Professional Documents
Culture Documents
Definition of management
Providing a single, comprehensive, and universally accepted
definition of management is impossible.
Decision Making
Universal
A Continuous Process
Multi – Disciplinary
Basic Management Functions
1. Planning:
it is the first function that all managers engage in
2. Organizing
5. Controlling
Levels of Management
Levelsare hierarchical arrangement of managerial
positions in an organization.
Dealing
with external parties such as the government,
community, business etc by representing the organization
General Managers
Nature of Planning
Planning is a primary management function:
• It provides direction and a common sense of purpose for the
organization
• It sets foundation for all the managerial functions to follow
Planning is a continuous process
• It deals with the future and the future by it self is
uncertain
• This does not mean that the manager never completes
work on a specific plan. But it needs frequent revision in
response to changes.
Plans are first set for the entire organization called the corporate
plan
Ability to adjust
It allows managers the opportunity to adjust the
organization to the environment rather than to react to it
Standing Plans
Standing plans are those plans that can be used again and
again
it includes mission or purpose, goal or objective,
strategy, policy, procedure, method and rule.
Purposes or Missions
it identifies the basic function or task that is performed
by the enterprise.
(The purpose of the court is interpretation of laws; the
purpose of university is teaching and research; the
purpose of business generally is the production and
distribution of goods and services.)
Objectives or Goals
Objectives or goals are the ends toward which activity
is aimed
They are the end point of planning, organizing, staffing,
leading and controlling
The basic difference b/n Mission and objective
Strategies
They are ways and means to achieve the established
objectives
A stated course of action to accomplish every objective
Objective mainly answers what question where as strategy
answers the how question.
Policies
is a standing plan that establishes general guidelines for decision
making.
Rules
They are usually the simplest type of plan that spells out specific
required actions or non-actions to be taken in a given situation,
allowing no discretion.
They are used only once and not over and over again.
Programs
They are complex set of goals, policies, procedures, rules, task
assignments, steps to be taken, resources to be employed, and
other elements necessary to carry out a given course of action,
ordinarily supported by budgets
Zero base budget: is a budget for programs that start from a scratch or
base of zero.
Project
Long-range planning
It has longer time horizon.
Instrategic planning, organization’s missions, objective,
major courses of action or strategy is analyzed and decided.
They are designed to meet organization’s broad objectives.
Itis usually done by the top level managers by taking into
account environmental threats and opportunities and internal
weaknesses and strengths.
Strategic plans are mostly long-range in their time frame.
They also provides general direction to the organization and
there by affects a wide range of organizational activities.
Tactical Planning
Itrefers to the process of developing action plans through which strategies are
executed.
Itis narrow scope than strategic plan and wider than operation plan; but more
detail than strategic plan and less detailed than operational plan.
Usual time span is one year
Operational Planning
It is the most specific and is concerned with the day to day, week to week
activities of the organization.
3. Be Objective
Limiting factors are those constraints that rule out certain alternative
solutions
Time, resources, personnel, money, facilities and equipment are
common limiting factors.
This means advantages and disadvantages, comparing the potential pay off and
possible consequences of each alternative solution.
It is necessary to find the solution that appears to offer the fewest serious
disadvantages and the most advantages.
The manager knows what the problem is, knows what the
alternatives are, but does not know how each alternative
will work out
Decision making under conditions of
uncertainty
It is examining how the managerial tasks defined in the planning stages can
be devise and reintegrated to achieve the organizational objectives.
Group norms: it is unwritten law that govern the behavior of the group
Group Cohesiveness: members stick together
Group leadership: it has informal leader, the most active person in
the group
Communication network: the communication network of informal
organization is called Grapevine
Horizontal structure
it defines the working relationships between operating
department
It makes the final decision on the span of control
Principles of Organizing
1) Division of Work
It is dividing large tasks into smaller packages of work to
be distributed among several people.
M M M M M M M
Merits: Demerits:
Reduces over head costs - Less control and coordination
VP VP
M M M M M M
s s s s s s
Merits
Closer control
Better coordination
Closer supervision and fewer mistakes
Demerits
Distorted Communication
Slows down decision making
Distance between top level and Workers level
Increased administrative overheads
5) Chain of command
6) Coordination
It is the process of integrating the activities of
separate departments in order to pursue
organizational goals effectively
The extent of co-ordination depends on the nature of the
tasks performed and the degree of interdependence of the
people in the various units performing them
Basis/types/ of Departmentalization
1. Functional Departmentalization
President
V. President
For example a bank my divide its loan section into a number of heads and
assign them to various departments.
- loan to businessmen
- loan to farmers
-loan to professionals, and so on.
5) Project Departmentalization
It is a temporary organizational structure formed for specific projects for
a specific period of time and is dismantled, once the goal is achieved.
Power and Authority
Power is the potential ability to affect the behavior
of others while authority is power created and
granted by the organization
Delegation of authority
Acceptance of responsibility
Motivate Subordinates
Time is wasted.
Chapter Five
Staffing has three main elements
Acquisition (Procurement)
Retention (Maintenance) and
Separation (Exit)
Acquisition (Procurement)
Transfer: the movement of employee from one job to another on the same
occupational level, salary and other benefit
Promotion : an advancement of an employee to a better job, higher
responsibility, more prestige or status.
Advantages: familiar employees, less costly, less orientation
Disadvantages: narrows down selection options, organizational
breeding
Reference letters
Employment interview
Employment tests
Physical examination
Induction (Orientation)
It includes:
1. Training and development
6. To relieve superiors from close supervision and get time for other
duties
Training methods(reading assignment)
Development: it is the systematic process of education,
training and growing by which a person learns and applies
information, knowledge, skills, attitudes and perceptions as
to move a greater authority and responsibility. .
It is the reward that individuals receive in return for their labor from
organization
It refers to all forms of financial returns and tangible services and benefits
employee receives as a part of an employment relationship
External factors
To prepare rewards
Discipline
Is element of retention (Maintenance)
Trait theory
Its basic assumption is that there exists some basic trait or set of
traits that differentiates leaders from non- leaders
leaders who are very effective at one place and time may become
unsuccessful in other place
It is one way
Features of autocratic leadership style
Gives definite instructions
Task oriented
Use force
2. Democratic or participatory leadership style
It is characterized by participation of the group and
utilization of opinions
employee centered
Advantages
•It gives quite freedom for subordinates.
These are the basic needs for sustaining human life itself, such as food, water,
air, shelter, sleep, etc.
Maslow took the position that until these needs are satisfied to the degree
necessary to maintain life, other needs will not motivate people.
Safety/security needs
Safety needs include freedom from fear and anxiety, job security,
desires for retirement and insurance programs and so on
Social needs
Esteem needs include the desire for both self-esteem (self respect) and public
esteem, prestige, status, appreciation and recognition by others.
Self actualization
For athlete, it may be breaking a world’s record; and for the research
scientist, it may be finding a cure for HIV/AIDS.
Maslow’s theory is based on the following assumptions;
Only unsatisfied need can influence behavior; a satisfied
need is not a motivator
Communication
Diagonal communication:
It refers to contacts with persons of higher or lower status
in other departments in the organization.
Advantages:
Formal channels follow unity of command
Disadvantages:
Inconsistent
verbal and Non-verbal
communication
Information overload
Feedback barriers
Cultural barriers
Guidelines for effective communication
Sense of timing
Integrity
Consult
with others who are involved in planning the
communication process
Establishing standards
takes place before the operation begins. It focuses on prevention in order to later
serious difficulties in the production process
( capital budgeting techniques, locks on windows and doors, training safety equipment,
employee selection procedures
It involves the regulation of ongoing activities that are part of the transformational process
to ensure that they conform to organizational standards.
It is designed to detects and anticipate deviations from standards at various points
throughout the process
Integration
(all control systems should work in harmony with one
another)
Acceptability
(controlling system should be accepted by all members of
the organization.)
Economic feasibility
( control costs must be measured against the benefits they
provided)
Timeliness
(measurements provided through controls reach the proper
decision makers at the time they are needed)
Accuracy
(information is useful if it’s accurate)
Comprehensibility
(a control is comprehensive when people understand
everything they need in relation to that control)
The End