BY - MANAK CHAND

DEPARTMENT OF MINING
RAJ ENGG. COLLEGE JODHPUR
8503968284
Manakchand.com@gmail.com
 We all have a vested interest in improving the
way organizations are managed.
Better organizations are, in part, the result of good
management.
You will eventually either manage or be
managed
Gaining an understanding of the management
process provides the foundation for developing
management skills and insight into the behavior of
individuals and the organizations.
 You will learn about the importance of human
and labour factors in organisations including
the structure, design and culture of
organisations; management theory; policies
and practices; and employment relations.
Management may interest you because you
want to understand how an organisation
works.
 Studying management gives you the skills to
deal with people in an organized and
professional manner.
However, before you can manage other
people you will need to learn how to manage
yourself. Studying management teaches
essential skills such as organization and self-
discipline which can used when dealing with
others.
 All industries, sectors
and organizations require some level of
management. Studying
management qualifies a person to enter an
industry of their choice at management level.
Choosing to study management on a course
that combines studying with experience allows
a person to become fully prepared to take on a
manager role.
 Management is the attainment of
organizational goals in an
effective and efficient manner
through planning, organizing,
staffing, directing and controlling
organizational resources.
Organizational resources include
men(human beings), money,
machines and materials.
 Management refers to the tasks and activities involved
in directing an organization or one of its units: planning,
organizing, leading, and controlling.
The process of reaching organizational goals by working
with and through people and other organizational
resources.
 Louis E Boone & David L Kurtz- The use of
people and other resources to accomplish
objectives.
Mary Parker Follet- the act of getting things
done through people.
Frederick Taylor defines Management as the
art of knowing what you want to do in the
best and cheapest way.
 Management
The 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 costs
Effectiveness
Means doing the right things; goal attainment
 Management is a distinct process.
Management is an organized activity
Management aims at the accomplishment of
predetermined objectives.
Management is both a science and an art.
Management is a group activity
Management principles are universal in
nature
Management integrates human and other
resources.
- People responsible
for directing the
efforts aimed at
helping organizations
achieve their goals.

- A person who plans,

organizes, directs and
controls the allocation of
human, material,
financial, and
information resources
in pursuit of the
organizations goals.
 Interpersonal Decisional
Figurehead Entrepreneur
Leader Disturbance hander
Liaison Resource allocator
Informational Negotiator
Monitor
Disseminator
Spokesperson
 Level in the organization
Do managers manage differently based on where they are
in the organization?
Profit versus not-for-profit
Is managing in a commercial enterprise different than
managing in a non-commercial organization?
Size of organization
Does the size of an organization affect how managers
function in the organization?
Management concepts and national borders
Is management the same in all economic, cultural, social
and political systems?
 Management by Communication
Management by Systems
Management by Results
Management by Participation
Management by Motivation
Management by Exception
Management by Objectives
 To establish long-term and short-tem
organizational goals
To establish long-term and short-term
objectives for each manager, clarifying the
key performance standards
Periodic review of performance
Encouraging managers to accept
responsibility
 The need for planning will be
recognized
It provides for objectives and
accountability for performance
It encourages participative
management
It helps in job enrichment
It provides for a good feedback
system
 Good (effective) managerial skills are a scarce
commodity.
Managerial compensation packages are one measure of
the value that organizations place on them.
Management compensation reflects the market forces
of supply and demand.
Management superstars, like superstar athletes in
professional sports, are wooed with signing bonuses,
interest-free loans, performance incentive packages, and
guaranteed contracts.
 Management involves five
functions
These functions are organised to
achieve organisational goals.
Management involves effective
and efficient use of resources
 PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROLLING
 Organizing

Leading
Planning

Controlling
 Planning
Includes defining goals, establishing strategy, and
developing plans to coordinate activities
Organizing
Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
 Leading
Includes motivating employees, directing the
activities of others, selecting the most effective
communication channel, and resolving conflicts
Controlling
The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations

Copyright 2004 Prentice Hall, 1

Inc. All rights reserved. 25
Management Process and Goal
Attainment
Management and Organizational
Resources
Management process:

planning,
organizing,
leading, and
controlling
 Planning is determining the objectives and
formulating the methods to achieve them. It is
more simply said than done. A job well planned
is half done. During planning one needs to ask
oneself the following:
What am I trying to accomplish i.e. what is my
objective?
What resources do I have and do I need to
accomplish the same?
What are the methods and means to achieve the
objectives?
Is this the optimal path?
Planning involves tasks
that must be performed to
attain organizational goals,
outlining how the tasks
must be performed, and
indicating when they
should be performed.
 Planning

Determining organizational goals and

means to reach them
Managers plan for three reasons
1. Establish an overall direction for the
organizations future
2. Identify and commit resources to achieving
goals
3. Decide which tasks must be done to reach
those goals
 Purposes or missions,
Objectives-It is the ultimate goal towards which the
activities of the organization are directed
Strategies-general program of action and
deployment of resources
Policies-general statement or understanding which
guide or channel thinking in decision making
Procedures-states a series of related steps or tasks
to be performed in a sequential way
Rules-prescribes a course of action and explicitly
states what is to be done
Programs-comprehensive plan that includes future
use of different resources
Budgets-statement of expected results expressed in
numerical terms
 Take Time to Plan
Planning can be Top to Down or
Bottom to Top
Involve and Communicate with all
those Concerned
Plans must be Flexible and
Dynamic
Evaluate and Revise
1. Determining the goals or objectives for the
entire organization.
2. Making assumptions on various elements of
the environment.
3. To decide the planning period.
4. Examine alternative courses of actions.
5. Evaluating the alternatives.
6. Real point of decision making
7. To make derivative plans.
Organizing means assigning the planned tasks to various
individuals or groups within the organization and cresting a
mechanism to put plans into action.
 Organizing

Process of deciding where decisions will be made, who

will perform what jobs and tasks, and who will report
to whom in the company
Includes creating departments and job descriptions
 Determine what is to be done/ Division of
Work:
Assign Tasks: Departmentalization:
Link Departments: Hierarchy Development:
Decide how much Authority to Designate/
Authority, Responsibility and Delegation:
Decide the Levels at which Decisions are to be
made / Centralization vs. Decentralization:
Decide how to Achieve Coordination:
 Coordination by Rules or Procedures
Coordination by Targets or Goals:
Coordination through the Hierarchy
Coordination through Departmentalization
Using a Staff Assistant for Coordination:
Using a Liaison for Coordination:
Using a Committee for Coordination
Using Independent Integrators for Coordination:
Coordination through Mutual Adjustment:
Definition 1
Selecting and training individuals for specific
job functions, and charging them with the
associated responsibilities.
Definition 2
Number of employed personnel in an
organization or program. Also called
workforce.
 Provides positive and dynamic
leadership
Provides maximum
opportunities
Provides proper motivation of
personnel
Ability to command people
Leading (Influencing) means guiding the activities
of the organization members in appropriate
directions. Objective is to improve productivity.
 Leading

Getting others to perform the necessary tasks

by motivating them to achieve the
organizations goals

Crucial element in all functions

 Feed Forward Control-Control that attempts
to identify and prevent deviations before
they occur is called feed forward control,
sometimes called preliminary or preventive
control.
Concurrent Control-Control that monitors
ongoing employee activities during their
progress, to ensure they are consistent with
quality standards, is called concurrent
control.
Feedback Control-In this case, the control
takes place after the action. Sometimes
 EstablishStandards of
Performance
Measure Actual Performance
Compare Performance to
Standards:
Take Corrective Action
 Effective controls are timely.
Control standards should encourage
compliance.
Setting effective standards is important
Use management by exception.
Employees should get fast feedback on
performance.
Do not over rely on control reports.
Fit the amount of control to the task.
1. Gather information that measures recent performance
2. Compare present performance to pre-established standards
3. Determine modifications to meet pre-established standards
 Controlling

Process by which a person, group,

or
organization consciously monitors
performance and takes corrective
action
 What Is An Organization?
A formal and coordinated group of people who
function to achieve particular goals
These goals cannot be achieved by individuals
acting alone
An organization has a structure
 An organization has a structure.

An organization consists of a group of

people striving to reach goals that
individuals acting alone could not achieve.
 Management
Organization
Two or more people who work together in a structured
way to achieve a specific goal or set of goals.

Goals
Purpose that an organization strives to achieve;
organizations often have more than one goals, goals are
fundamental elements of organization.

The Role of Management

To guide the organizations towards goal
accomplishment
1. Initiate and implement 6. Develop teams,
change and improvement individuals, and self to
in services, products, and enhance performance
systems
7. Plan, allocate, and
2. Monitor maintain, and evaluate work carried out
improve service and by teams, individuals and
product delivery self
3. Monitor and control the 8. Create, maintain, and
use of resources enhance effective working
relationships
4. Secure effective resource
allocation for activities 9. Seek, evaluate, and
and projects organize information for
action
5. Recruit and select
 Programmed
Non programmed.
Mechanistic-It is one that is routine and
repetitive in nature
Analytical-It involves a problem with a
larger number of decision variables
Judgmental-It involves a problem with a
limited number of decision variables, but
the outcomes of decision alternatives are
unknown
Adaptive-It involves a problem with a large
number of decision variables, where
outcomes are not predictable
 Interpersonal role
Informational role
Decisional role
 Figurehead- ethical guidelines
and the principles of behavior
employees are to follow in their
dealings with customers and
suppliers
Leader- give direct commands
and orders to subordinates and
make decisions
Liaison-coordinate between
different departments and
 Monitor- evaluate the
performance of managers in
different functions
Disseminator-communicate to
employees the organizations
vision and purpose
Spokesperson- give a speech to
inform the local community about
the organizations future
 Entrepreneur- commit organization resources
to develop innovative goods and services
Disturbance handler- to take corrective
action to deal with unexpected problems
facing the organization from the external as
well as internal environment
Resource allocator- allocate existing
resources among different functions and
departments
Negotiator- work with suppliers, distributors
and labor unions
Function: A classification referring to a group of
similar activities in an organization like
marketing or operations.
Functional Managers: A manager responsible for
just one organizational activity such as
accounting, human resources, sales, finance,
marketing, or production
Focus on technical areas of expertise
Use communication, planning and
administration, teamwork and self-
management competencies to get work
done
General Managers: responsible for the operations
of more complex unitsfor example, a company or
division

Oversee work of functional managers

Responsible for all the activities of the unit
Need to acquire strategic and multicultural
competencies to guide organization

Many Other types of managers

 Top
Managers

Middle Managers

First-Line Managers

Non-managers
 FIRST-LINE MANAGERS- often
called supervisors stand at the
base of the managerial hierarchy
MIDDLE MANAGERS- heads of
various departments and organise
human and other resources to
achieve organizational goals
TOP MANAGERS- set
organizational goals, strategies to
implement them and make
 First-line Managers: have direct responsibility for
producing goods or services Foreman, supervisors,
clerical supervisors
Middle Managers:
Coordinate employee activities
Determine which goods or services to provide
Decide how to market goods or services to customers
Assistant Manager, Manager (Section Head)
Top Managers: provide the overall direction of an
organization Chief Executive Officer, President, Vice
President
 First-line Managers
Directly responsible for production of goods or services
Employees who report to first-line managers do the
organizations work
Spend little time with top managers in large organizations
Technical expertise is important
Rely on planning and administration, self-management,
teamwork, and communication competencies to get work
done
 Middle Managers
Responsible for setting objectives that are consistent with
top managements goals and translating them into specific
goals and plans for first-line managers to implement
Responsible for coordinating activities of first-line
managers
Establish target dates for products/services to be delivered
Need to coordinate with others for resources
Ability to develop others is important
Rely on communication, teamwork, and planning and
administration competencies to achieve goals
 Top Managers

Responsible for providing the overall direction of an

organization
Develop goals and strategies for entire organization
Spend most of their time planning and leading
Communicate with key stakeholdersstockholders,
unions, governmental agencies, etc., company
policies
Use of multicultural and strategic action
competencies to lead firm is crucial
 Hard work
Smart work
Patience
Out of box thinking
Reading and acquiring knowledge
Ethical consciousness
Collaborative relationship
Perseverance
 Conceptual skills
A managers mental ability to coordinate all of
the organizations interests and activities
Interpersonal skills
A managers ability to work with, understand,
mentor, and motivate others, both individually
and in groups
Technical skills
A managers ability to use the tools, procedures,
and techniques of a specialized field
Political skills
A managers ability to build a power base and
establish the right connections
 Behaviors related to a managers effectiveness:
Controlling the organizations
environment and its resources.
Organizing and coordinating.
Handling information.
Providing for growth and
development.
Motivating employees and handling
conflicts.
Strategic problem solving.
A persons knowledge and ability
to make effective use of any
process or technique constitutes
his technical skills.
For eg: Engineer, accountant, data
entry operator, lawyer, doctor etc.
An individuals ability to cooperate
with other members of the
organization and work effectively
in teams.
For eg: Interpersonal relationships,
solving peoples problem and
acceptance of other employees.
Ability of an individual to analyze
complex situations and to
rationally process and interpret
available information.
For eg: Idea generation and
analytical process of information.
 CONCEPTUAL

HUMAN

TECHNI
CAL
Management Level and Skills
 Introductory Concepts: What Are
Managerial Competencies?

Competency a combination of knowledge,

skills, behaviors, and attitudes that contribute to
personal effectiveness

Managerial Competencies sets of knowledge,

skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations
 Six Core Managerial Competencies:
What It Takes to Be a Great Manager

Communication Competency

Planning and Administration Competency

Teamwork Competency

Strategic Action Competency

Multicultural Competency

Self-Management Competency
 Communication Competency
Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
Informal Communication
Used to build social networks and good
interpersonal relations
Formal Communication
Used to announce major events/decisions/
activities and keep individuals up to date
Negotiation
Used to settle disputes, obtain resources,
and exercise influence
 Deciding what tasks need to be done, determining
how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
Information gathering, analysis, and problem solving
from employees and customers
Planning and organizing projects with agreed
upon completion dates
Time management
Budgeting and financial management
 Accomplishing tasks through small groups of
people who are collectively responsible and
whose job requires coordination
Designing teams properly involves having
people participate in setting goals

Creating a supportive team environment gets

people committed to the teams goals

Managing team dynamics involves settling

conflicts, sharing team success, and assign tasks
that use team members strengths
 Strategic Action Competency

Understanding the overall mission and values of

the organization and ensuring that employees
actions match with them

Understanding how departments or divisions of

the organization are interrelated

Taking key strategic actions to position the firm

for success, especially in relation to concern of
stakeholders

Leapfrogging competitors
 Snapshot

Sony must sell off businesses that dont fit

its core strategy of fusing gadgets with films,
music, and game software. That means
selling off its businesses in its Sony Financial
Holdings, which are very profitable.

Howard Stringer, CEO, Sony

 Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations

Cultural knowledge and understanding of the

events in at least a few other cultures

Cultural openness and sensitivity to how others

think, act, and feel

Respectful of social etiquette variations

Accepting of language differences

 Self-Management Competency

Developing yourself and taking responsibility

Integrity and ethical conduct

Personal drive and resilience

Balancing work and life issues

Self-awareness and personal development

activities
 Self-Management Competency

Snapshot

My strengths and weaknesses havent

changed a lot in 51 years. The important
thing is to recognize the things you dont do
well and build a team that reflects what you
know the company needs.

Anne Mulcahy, CEO, Xerox

Learning Framework for Managing
Part I: Overview of Management
Part II: Managing the Environment
Part III: Planning and Control
Part IV: Organizing

Part V; Leading