Pom Session i, Mmm

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PRINCIPLE OF MANAGEMENT

Batch: MMM/MFM/MIM/MHRDM

Semester - I

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Semester Plan

No. of Sessions: 12

Total Marks: 100 Final Paper: 50

Internals: 50

Attendance & CP (10)

Project Presentation (40)

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Session No. 1

INTRODUCTION TO MANAGEMENT

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WHAT IS MANAGEMENT?

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MANAGE-ME-N-T

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Management

A process designed toachieve anorganizations objectives

by using its resourceseffectively and efficientlyin a changingenvironment.

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Planning

Leading

Controlling

The Functions Of Management

Organizing

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Planning

Specifying the goals to be achieved and deciding in advance theappropriate actions taken to achieve those goals

Planning function for the new eraA dynamic process in which the organization uses the brains ofits members and of stakeholders to identify opportunities to

maintain and increase competitive advantage

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Types of Plans

Operational

Plans

Tactical

Plans

Strategic

Plans

Specify Actions to

Achieve Tactical Plans

(very short-term) POA

Designed to Implement

Strategic Objectives

(usually one year or less)

Establish Long-Range

Objectives

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Organizing

assembling and coordinating the human, financial,physical, informational, and other resources

needed to achieve goals

the future requires building flexible organizations

Leading

stimulating people to be high performers managers must be good at mobilizing peopleto

contribute their ideas

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Controlling

monitors progress and implements necessarychanges

makes sure that goals are met

new technology makes it possible to achievemore effective controls

Managers must devote attention to all four management functions

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Management in Organizations

Inputs from the environment

Human resources

Financial resources

Physical resources

Information resources

Planning

and decision

making

Leading

Organizing

Controlling

Goals attained Efficiently

Effectively

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The Integrated Systems Model

Feedback

InputsFrom theenvironment:Human

MaterialFinancialInformation

ProcessingTransformationprocess:Technology

Operating systemsAdministrativesystemsControl systems

OutputsInto theenvironmentProduct

ServicesProfit/lossEmployee behaviorInformation

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Exercise No.1

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The Levels of Management

First-Line Management

Foreman, Supervisors, Office Managers

Middle Management

Plant Managers, Division Managers,

Department Managers

Top

Management

President, CEO,

ExecutiveVice Presidents

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Management Levels And Skills

Management level

Top-level managers

Senior executives responsible for overall management of anorganization

Focus on long-term issues

Emphasize the survival, growth, and effectiveness of the firm

Concerned with the interaction between the organization and

its external environment

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Management Levels And Skills(cont.)Management level (cont.)

Middle-level managers (tacticalmanagers)Located between top-level and frontline managers in the

organizational hierarchy

Responsible for translating strategic goals and plans into more

specific objectives and activities

Traditional role was that of an administrative controller who bridgedthe gap between higher and lower levels

Evolving role is that of a developmental coach to the people who

report to them

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Management Levels And Skills(cont.)

Management level (cont.)

Frontline managers (operationalmanagers)

Lower-level managers who supervise the operational activities of theorganization

Directly involved with non-management employees

Increasingly being called on to be innovative and entrepreneurial

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Importance of Management Functionsto Managers in Each Level

Planning

Planning

Planning

Organ

izing

Organ

izing

Organ

izing

Staffing

Staffing

Staffing

Directing

Contro

lling

Directing

Directing

Contro

lling

Contro

lling

Top

Managers

Middle

Managers

First-Line

Managers

Least

Important

Most

Important

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Exercise 2

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The Functions of Manager

Manager

Planning

activities toachieve the

organization's

objectives

Organizing

resources and

activities to

achieve the

organizationsobjectives

Staffing

theorganization

with qualified

people

Directing

employeesactivities

toward

achievement

of objectives

Controlling

the

organizations

activities

to keep it

on course

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Managerial Skills

There are three skill sets that managers need to performeffectively.

1. Conceptual skills:the ability to analyze the whole picture

-Holistic view

2. Human skills:the ability to understand, alter, lead, andcontrol peoples behavior.

3. Technical skills:the job-specific knowledge required toperform a task. Common examples include marketing,accounting, and manufacturing.

All three skills are enhanced through formal training, reading,and practice.

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Skill Type Needed by Manager Level

Top

Managers

Middle

Managers

LineManagers

Conceptual Human Technical

1-22

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Skills and

theManager

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Where Do Managers Come From?

Promoting employees from within

Hiring managers from other organizations

Hiring managers graduating from collegesand universities

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Manager Roles Informational

Monitor Disseminator

Spokesperson

Interpersonal

Figurehead Leader

Decisional Entrepreneur

Disturbance Handler

Negotiator

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Characteristics of an EffectiveManager

Someone of high integrity

Apolitical

A good listener

Comfortable with allowingother people to take credit

Enthusiastic

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Recommended Books Essentials of Management (9th ed.) by Koontz, H., Weirich, H.,

(1989), McGraw Hill

Practice of Management by Peter Drucker

Management (2nded.) by Naylor, J. (2004) Prentice Hall

Management (7thEd. ) byRobbins, S.P. Coulter,M. (2002)

Prentice Hall Fundamentals of ManagementbyRobbins, S.P., Decenzo D.A.

(2004) (4thed.) Pearson Prentice Hall

Griffin, R.W. (2004) Management (8thed.)

Contemporary ManagementbyJones, G.R., George, J.M. (2003)

(3rded.) McGraw Hill

Principles & Practice of Management by Shejwalkar & Ghanekar

Management- A Competency based approach by Hellriegel,Jackson, Slocum

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Pom Session i, Mmm

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