The Managerial transformation process

It is the task of managers to transform the inputs in an effective and efficient manner , into outputs.

Transformation usually focuses on social interactions and advocating decision theory .

Managerial knowledge, goals

of claimants, & use of inputs

Planning

Organizing

Staffing

Leading

Controlling

To produce outputs

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External environment

External environmentGoal inputs of claimants:

Employees Consumers Suppliers Stockholders

Governments Community others

Outputs: Products Services Profits

Satisfaction Goal integration Others

The communication system Commutation is essential to all phases of

managerial process.

Firstly it integrates the marginal functions.

e.g. : objective set in planning are communicated so as appropriate organize structure can be devised.

It is also essential in selection, appraisal and training of mangers to understand their roles.

Secondly it helps us to link to external environment .e.g: it helps in communication with customers and become aware about competition and potential threats.

External Variables Effective managers regularly scan

external environment like threats , change in technology etc.

They have no alternative to change them but to respond to it.

Outputs Its duty of managers to convert inputs into

outputs in form of : products, services, profits, satisfaction, integration of the goals of claimants to the enterprise.

Reenergizing the system Outputs become inputs so human qualities

become valuable inputs.

Cycle goes on

Important functions

to be kept in mind.

Cash Goods

Skills

Profits

reinvested

e.g. machinery

Cycle continous

like humans

Functions of Managers

Provides tools for important organizing knowledge.

No new ideas, same old hierarchies.

No implementation in planning, staffing etc.

The most useful approach for discussing the job of manager is to use managerial function of

planning organizing staffing leading controlling as frame work for organizational

managerial knowledge.

Planning

Selecting objectives as well as actions to achieve them

Involves decision making a integral part in choosing future objectives and courses among future alternatives.

No real plan exist untill a decision of human resource has been made.

Organizing Organizing is a part of managing which

involves establishing an international structure of roles for people to fill in an organization.

It is international in the sense of making sure that all the tasks necessary to accomplish goals are assigned and it is hoped , assigned to people who can do them best

STAFFING• Staffing is filling and keeping filled the positions in the

organization structure.• It is the selection and training of individual for specific job

functions and charging them with the associated responsibilities.

Identifying workforce requirements Inventorying the people available Recruiting Selecting Training

LEADING Personality research and studies of job attitudes

provide important information as to how managers can most effectively lead subordinates.

Leading involves the social and informal sources of influence. If managers are effective leaders, their subordinates will be keen about utilizing effort to attain organizational objectives

CONTROLLING It is primary function of every manager.

Managers at all levels of management- top, middle & lower- need to perform controlling functions to keep a control over activities in their areas .

Controlling involves following steps:

1. Setting performance standards Standards can be set in both quantitative as well as qualitative

terms.

e.g.- Standards quantitative Like - Setting of cost to be incurred, Revenue to be earned, etc. Standards Qualitative Like - Improving goodwill and motivation level of employees

2. Measurement of actual performance

There are several techniques for measurement of performance

like - Observation, sample checking, performance reports, etc.

. 3. Analyzing deviations

It is important to determine the acceptable range of deviations. Also, deviations in key areas of business need to be attended more urgently.

4Taking corrective action when the deviations go beyond the acceptable range, it demands

immediate managerial attention so that deviations do not occur again. Corrective action like - training of employees if the production target could not be met.

ANY QUESTIONS…….