1. Introduction Management, Schools of Mgmt Thought

7/27/2019 1. Introduction Management, Schools of Mgmt Thought

1/30

Subject covered by


2/30

TOPICS COVERED

Introduction to management

Nature of management

Importance of management

Skills required to be a manager

Nature of management

Importance of managementAdministration/management


3/30

DEFINITIONS OF MANAGEMENT

Management is the coordination of all the resources

through the process of planning ,organising ,directing&controlling in order to attain the stated objectives.-HENRY I. SISK

Mgmt is the art of knowing what you want to do &thenseeing that it is done in the best and the cheapest way.F,W TAYLOR

Mgmt is the art & science of organising &directing humanefforts applied to control the forces &utilise the materials ofnature for the benefit of man. AMERICANSOCIETY OF MECH ENG.

Is to forecast and to plan ,to organize to command,to co-ordinate & to control. -HENRY FAYOL

It is a distinct process consisting of planningOrganizing,actuating &controlling performed to determine& accomplish the objectives by the use of people and

resources . - GEORGE R.TERRY


4/30

What is Management?

A set of activitiesplanning and decision making, organizing, leading, and

controlling

Directed at an organizations resourceshuman, financial, physical, and information

With the aim of achieving organizational goals in

an efficient and effective

manner.


5/30

Ms ofManagement

Man

Money

Material

M/C

Market

Method


6/30

Fundamental Management SkillsManagement Skill Mixes at Different Organizational

Levels


7/30

Katzs essential managerial skills.


8/30

MANAGERIAL SKILLS

In the modern business the job mgmt has become very

difficult.Several skills are required to manage successfully a large

org.in a dynamic environment.

These skills are classified in to the following categories:

# TECHNICAL SKILLS- refers to the ability and knowledge in using

the equipment,technique & procedure involved in performing the specifictasks. There are two things a manager should understand about technical skill:-

1.which skill should be employed in his particular enterprise.

2.A manager must understand both the role of each employed and inter

relations b/w the skills.


9/30

MANAGERIAL SKILLS(CONTD)

CONCEPTUAL SKILLS-Consist of the ability to seethe whole organization and the interrelationships

between the parts.

HUMAN SKILLS-consist of the ability to workeffectively with other people both as individual and

as members of the group.Human skills areconcerned with understanding of people.


10/30

NATURE OF MANAGEMENT

Management is goal oriented.Management is universal.

Management is a social process.

Management is multidisciplinary.

Management is a continuous process.Management is intangible.

Management is art as well as science.

Management as an activity.


11/30

NATURE (cont)

Management is science as well as art.

Management is a group activity

Management is a system of authority

Management is a dynamic process.


12/30

POINTS OF DIFFERENCE ADMINSTRATION MANAGEMENT

NATURE It is determination orthinking function.

It is executive or doingfunction.

TYPE OF WORK It is concerned with thedetermination of majorobjectives or policies.

It is concerned with theimplementation ofpolicies.

LEVELS OF AUTHORITY It is mainly a top level

position.

It is largely a middle and

lower level function.

INFLUENCE Administrative decisionsare influenced

Managerial decision areinfluenced

DIRECTION OF HUMANEFFORTS

It is not directlyconcerned with thedirection of humanefforts.

It is actively concernedwith the direction ofhuman efforts in theexecution of plans

MAIN FUNCTIONS Planning and controllingare the main functions

involved in it.

Directing and organisingmain.


13/30

MANAGEMENT

&ADMINISTRATION

ADMINISTRATION: the overalldetermination of policies ,the setting of

major objectives and the laying out ofbroad programmes.MANAGEMENT: is the function in industry

concerned with the execution of policywithin the limits set up by administration,the employment of the org. for theparticular objects set by administration&the employment of the org. for theparticular objects set before it.


14/30

IMPORTANCE OF MANAGEMENT

According to PETER DRUCKER mgmt is a dynamic lifegiving element in an organisation, without it theresources of production remain mere resources and

never become production.Achievement of group goals.Optimum utilisation of resourcesMinimisation of cost

Survival and growthGeneration of employmentDevelopment of nation


15/30

MANAGEMENT SCIENCE/ART

ART-It is the application of knowledge

&personal skills to achieve the results.

SCIENCE-An organized or systematizedbody of knowledge pertaining to a specific field

of enquiry.


16/30

MANAGERIALROLES

INFORMATIONAL

ROLE

INTERPERSONAL

ROLE

DECISIONAL ROLE


17/30

MANAGEMENT SCIENCE/ART

SCIENCE Systematized body of

knowledge. Universal principles

Scientificenquiry&experiments

Cause &effectrelationship.

Tests of validity&predictability

ART Practical knowledge

Personal skill

Result orientedapproach

Creativity Improvement through

continuous practice.


18/30

ROLES OF MANAGEMENT INTERPERSONAL SKILLS-ITINCLUDES

figurehead roleliaison role

leader

INFORAMATIONAL ROLE- IT INCLUDES

monitordisseminator

spokesman

DECISIONAL ROLE-IT INCLUDES

EntrepreneurDisturbance handler

Resource allocator

Negotiator


19/30

MEN

MATERIAL

MACHINERY

MONEY

MARKET

METHOD

PROCESS OF MANAGEMENT

GOODS

SERVICES

PROFIT

PRODUCTIVITY

CUSTMER SATISFACTIONM

E

N

Planning Organising Staffing Directing

CONTROLLING

INPUT

OUTPUT


20/30

Mintzbergs 10 managerial roles.


21/30

Figurehead : Representing the organisation in formal matters; Serving as

a symbol of the organisation.

Liaison : Interacting with peers and people outside the organisation:

developing external links.

Monitor : Receiving and collecting information; utilising the channelsthrough which information comes.

Disseminator : Transmitting information within the organisation.

Spokesman : Transmitting information to people outside the organisation.

Role

Entrepreneur : Introducing change; initiating projects to improve theorganisation.

Disturbance Handler : Taking charge when the organisation is threatened.

Resource Allocator : Deciding where the organisation will expend its

efforts and what resources will be expended

Negotiator : Involving the organisation with organisations.

Mangers Formal

Authority

Interpersonal

Role

Informational

Role

Decisional

Role

Leader

ow oes anagemen e a e o


22/30

ow oes anagemen e a e oOther Disciplines?

Anthropology

Economics Philosophy

Political Science Psychology

Sociology

Management


23/30

Organizations as open systems.


24/30

The organization viewed as an upside-down pyramid.


25/30

Management Defined

ManagementThe process of getting things done,

effectively and efficiently, through and

with other people

Efficiency

Means doing the thing correctly; refers to

the relationship between inputs and

outputs; seeks to minimize resource costsEffectiveness

Means doing the right things; goal

attainment


26/30

Efficiency and Effectiveness


27/30

Productivity and the dimensions oforganizational performance.


28/30

Planning : It is the

Process of deciding

Advance what is to be

done. When and where

It is to be done, howIt is whom.

Directing : It deals with

The steps a manager takes

(guiding, supervising,Motivating, etc.) get

Subordinates and others to

Carry out a goal.

Organising : It is the

Process of relationships

To enable employees to

Carry out managements

Plans and meet its goals.

Leadership : Influencing

Others to act toward the

Attainment of a goal.

Staffing : The process by

Which organisations meet

Their human resource

Forecasting future

Requirements, recruiting

And selecting candidate andorienting new Employees.

Motivation : Any

Influence that brings

Out, direct, or

Maintains goal

Directed behaviour.s

Communication : TheTransfer of information

And understanding from

One person to another

Through words. Symbols

And gestures.


29/30

Effective Managers and Functional skills

Planning Skills Organizing Skills Leading Skills Controlling Skills Decision Making


30/30

Planning Skills Organizing Skills Leading Skills Controlling Skills Decision Making

Skills

Ability to think ahead Ability to analyse and

describe various

organisational jobs

Ability to see big

picture

Ability to keep the

activities on the

desired paths

Ability make good and

timely decisions

Ability to forecastfuture trends

Ability to select, train,develop and maintain

people in various jobs

Ability tocommunicate ideas

effectively

Ability to initiatecorrective steps at the

right time

Ability to devote onkey, important and

strategic issues

Ability to make

choices that help in

realising

predetermined goals

Ability to define

working relationships

and authorityflow

properly.

Ability to inculcate a

sence of collectivism

in the employees and

forcing them to work

as a team

Ability to state

objectives clearly and

precisely.

Ability to define

working relationship

and properly

Ability to inspire

people to do better

Ability to ensure

control measure

without hurting the

feelings of employees

in a negative manner

Ability to make right

choices and pursue

activilities that enable

the organisation to

accomplish its purpose

Ability to set

performance

standards for

measuring and

implementing the

plans.

Ability to get along

with changing

situations

Ability to assess the

situation and initiate

the needed behaviour

in an appropriate

manner.

Ability to commit

funds to the best

advantage

Documents

1. Introduction Management, Schools of Mgmt Thought