Session 1

Introduction

Definition of Management:
Management

is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims . to Koontz- management is the art of getting things done through and with the people in formally organized groups.

According

Characteristics
Intangible Goal oriented Universal Social process Group activity System of authority Activity Dynamic Science as well as art Multidisciplinary

Management vs Administration
Administration

Management Administration is a part of Management Management and Administration are identical

is broader than

Difference b/w Management and Administration

Point of distinction Nature Scope Administration Thinking function Management Doing function

Determines (objectives Implements (plans and policies) and achieves goals ) thru people Top Middle and lower

Level

Skills Needed Conceptual and human Technical and human Represents Usage Owners & promoters govt., military, social, educational & cultural Paid individuals Business organization

Nature
Management

Management
Management Management Management

as as as as as

a noun a process a group / Team a discipline an activity

Importance / Purpose
Optimum

use of resources Effective Leadership and motivation Establishes sound industrial relations Achievement of Goals Change and Growth Improves standard of Living

The Goals of All Managers and Organizations

The

aim of all managers should be to create a surplus. Thus, managers must establish an environment in which people can accomplish group goals with the least amount of time, money, materials, and personal dissatisfaction

Characteristics of Excellent Companies (Peters & Waterman)

These firms * Were oriented toward action * Learned about the needs of their customers * Promoted managerial autonomy and entrepreneurship * Achieved productivity by paying close attention to the needs of their people * Were driven by a company philosophy often based on the values of their leaders * Focused on the business they knew best * Had a simple organization structure with a lean staff * Were centralized as well as decentralized, depending on appropriateness

Excellent Companies Adapt to Changes in the 21st Century

To

be successful in the 21st Century, companies must take advantage of the new information technology especially the Internet - and globalization M-Commerce is mobile or wireless commerce

Scope
Management

as an economic resource Management as a system of authority Management as a class or elite

Managing: Science or Art?

Managing

as practice is an art; the organized knowledge underlying the practice may be referred to as a science Managers have to combine their scientific knowledge with their artistic skills to emerge as winners in a competitive environment.

Management as a ScienceCharacteristics
Systemized

body of knowledge Social science Inexact science Scientific management

Management as a ArtCharacteristics
Use

of knowledge Creative art Personalized Constant practice

.
Managerial Skills and the Organizational Hierarchy

The skills for managers are: technical & design skills (specific knowledge and methods) human (ability to understand , motivate and get along with others) Conceptual (ability to visualize the org. as a whole)

Managerial skills at Various Levels

Top

Middle

CS

HS

T & DS

Lower

The Five Managerial Functions

Planning

Organizing
Staffing Leading Controlling

Definition of Planning
Planning

is the process of deciding in advance what is to done , when and where it is to be done , how and by whom Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making

Definition of Organizing
Organizing

is the process of creating a structure of relationship to enable employees to carry out managements plans and meet its goals. Organizing involves establishing an intentional structure of roles for people to fill in an organization

Definition of Staffing
Staffing

is the process by which org. meet their HR needs , including forecasting future requirements, recruiting and selecting candidates and orienting new employees. involves filling, and keeping filled, the positions in the organization structure

Staffing

Definition of Leading
Leading

is influencing people so that they will contribute to organization and group goals
involves setting direction for the firm.

Leading

Definition of Controlling
Controlling

is concerned with monitoring employees activities keeping org. on track towards its goals and making corrections as required. Controlling is measuring and correcting individual and organizational performance to ensure that events conform to plans

Managerial Functions at Different Organizational Levels

No

basic distinction is made between managers, executives, administrators, and supervisors managers carry out managerial functions. However, the time spent for each function may differ

All

Transformation of Management Roles and Tasks

Frontline/operational /lower level Middle level Top level Changi ng Roles From operational From administrative From resource implementers to controllers to allocators to aggressive entrepreneurs supportive coaches Institutional leaders Providing the support and coordination to bring large company advantage to the independent frontline units Creating and embedding a sense of direction, commitment and challenge to people throughout the org

Primary Driving Business perf by Value focusing on productivity, innovation and growth within frontline units

Key Activiti es

Creating and pursuing Developing individuals Challenging embedded new growth opportunities and supporting their assumptions while for the business activities establishing a stretching opportunity and perf Attracting and developing Linking dispersed horizon resources and knowledge, skills and standards competencies best practices across Institutionalizing a set of norms and values to units support cooperation Managing continuous Managing the tension and trust between short term performance improvement within the perf and long term Creating an overview arching corporate ambition unit purpose and ambition

Time Spent in Carrying Out Managerial Functions