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Managemen
t Principles
Contents of Unit 1 :
Key Difference..
Effective Managers: Doing the
right things
Efficient Managers: Doing
things right
A Different Perspective of
Managers
What Managers do
Managers work is often intense and
demanding.
Managers plan, organize, lead and
control.
Managers enact informational,
interpersonal and decisional roles.
What Managers do
Managers pursue action agendas and
engage in networking.
Managers use a variety of technical,
human, and conceptual skills.
Managers learn from experience.
Planning
the preparation of a firm for future business
conditions
Organizing
the organization of employees and other
resources in a manner that is consistent with the
firms goal.
Leading
the process of providing employees with
instructions on how they should complete their
tasks.
Controlling
the monitoring and evaluation of tasks.
Flow Chart
Top Managers:
(1)Planning
(2)Organizing
Middle Managers:
Organize the employees and
other resources to produce
Middle Management:
(4)Controlling
Determine whether the
Communicate the
organization to supervisors
and ask them to implement
the production process.
Supervisors:
(3)Leading
(4)Controlling
Supervisors: Monitor
employees to ensure their
new assignments properly
Other Managerial
Roles
Interpersonal Roles.
Roles that managers assume to provide direction
and supervision to both employees and the
organization as a whole.
Figureheadsymbolizing
the
organizations
mission and what it is seeking to achieve.
Leadertraining, counseling, and mentoring high
employee performance.
Liaisonlinking and coordinating the activities of
people and groups both inside and outside the
organization.
Informational Roles.
Roles associated with the tasks needed to obtain
and transmit information in the process of
managing the organization.
Monitoranalyzing information from both the
internal and external environment.
Disseminatortransmitting
information
to
influence the attitudes and behavior of employees.
Spokespersonusing information to positively
influence the way people in and out of the
organization respond to it.
Decisional Roles
Roles associated with methods managers use in
planning strategy and utilizing resources.
Entrepreneurdeciding which new projects or
programs to initiate and to invest resources in.
Disturbance handlermanaging an unexpected
event or crisis.
Resource allocatorassigning resources between
functions and divisions, setting the budgets of
lower managers.
Negotiatorreaching agreements between other
managers, unions, customers, or shareholders.
Introduction to
Management..
SIMPLE EXPLANATION ..
MANAGE..MEN& T =
TACTFULLY
other Ms
.MACHINES
.METHODS
.MONEY
.MATERIALS
Management
Characteristics.
You spend more time on non-technical issues
You work more with people
Youre responsible for other peoples work
You have to motivate people
You have to deal with managers more often
The expectations for your work change
Universality of
Management
Principles of management
are universal in the sense
that these can be applied in
different
situations
e.g.
business,
government,
military, hospitals.
Social Process
Management is done by
people, through people and for
people.
Multidisciplinary
Why Study
Management
The more efficient and effective use
of
scarce
resources
that
organizations
make
of
those
resources, the greater the relative
well-being and prosperity of people
in that society.
Society
Players
Needs
Leaders
and
Team
Why Study
Management
Helps people deal with their bosses
and coworkers
Opens a path to a well-paying job
and a satisfying career
Transition Management
Transition Management = Change
Management
Nothing Happens Until You Start
Make a plan ( Transition Management
Stage 1)
Set an objective
Identify the steps to get there
Define a timetable
Select a mentor
Someone whos been there, done that
Willing to share ideas
Transition Management:
Stage 2
Get the skills experience, training
Experience in different areas
Some companies offer supervisory
training
Is MBA right for you?
Levels of Management
INDIVIDUAL
CONTRIBUTORS
Levels of Management
Top (high-level) management (CXOS level)
managers in positions such as president, CEO,
CFO and vice-president who make decisions
regarding the firms long-run objectives.
Middle management
managers who are often responsible for the
firms short-term decisions.
Lower (first-line) management
managers who are usually highly involved
with the employees who engage in the day-today production process.
Pyramid of Levels..
Management Skills
Management Skills
Management Skills
Explanation 1
Technical Skills
The ability to use a special proficiency or
expertise to perform particular tasks.
Conceptual Skills
The ability to think critically and
analytically.
Human Skills
The ability to work with others.
A high level of emotional intelligence
Management Skills
Explanation 2 (Contd)
Technical skills
Job-specific skills required to perform a particular type
of work or occupation at a high level . This can include
fetching technical insights either internally or
externally.
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 the
behavior of other individuals and groups .
Correlation Between
Functions, Roles & Skills of a Manager
Decisional Role
Conceptu
al Skills
Human
Skills
Informational
Role
Interpersonal
Role
Emotional Intelligence
The ability to manage ourselves and our
relationships effectively
Five Facets of Emotional Intelligence
1. Self awarenessunderstanding moods, emotions
2. Self regulationthinking before acting, controlling disruptive
impulses
3. Motivationworking hard and persevering
4. Empathyunderstanding emotions of others
5. Social skillsgaining rapport and building good relationships
Management Development as a
Skill for
Managers..
Lifelong learning
The process of continuously learning from
daily experiences and opportunities.
MANAGEMENT TIPS
1. Plan meetings and work schedules.
2. Clarify goals and tasks, and gather ideas
for improvement.
3. Inform team members about
organizational goals and expectations.
Core Competency of
Managers..
Specific unique set of managerial
skills,
abilities,
knowledge
and
experience that allows him or her to
outperform in a workplace or an
organization.
Corporate Planning
Systematic processof determininggoalsto be achieved in
the foreseeable future. It consists of:
(1)Management'sfundamentalassumptions about the
future economic, technological & competitiveenvironments.
(2) Setting of goals to be achieved within a specified
timeframe.
(3)PerformanceofSWOT analysis.
(4) Selecting main and alternativestrategiestoachievethe
goals.
(5) Formulating, implementing, andmonitoringthe
operationalortactical plansto achieve interimobjectives
Corporate Planning
Corporate planning is a process used by
businesses to map out a course of action that
will result in revenue growth and increased
profits
Although large corporations may have staff
members -- or entire departments; devoted to
performing the planning function, small
business owners can become proficient
through learning basic concepts and putting
forth the effort necessary to create a
comprehensive plan.
Business Planning
&
Corporate Planning Difference
Corporate Planning
Corporate planning defines the strategies
that the employees will take to meet the
business goals and missions.
This type of planning, also known as
strategic planning, focuses on staff
responsibilities and procedures.
Business Planning
&
Corporate Planning Difference
Business Planning
This
process
illustrates
the
operation
strategies from short- and long-term views
while focusing on the overall activity of the
company. The business plan does not identify
specific employee strategies but rather
provides industry strategies.
Market Standing
Innovation
Productivity
Resources (Physical Infra, Financial,
Qualified pool of HR people etc.)
Profitability
Managerial Performance & Development
Workers Performance & Attitude
Public Responsibility