbance handle, Resource allocator, negotiator

Figurehead: symbolic head; obliged to perform a number of routine duties of a legal or social nature like greeting visitors, signing legal documents Leader: responsible for the motivation and activation of employees, staffing, training and associated duties Liaison: maintains self developed network of outside contacts and informers who provide favors and information

Monitor: seeks and receives wide variety of information to develop through understanding of organization and environment; emerges as nerve centre of internal and external information Disseminator: transmits information received from other employees to members of the organization. includes holding informational meetings, making phone calls Spokesperson: transmits information to outsiders on organizations plans, policies etc

Entrepreneur: searches organization and its environment for opportunities and initiates improvement projects to bring about change Disturbance holder: responsible for corrective action when organization faces important disturbances Resource allocator: responsible for allocation of resources of all kinds Negotiator: responsible for representing the organization at major negotiations