Session 1Session 1Introduction Introduction

Definition of Management: Definition of Management:

Management is the process of Management is the process of designing and maintaining an designing and maintaining an environment in which individuals, environment in which individuals, working together in groups, working together in groups, efficiently accomplish selected aims .efficiently accomplish selected aims .

According to Koontz- management is According to Koontz- management is the art of getting things done the art of getting things done through and with the people in through and with the people in formally organized groups.formally organized groups.

Characteristics Characteristics IntangibleIntangible Goal orientedGoal oriented UniversalUniversal Social processSocial process Group activityGroup activity System of authoritySystem of authority ActivityActivity DynamicDynamic Science as well as artScience as well as art Multidisciplinary Multidisciplinary

Management vs AdministrationManagement vs Administration Administration is broader than Administration is broader than

ManagementManagement Administration is a part of Administration is a part of

Management Management Management and Administration are Management and Administration are

identicalidentical

Difference b/w Management and Difference b/w Management and AdministrationAdministration

Point of Point of distinctiondistinction

AdministrationAdministration ManagementManagement

Nature Nature Thinking functionThinking function Doing functionDoing functionScopeScope Determines (objectives Determines (objectives

and policies)and policies)Implements (plans and Implements (plans and achieves goals ) thru achieves goals ) thru peoplepeople

LevelLevel Top Top Middle and lowerMiddle and lowerSkills NeededSkills Needed Conceptual and humanConceptual and human Technical and humanTechnical and human

Represents Represents Owners & promoters Owners & promoters Paid individualsPaid individuals

Usage Usage govt., military, social, govt., military, social, educational & culturaleducational & cultural

Business organizationBusiness organization

Nature Nature Management as a nounManagement as a noun Management as a processManagement as a process Management as a group / TeamManagement as a group / Team Management as a disciplineManagement as a discipline Management as an activityManagement as an activity

Importance / PurposeImportance / Purpose Optimum use of resourcesOptimum use of resources Effective Leadership and motivation Effective Leadership and motivation Establishes sound industrial relationsEstablishes sound industrial relations Achievement of Goals Achievement of Goals Change and Growth Change and Growth Improves standard of LivingImproves standard of Living

The Goals of All Managers and The Goals of All Managers and Organizations Organizations

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

Characteristics of Excellent Characteristics of Excellent Companies (Peters & Waterman)Companies (Peters & Waterman)

These firmsThese firms ** Were oriented toward actionWere oriented toward action ** Learned about the needs of their customersLearned about the needs of their customers ** Promoted managerial autonomy and Promoted managerial autonomy and

entrepreneurshipentrepreneurship ** Achieved productivity by paying close attention Achieved productivity by paying close attention

to the needs of their peopleto the needs of their people ** Were driven by a company philosophy often Were driven by a company philosophy often

based on the values of their leadersbased on the values of their leaders ** Focused on the business they knew bestFocused on the business they knew best ** Had a simple organization structure with a lean Had a simple organization structure with a lean

staffstaff ** Were centralized as well as decentralized, Were centralized as well as decentralized,

depending on appropriatenessdepending on appropriateness

Excellent Companies Adapt to Excellent Companies Adapt to Changes in the 21st Century Changes in the 21st Century

To be successful in the 21st Century, To be successful in the 21st Century, companies must take advantage of companies must take advantage of the new information technology - the new information technology - especially the Internet - and especially the Internet - and globalization globalization

M-Commerce is mobile or wireless M-Commerce is mobile or wireless commerce commerce

Scope Scope

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

Managing: Science or Art?Managing: Science or Art? Managing as practice is an Managing as practice is an artart; the ; the

organized knowledge underlying the organized knowledge underlying the practice may be referred to as a practice may be referred to as a sciencescience

Managers have to combine their Managers have to combine their scientific knowledge with their scientific knowledge with their artistic skills to emerge as winners in artistic skills to emerge as winners in a competitive environment.a competitive environment.

Management as a Science-Management as a Science-CharacteristicsCharacteristics

Systemized body of knowledgeSystemized body of knowledge Social scienceSocial science Inexact scienceInexact science Scientific managementScientific management

Management as a Art-Management as a Art-CharacteristicsCharacteristics

Use of knowledgeUse of knowledge Creative artCreative art PersonalizedPersonalized Constant practiceConstant practice

..Managerial Skills and the Organizational Managerial Skills and the Organizational

HierarchyHierarchy The skills for managers are:The skills for managers are:

– technical & design skills (specific knowledge technical & design skills (specific knowledge and methods)and methods)

– human (ability to understand , motivate and human (ability to understand , motivate and get along with others)get along with others)

– Conceptual (ability to visualize the org. as a Conceptual (ability to visualize the org. as a whole)whole)

Managerial skills at Various LevelsManagerial skills at Various Levels

Top Top

Middle Middle

Lower Lower

CS HS T & DS

The Five Managerial FunctionsThe Five Managerial Functions PlanningPlanning OrganizingOrganizing StaffingStaffing LeadingLeading ControllingControlling

Definition of PlanningDefinition of Planning Planning is the process of deciding in Planning is the process of deciding in

advance what is to done , when and advance what is to done , when and where it is to be done , how and by where it is to be done , how and by whomwhom

Planning involves selecting missions Planning involves selecting missions and objectives and the actions to and objectives and the actions to achieve them; it requires decision achieve them; it requires decision makingmaking

Definition of OrganizingDefinition of Organizing Organizing is the process of creating Organizing is the process of creating

a structure of relationship to enable a structure of relationship to enable employees to carry out employees to carry out management’s plans and meet it’s management’s plans and meet it’s goals.goals.

Organizing involves establishing an Organizing involves establishing an intentional structure of roles for intentional structure of roles for people to fill in an organization people to fill in an organization

Definition of StaffingDefinition of Staffing Staffing is the process by which org. Staffing is the process by which org.

meet their HR needs , including meet their HR needs , including forecasting future requirements, forecasting future requirements, recruiting and selecting candidates recruiting and selecting candidates and orienting new employees.and orienting new employees.

Staffing involves filling, and keeping Staffing involves filling, and keeping filled, the positions in the filled, the positions in the organization structureorganization structure

Definition of LeadingDefinition of Leading

Leading is influencing people so that Leading is influencing people so that they will contribute to organization they will contribute to organization and group goalsand group goals

Leading involves setting direction for Leading involves setting direction for the firm.the firm.

Definition of ControllingDefinition of Controlling Controlling is concerned with Controlling is concerned with

monitoring employees’ activities monitoring employees’ activities keeping org. on track towards it’s keeping org. on track towards it’s goals and making corrections as goals and making corrections as required.required.

Controlling is measuring and Controlling is measuring and correcting individual and correcting individual and organizational performance to ensure organizational performance to ensure that events conform to plans that events conform to plans

Managerial Functions at Different Managerial Functions at Different Organizational Levels Organizational Levels

No basic distinction is made between No basic distinction is made between managers, executives, administrators, managers, executives, administrators, and supervisors and supervisors

All managers carry out managerial All managers carry out managerial functions. However, the time spent for functions. However, the time spent for each function may differeach function may differ

Transformation of Management Roles and TasksTransformation of Management Roles and TasksFrontline/operational Frontline/operational /lower level/lower level

Middle levelMiddle level Top levelTop level

ChangiChanging ng RolesRoles

From operational From operational implementers to implementers to aggressive entrepreneursaggressive entrepreneurs

From administrative From administrative controllers to supportive controllers to supportive coachescoaches

From resource From resource allocators to allocators to Institutional leadersInstitutional leaders

Primary Primary ValueValue

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

Providing the support Providing the support and coordination to and coordination to bring large company bring large company advantage to the advantage to the independent frontline independent frontline unitsunits

Creating and Creating and embedding a sense of embedding a sense of direction, commitment direction, commitment and challenge to people and challenge to people throughout the orgthroughout the org

Key Key ActivitiActivitieses

Creating and pursuing Creating and pursuing new growth opportunities new growth opportunities for the businessfor the business

Attracting and developing Attracting and developing resources and resources and competenciescompetencies

Managing continuous Managing continuous performance performance improvement within the improvement within the unitunit

Developing individuals Developing individuals and supporting their and supporting their activitiesactivities

Linking dispersed Linking dispersed knowledge, skills and knowledge, skills and best practices across best practices across unitsunitsManaging the tension Managing the tension between short term perf between short term perf and long term ambitionand long term ambition

Challenging embedded Challenging embedded assumptions while assumptions while establishing a establishing a stretching opportunity stretching opportunity horizon and perf horizon and perf standardsstandardsInstitutionalizing a set Institutionalizing a set of norms and values to of norms and values to support cooperation support cooperation and trust and trust Creating an overview Creating an overview arching corporate arching corporate purpose and ambitionpurpose and ambition

Time Spent in Carrying Out Time Spent in Carrying Out Managerial FunctionsManagerial Functions

The Systems Model of ManagementThe Systems Model of Management