INTRODUCTION TO MANAGEMENT &

PLANNING

DR. SUTAPA BHATTACHARJEE

WHO IS A MANAGER

• A manager is a person who usually coordinates and

oversees work of other people so that organizational
goals can be achieved.
LEVELS OF MANAGEMENT

• First line managers (individuals who manages the work of non –

managerial employees)

• Middle level managers (individuals who manages the work of

first line managers)

• Top level managers (individuals who are responsible for making

organization-wide decisions and establishing plans and goals that
affect the entire organization)
MANAGEMENT

• Management involves coordinating and overseeing the

work activities of others that their activities are
completed efficiently and effectively.
EFFICIENCY AND EFFECTIVENESS

• Efficiency refers to getting the most output from the least

amount of input. (Doing things right)
• Effectiveness is often described as doing those work
activities that will help the organization reach its goals.
(Doing the right things)
 MANAGEMENT FUNCTIONS/
FUNCTIONS OF A MANAGER

• Planning (Defining goals, establishing strategies to achieve goals,

developing plans to integrate and co-ordinate activities)

• Organizing (Arranging and structuring work to accomplish

organizational goals)

• Leading (Working with and through people to accomplish goals)

• Controlling (Monitoring, comparing and correcting work)
 MINTZBERG’S MANAGERIAL
ROLES
FuLL MiDaS E DRaiN e gese
• Interpersonal role
• Figurehead
• Leader
• liaison
• Informational role
• Monitor
• Disseminator
• Spokesperson
• Decisional role
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
MANAGEMENT SKILL/
WHAT SKILLS MANAGERS NEED
• Conceptual skill (The ability to think and conceptualize about
abstract and complex situations concerning the organization)

• Human skill (The ability to work well with other people both
individually and in a group)

• Technical skill (Knowledge and proficiency in a specific field)

THEORETICAL APPROACHES TO
MANAGEMENT
• Scientific management by F. W. Taylor
An approach that involves using the scientific
methods to determine the “one best way” for a job to
be done
 DAD SOURCE ISSUE
• General administrative theory by Henri Fayol
• 14 principles of management
• Division of work
• Authority
• Discipline
• Subordination of individual interest to the general interest
• Order
• Unity of command
• Remuneration
• Centralization
• Equity
 ISSUE

• 14 principles of management contd……

• Initiative
• Stability of tenure
• Scalar chain
• Unity of direction
• Esprit de corps
• Behavioral approach
• Hawthorne studies
• Quantitative approach
• Total quality management (TQM)

• Contemporary approach
• System
• Close system
• Open system
• Contingency approach, also known as situational
approach says that organizations are different, face
different situations and requires different ways of
managing.

• the primary rule of this approach is that, there are no

simplistic or universal rules for the managers to follow.
FOUNDATION OF PLANNING

• Planning involves defining the organization’s goals,

establishing the strategies for reaching those goals and
developing plans to integrate and coordinate work
activities. It’s concerned with both ends (what) and
means (how).
WHY DO MANAGERS PLAN?

PLANNING -
• Provides direction
• Reduces uncertainty
• Reduces waste and redundancy
• Establishes the goals or standards used in controlling.
GOALS AND PLANS

• Goals are desired outcomes or targets.

• Plans are documents that outline how goals are going to
be met.
TYPES OF GOALS

• Stated goals
• Official statement of what an organization says and what it
wants its stakeholders to believe, its goals are.

• Real goals
• Those goals an organization actually pursues – observe what
organizational members are doing. Actions define priorities.
TYPES OF PLANS
• Breadth
• Strategic
• operational
• Time frame
• Long term
• Short term
• Specificity
• Directional
• Specific
• Frequency of use
• Single use
• Standing
 APPROACHES TO SETTING GOALS

• Traditional goal setting

➔ Goals set by the top managers flow down through the organization and become the
subgoal of the each organizational area.

• Means-ends chain
➔ Goals achieved in lower level become the means to reach the goal at the next level.

• Management by objective (MBO) 4 elements are below

➔ A process of setting mutually agreed upon goals and using those goals to evaluate
employee performance.

➔ Goal Specificity, Participative decision making, explicit time frame, performance

feedback
• The organization’s overall objectives and strategies are
formulated
• Major objectives are allocated among divisional and
departmental units.
• Unit managers collaboratively set specific objectives for
their units with their managers.
• Specific objectives are collaboratively set with all
department members.
• Action plans, defining how objectives are to be achieved,
are specified and agreed upon by managers and employees.
• The action plans are implemented
• Progress toward objectives is periodically reviewed and
feedback is provided.
• Successful achievement of objectives is reinforced by
performance based rewards.
CHARACTERISTICS OF A WELL
WRITTEN GOAL
• Written in terms of outcome rather than actions
• Measurable and quantifiable
• Clear as to time frame
• Challenging yet attainable
• Written down
• Communicated to all necessary organizational member.
STRATEGIC MANAGEMENT

• Strategic management is what managers do to develop

the organization’s strategies.
THE STRATEGIC MANAGEMENT PROCESS

• Step 1: Identifying the organization’s current mission, goals

and strategies
• Step 2: Doing an external analysis
• Step 3: Doing an internal analysis
• Step 4: Formulating strategies
• Step 5: Implementing strategies
• Step 6: Evaluating results.
Corporate strategy is one that specifies what businesses a
company is in or it wants to be in and what it wants to do
with those businesses
TYPES OF CORPORATE
STRATEGY
• Growth Strategy - When an organization wants to expand the number of markets
served or products offered, either through its current business or through new
business

• Stability Strategy - A corporate strategy in which an organization continues to do

what it is currently doing.

• Renewal Strategy - A corporate strategy designed to address declining

performance
Competitive Strategy: An organizational strategy for how an
organization will compete it’s business

Competitive Advantage: The factor that sets an organization apart; it’s

distinctive edge

PORTER’S FIVE FORCES MODEL determines industry attractiveness and profitability

• Threat of new entrants

• Threat of substitutes
• Bargaining power of buyers
• Bargaining power of suppliers
• Current rivalry