Unit 1 :

Managemen
t Principles

Contents of Unit 1 :

Why do you want to be a manager?

Manager function and roles
Introduction to Management, Transition Management
Levels of Management: Top/Middle & lower
Skills of Management;
Conceptual Skills, Human Skills, Technical Skills & Core
competencies
Corporate Planning
Business Planning

Why Being A Manager?

If you are into Management

Education, then the your ultimate aim
should
be
to
an
Outstanding
Manager.

Here a budding manager i.e. you for

example has to have or develop a skill
set and personality that can work at
multiple ends.

Why Being A Manager?

Management is it the right path?
Whats the motivation?
Money?
Influence?
Career Advancement?

Is it right for you?

What do you like to do?

Solve technical problems?

Do you like working individually or on teams?

Why Being A Manager?

Management is one option What are the others?
Individual Contributor Directly applying your
education solving technical problems
Consulting May be similar to contracting, but
typically has
value added, e.g. solving a
problem not implementing a solution
Entrepreneur Better add some business skills to
your skill inventory.

Who are Effective

&
Efficient Managers..?
Effective Managers
Meet both performance and satisfaction
goals.
Performance related to achieving organizational
goals
Satisfaction relates to QWL (Quality of Work Life
that includes personal life)

Key Difference..
Effective Managers: Doing the
right things
Efficient Managers: Doing
things right

A Different Perspective of
Managers

What Managers do
Managers work is often intense and
demanding.
Managers plan, organize, lead and
control.
Managers enact informational,
interpersonal and decisional roles.

What Managers do
Managers pursue action agendas and
engage in networking.
Managers use a variety of technical,
human, and conceptual skills.
Managers learn from experience.

Managers Broad Roles & Functions

Planning
the preparation of a firm for future business
conditions
Organizing
the organization of employees and other
resources in a manner that is consistent with the
firms goal.
Leading
the process of providing employees with
instructions on how they should complete their
tasks.
Controlling
the monitoring and evaluation of tasks.

Flow Chart

Top Managers:
(1)Planning

make the strategic (long-term)

plan

Top Management: Assess the

(4)Controlling

expenses and revenues from

producing products or services
every month. Determine
whether the new strategic
plan is successful.

Communicate the plan to

middle management and
ask middle management
to implement the plan.

(2)Organizing
Middle Managers:
Organize the employees and
other resources to produce

Middle Management:
(4)Controlling
Determine whether the

Communicate the
organization to supervisors
and ask them to implement
the production process.
Supervisors:
(3)Leading

Explain each employees tasks &

how to perform the tasks

production is efficient (based

on monitoring the plants
output and expenses each
month)

(4)Controlling
Supervisors: Monitor
employees to ensure their
new assignments properly

Other Managerial
Roles

Interpersonal Roles.
Roles that managers assume to provide direction
and supervision to both employees and the
organization as a whole.
Figureheadsymbolizing
the
organizations
mission and what it is seeking to achieve.
Leadertraining, counseling, and mentoring high
employee performance.
Liaisonlinking and coordinating the activities of
people and groups both inside and outside the
organization.

Informational Roles.
Roles associated with the tasks needed to obtain
and transmit information in the process of
managing the organization.
Monitoranalyzing information from both the
internal and external environment.
Disseminatortransmitting
information
to
influence the attitudes and behavior of employees.
Spokespersonusing information to positively
influence the way people in and out of the
organization respond to it.

Decisional Roles
Roles associated with methods managers use in
planning strategy and utilizing resources.
Entrepreneurdeciding which new projects or
programs to initiate and to invest resources in.
Disturbance handlermanaging an unexpected
event or crisis.
Resource allocatorassigning resources between
functions and divisions, setting the budgets of
lower managers.
Negotiatorreaching agreements between other
managers, unions, customers, or shareholders.

Challenges For The New

Managers.
Relating to co-workers
Balancing technical vs. managerial
Balancing work life and home life
Time management
Delegation v/s real delegation
Personnel and Performance reviews

Introduction to
Management..
SIMPLE EXPLANATION ..

BREAK UP OF WORD MANAGEMENT

MANAGE..MEN& T =
TACTFULLY
other Ms

.MACHINES
.METHODS
.MONEY
.MATERIALS

Management
Characteristics.
You spend more time on non-technical issues
You work more with people
Youre responsible for other peoples work
You have to motivate people
You have to deal with managers more often
The expectations for your work change

Universality of
Management

Principles of management
are universal in the sense
that these can be applied in
different
situations
e.g.
business,
government,
military, hospitals.

Dynamic Nature of Principles

Principles of management are not

rigid or static. Rather they change
with
environment.
These
are
diagnostic and flexible guidelines.

Continuous research is modifying

many
golden
principles
by
developing new principles. Nothing
is permanent in management.

Social Process

Management is done by
people, through people and for
people.

It is social process because it is

concerned with interpersonal
relations.

Multidisciplinary

Management has to deal with human

behavior under dynamic conditions.

Therefore, it depends upon wide

knowledge
derived
from
several
disciplines like engineering, sociology,
psychology, economics, commerce etc.

Why Study
Management
The more efficient and effective use
of
scarce
resources
that
organizations
make
of
those
resources, the greater the relative
well-being and prosperity of people
in that society.

Why Study Management?

The better you can work with people,
the more successful you will be in
both your personal and your
professional lives.
Employers want to hire employees who
can participate in managing the firm.
Even non managers are being trained to
perform management functions.

Why Study Management?

The study of management builds the

skills needed in todays workplace to
succeed in:
Becoming a partner in managing your
organization
through
participative
management.
Working in a team and sharing in decision
making and other management tasks.

Why Study Management?

The study of management also applies
directly to your personal life in helping
you to:
Communicate with and interact with
people every day.
Make personal plans and decisions, set
goals, prioritize what you will do, and get
others to do things for you.

Society
Players

Needs

Leaders

and

Team

Be Successful in our Community,

Religious,
Social,
Professional,
Recreational and Other Organizations.

Why Study
Management
Helps people deal with their bosses
and coworkers
Opens a path to a well-paying job
and a satisfying career

Factors for Success In

Management
High levels of ambition and motivation
Desire to work with people
Desire to direct work (vs. responding to the direction of
others)
Desire to influence the bottom line
Interest in psychology and human behavior
Desire to demonstrate leadership ability

Transition Management
Transition Management = Change
Management
Nothing Happens Until You Start
Make a plan ( Transition Management
Stage 1)
Set an objective
Identify the steps to get there
Define a timetable

Select a mentor
Someone whos been there, done that
Willing to share ideas

Transition Management:
Stage 2
Get the skills experience, training
Experience in different areas
Some companies offer supervisory
training
Is MBA right for you?

Begin acting like a manager

Emulate what you want to be
Be proactive step forward
Accept challenges/assignments

Levels of Management

INDIVIDUAL
CONTRIBUTORS

Levels of Management
Top (high-level) management (CXOS level)
managers in positions such as president, CEO,
CFO and vice-president who make decisions
regarding the firms long-run objectives.
Middle management
managers who are often responsible for the
firms short-term decisions.
Lower (first-line) management
managers who are usually highly involved
with the employees who engage in the day-today production process.

Pyramid of Levels..

Management Skills

Management Skills

Management Skills
Explanation 1
Technical Skills
The ability to use a special proficiency or
expertise to perform particular tasks.

Conceptual Skills
The ability to think critically and
analytically.

Human Skills
The ability to work with others.
A high level of emotional intelligence

Management Skills
Explanation 2 (Contd)
Technical skills
Job-specific skills required to perform a particular type
of work or occupation at a high level . This can include
fetching technical insights either internally or
externally.

Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect .

Human skills
The ability to understand, alter, lead, and control the
behavior of other individuals and groups .

Correlation Between
Functions, Roles & Skills of a Manager
Decisional Role

Conceptu
al Skills

Human
Skills
Informational
Role

Interpersonal
Role

Emotional Intelligence as a skill for

Managers..

Emotional Intelligence
The ability to manage ourselves and our
relationships effectively
Five Facets of Emotional Intelligence
1. Self awarenessunderstanding moods, emotions
2. Self regulationthinking before acting, controlling disruptive
impulses
3. Motivationworking hard and persevering
4. Empathyunderstanding emotions of others
5. Social skillsgaining rapport and building good relationships

Management Development as a
Skill for
Managers..
Lifelong learning
The process of continuously learning from
daily experiences and opportunities.

Tips for Developing Successful Skill

Set for Managers..

MANAGEMENT TIPS
1. Plan meetings and work schedules.
2. Clarify goals and tasks, and gather ideas
for improvement.
3. Inform team members about
organizational goals and expectations.

Tips for Developing Successful Skill

Set for Managers..

4. Recommend pay increases and new

assignments.
5. Recruit, train, and develop team
members.
6. Encourage high performance and
teamwork.
7.Appraise performance and counsel team

Tips for Developing Successful Skill

Set for Managers..

8. Inform higher levels of team needs and

accomplishments.

9. Coordinate with other teams and support the rest of

the organization.

Core Competency of
Managers..
Specific unique set of managerial
skills,
abilities,
knowledge
and
experience that allows him or her to
outperform in a workplace or an
organization.

Corporate Planning
Systematic processof determininggoalsto be achieved in
the foreseeable future. It consists of:
(1)Management'sfundamentalassumptions about the
future economic, technological & competitiveenvironments.
(2) Setting of goals to be achieved within a specified
timeframe.
(3)PerformanceofSWOT analysis.
(4) Selecting main and alternativestrategiestoachievethe
goals.
(5) Formulating, implementing, andmonitoringthe
operationalortactical plansto achieve interimobjectives

Corporate Planning
Corporate planning is a process used by
businesses to map out a course of action that
will result in revenue growth and increased
profits
Although large corporations may have staff
members -- or entire departments; devoted to
performing the planning function, small
business owners can become proficient
through learning basic concepts and putting
forth the effort necessary to create a
comprehensive plan.

Business Planning
&
Corporate Planning Difference

Corporate Planning
Corporate planning defines the strategies
that the employees will take to meet the
business goals and missions.
This type of planning, also known as
strategic planning, focuses on staff
responsibilities and procedures.

Business Planning
&
Corporate Planning Difference

However, corporate planning identifies

the step-by-step process of the
business, such as the actual steps the
staff
will
take
to
counteract
challenges, train employees and
achieve accomplishments.
Corporate planning also provides
specific,
measurable
goals
with

The Differences Between Business

Planning & Corporate Planning
Business Planning
Business
planning
defines
the
strategies the business will use to meet
its goals and missions. Business
planning provides details on the
business operations, products and
services, and marketing strategies as it
relates to the inclusive industry.

Business Planning

This
process
illustrates
the
operation
strategies from short- and long-term views
while focusing on the overall activity of the
company. The business plan does not identify
specific employee strategies but rather
provides industry strategies.

Interdependency between Business & Corporate Planning

Business planning and corporate planning are

interdependent. Although business planning can
exist without corporate planning, the goals of the
business plan are much more attainable with
corporate planning.

As with business planning, the corporate plan can

exist without a business plan. However, without
business planning, the overall goals and missions
of the business are not clear. Therefore, the
corporate planning becomes incomplete

Key Questions in context to

Corporate Planning : Peter.F.Drucker

What business are we in ?

Who is our customer?
What value is derived to the customer?
What business are we going to be in?
What business ought to be in?

Designing Corporate Goals to achieve

Corporate Plans: Peter.F.Drucker

Market Standing
Innovation
Productivity
Resources (Physical Infra, Financial,
Qualified pool of HR people etc.)
Profitability
Managerial Performance & Development
Workers Performance & Attitude
Public Responsibility