ESSENTIALS OF MANAGEMENT UNIT -1
BASICS OF MANAGEMENT
BY S.Chandramouli Assistant professor Saveetha Management School Saveetha Engineering College
What Is Management?
Management
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
Managers
The people responsible for supervising the use of an organizations resources to meet its goals.
Resources are organizational assets
People Skills Knowledge Information Raw materials Machinery Financial capital
Types of Managers
Levels of Management
First-line managers Responsible for day-to-day operations. Supervise people performing activities required to make the good or service. Middle managers Supervise first-line managers. Are responsible to find the best way to use departmental resources to achieve goals. Top managers Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers. Form top management team along with the CEO and COO.
Levels of Management
DEFINITION OF Management
Management art of Getting things
done by a group of people with the effective utilization of resources.
Management Definitions
Management is an organ; organs can be described and defined only through their functions - Peter F.Druckers To Manage is what is to forecast and plan, to organize, to Compound, to co-ordinate, and to control Henry Fayols
art of knowing what do you want to do and then seeing that it is done in the best and cheapest way - F.W. Taylor
process of designing and maintaining of an environment in which individuals working together in groups, efficiently accomplish selected aims - Koontz and Weihrich
CHARACTERSTICS OF MANAGEMENT
Economic Resources Goal oriented Distinct process Integrative force System of authority Dynamic function Social process Management make things happen Intangible forces
MANAGEMENT SCIENCE OR ART?
Science Organized or systematized body of knowledge pertaining to a specific field of enquiry
Art Application of knowledge and personal skills to achieve results
SCIENCE OR ART
Develops by knowledge Develops practice acquired through observation and experimentation Descriptive Explanation is based on person's own understanding and interpretation Laws and principles are not of universal nature and their validity will differ from situation to situation.
Definitive Explains the cause effect relationships between variables Lays downs universal laws and principles, which remain valid in all situations
Nature of Management
This chapter introduces the concept & the elements of Management. It identifies major schools of management thought and describes how they evolved. Modern approaches are emphasized & the role of the manager is closely examined.
Administration & Management
Administration that part of the management process concerned with the institution and carrying out of procedures by which the program is laid down & communicated, and the progress of activities is regulated & checked against targets & plans.
Management a social process entailing responsibility for
the effective & economical planning & regulation of the operations of an enterprise, in fulfillment of a given purpose or task.
Concept of Management
Management may be defined as a process whereby scarce resources (human, material, & financial) are combined to achieve organizational goals. Without management, people would pursue their own objectives independently and this would lead to waste & inefficiency.
Four Functions of Management
Functions of Management
Organising Planning Staffing
Directing
Reporting
Coordinating
Budgeting
Considering Planning Premises
Formulating Supportive Plans
DIFFERENT PHASES OF PLANNING
A
C
TIME
Control by Punishment instead of harassment
DIRECTING
building an effective work climate and creating opportunity for motivation , supervising, scheduling and discipline
Being a Manager
High Variety Fragmentation
Managerial Problems
Brevity
Compensation to be a manager
Copyright 2004 McGrawHill. All rights reserved . 127
Managerial Skills
What should be the right thing?
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 Howindividuals can we do better? the behavior of other and groups.
Technical Skills
The specific knowledge and techniques required to perform an organizational role.
Copyright 2004 McGrawHill. All rights reserved . 128
Decision making is defined as selection of a course of action from among alternatives to achieve a desired goal
Decision making is a selection process. The best alternative is selected out of many available alternatives.
Decision making is a goal oriented process. Decision are made to achieve some goal or objective.
Decision may be positive or negative. A decision may direct others to do or not to do.
Based on occurrence Programmed decisions Non Programmed decisions Based on location Organizational decisions Personal decisions Based on person Individual decisions Group decisions Based on Information Routine Decisions Strategic Decisions Based on Implementation Policy decisions Operative Decisions
ORGANISATIONAL DECISIONS
PERSONAL DECISIONS
DECISIONMAKER
Who will be my ????
PLANNING
Where the org. wants to be in future Defining goals for future organizational performance Deciding on the tasks and use of resources Deciding in advance which will be done in the near future Lack of planning or poor planning hurts an organisations performance
ORGANISING
Typically follows planning Reflects how the org. tries to accomplish plans Involves assignment of tasks Grouping of tasks into departments Assignment of authority Allocation of resources across the org. Provides all facilities necessary to perform the work.
LEADING
Motivate employees to achieve organisational goals Creating a shared culture and values Communicating goals to employees and creating desire to perform at higher level Involves motivating entire dept.s, divisions and individuals to work immediately with the manager
CONTROLLING
Monitoring employees activities Determining whether the org. is on target to attain its goals Make corrections if necessary Ensure that the achieved objectives conform to preplanned objectives
HENRY FAYOL
1841 - 1925
BASICALLY FROM BRITISH COUNTRY 14 PRICIPLES OF ADMINISTRATION
THOUGHTS
MANAGERS WERE BORN NOT MADE
HENRY FAYOL 14 PRINCIPLES
DIVISION OF LABOUR AUTHORITY
DISICIPLINE
UNITY OF COMMAND UNITY OF DIRECTION REMENURATION
SUBBORDINATION OF INDIVIDUAL INTEREST TO THE COMMON GOOD
CENTRALIZATION HIERARCHY ORDER
EQUITY
STABILITY OF STAFF INITATIVE ESPIRIT DE CORPS
OLIVER SHELTON
DEVELOPED A SOUND PERSONAL POLICY
FRANK B. GILBRETH & LILLIAN BILBRETH
THE BEST WAY TO WORK
EDWARD TREGASKISS ELBOURNE
BASICALLY ENGINEER, INDUSTRIAL ADMINISTRATION
B.S ROWNTREE
ESTABLISHMENT OF PENSION FUND
ELTON MAYO
TO IMPROVE HUMAN RELATION IN INDUSTRY
HENRY GANTT
IMPORTANCE OF HUMAN FACTORS IN THE MANAGEMENT LIKE BONUS
For any organization to be successful, the following principles should be adhered:
All the above said principles shall be carried out only if the organization possesses a sound management.
THANK YOU!!!
