mbp module 1
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INTRODUCTION TO MANAGEMENT
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DEFINTION OF MANGAEMENT
According to Henry Fayol Management is to forecast andplan, to organise, to command, to co-ordinate and to control.
It attempts to describe management in terms of what a
manager does and not what management is?
According to Oliver Sheldon, the term management is
commonly used to cover the formation of policy, its
execution, the designing of the organisation and its
employment.
According to E.F.L. Breech Management can be defined as
a social process entailing responsibility for the effective and
efficient planning and regulation of the operations of an
enterprise,
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Who Are Managers?
Manager Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
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NATURE OF MANAGEMENT
Management as an inborn quality
Management is social science
Management in nature is the work done through and with
people
Management in as a profession in nature
Management is an Art
Management is dynamic
Management is inter-disciplinary in approach
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PURPOSE OR IMPORTANCE OF MANAGEMENT
1. Managing is an essential activity in every aspect oforganised life.
2. Management determines the objectives of the organisation
and takes step to achieve them.
3. Management is brain of an organization.
4. The study of management emphasizes what to do and
to do.
5. Management directs the members of the organization
toward the achievement of its objectives.
6. Management is a critical ingredient in the nations economicand social development.
7. Countries development depends upon good management.
Efficient management is key to national growth.
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FUNCTIONS OF MANAGEMENT
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FUNCTIONS OF MANAGEMENT
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Leading6. Co-ordinating
7. Motivating
8. Reporting
9. Controlling
10. Budgeting
11. Decision making
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CLASSIFICATION OF LEVELS
1. Top management
2. Middle management
3. Lower or supervisory management
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The functions performed by the top management are
stated below-
1. Top management lays down the objectives of the
organisation
2. It prepares strategic plans and policies for the organisation
3. It issues necessary instructions for the preparation of budget,
schedules, procedures, etc.
4. It appoints the executives for the middle level
5. It coordinates the activities of different departments
6. It controls the activities of all departments with the help ofreports, memoranda, etc.
7. It builds and maintains relations with the outside public.
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The functions performed by the middle management
are as follows
1. To run the details of the organisation, leaving the top managersas free as possible of their responsibilities
2. To cooperate in making a smoothly functioning organisation
3. To understand the interlocking of departments in major policies
4. To achieve the coordination between the different parts of theorganisation
5. To build up a contented and efficient staff where reward is
given according to capacity and merit and according to
chance or length of service
6. To develop leaders for the future by broad training andexperience.
7. To build a team spirit where all are working to provide a
product or service wanted by the society.
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The function of lower level management
1.To plan and organise the activities of the group.
2.To arrange for necessary materials, machines, tools, etc. for
workers and to provide them the necessary working
environment.
3.To provide training to the workers.4.To supervise and guide the subordinates.
5.To solve problem of workers.
6.To communicate workers problems to the higher level
management.
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Subject Non manager Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Teansactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames
MANAGER VERSUS NON MANAGER
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LEVELS OF MANAGER
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First-line Managers
y Individuals who manage the work of non-managerial
employees.
Middle Managers
y
Individuals who manage the work of first-line managers.Top Managers
y Individuals who are responsible for making organization-
wide decisions and establishing plans and goals that affect
the entire organization.
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TYPES OF MANAGER
LINE MANAGER
DefinitionPerson who heads revenue generating departments
(manufacturing and selling) and is responsible for achieving
an the organization's main objectives by executing functions
such as policy making, target setting, decision making. Linemanager may have direct control over staff employees.
STAFF MANAGER
Definition
Person who is responsible for the performance offunctions that provide support to line managers and does the
activities that support line functions such as accounting,
maintenance, personnel management. Staff manager may not
have power over line managers.
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Other types of managers include types,
1. General Managers
2. Financial Managers
3. Marketing Managers
4. Human Resources Managers
5. Operations Managers
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MANAGERIAL ROLES
1.Interpersonal roles
2.Information roles
3.Decisional roles
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3. Decisional rolesEntrepreneur
Disturbance handlers
Resource allocation
Negotiator
1. Interpersonal roles
Figurehead
Leader
Liaison
2. Information roles
Monitor
Disseminator
Spokes-person
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MANAGERIAL SKILLS
Conceptual skills
Human skills
Technical skills
Other essential managerial skills
Interpersonal skills
Diagnostic skills
Communication skillsTime-Management skills
Decision-Making skills
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PRINCIPLES OF SCIENTIFIC MANAGEMENT
1. Replacing rule of thumb with science
2. Harmony in group action
3. Co-operation4. Maximum output
5. Development of workers
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FAYOLS ADMINISTRATIVE MANAGEMENT
1. Division of work
2. Authority and responsibility3. Discipline
4. Unity if command
5. Unity of direction
6. Subordination of individual to general interest7. Remuneration of personnel
8. Centralisation
9. Scalar chain
10. Order
11. Equity12. Stability of tenure
13. Initiative
14. Espirit de corps
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ELTON MAYO AND HAWTHORNE STUDIES
1. Illumination experiment (1924-27)
2. Relay assembly test room experiment (1927-28)
3. Mass interview programme (1928-30)4. Bank writing observation room experiments (1931-32)
The researchers originally set out to study therelationship between productivity and physical working
conditions.
They conducted various researches in 4 phases
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Criticism of human relations approach
1. Lack of Scientific Validity
2. Limited Focus onWork
3. Over emphasis on group
4. Over stretching of human relations
5. Over-stress on Socio-psychological factors
6. Negative view of conflict
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THE LEARNING ORGANIZATION
Learning organizations, where people continually
expand their capacity to create the results they truly
desire, where new and expansive patterns of thinking are
nurtured, where collective aspiration is set free, and
where people are continually learning to see the wholetogether.- Senge
Learning organizations are characterized by total
employee involvement in a process of collaborativelyconducted, collectively accountable change directed towards
shared values or principles. Watkins and Marsick
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CHARACTERISTICS
1. Provide continuous learning opportunities.
2. Use learning to reach their goals.3. Link individual performance with organizational
performance.
4. Foster inquiry and dialogue, making it safe for people to share
openly and take risks.
5. Embrace creative tension as a source of energy and renewal.6. Are continuously aware of and interact with their
environment.
ARGUMENTS1. Focuses mainly on the cultural dimension
2. Favours individual and collective learning processes
3. Remains rather vague
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CHARACTERISTICS OF A 21ST CENTURY MANAGER
1
. Characteristics that result in the best performance of executiveand senior level leaders are identified along with the key skills,
knowledge, and attributes of effective and successful leaders
which are then linked to a set of specific behaviours.
2. Breadth of training is important for the C.E.O. of the year2000 in functions like marketing, finance, production and
human resource management.
3. ''Experience in diverse businesses as well as some work
abroad, is equally important for an ambitious executive to
perform his job effectively.
4. As for personal characteristics, the chief executive of
tomorrow will be ''a leader, not a boss,''- Dr. Fredrickson.
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5. Unlike the former ITT Corporation chairman, Harold S.
Geneen, an executive SHOULD NOT be tough, autocratic,
abrasive personality, which instill fear in subordinates.
6. The next centurys chief executive will need three
characteristics - creativity, enthusiasms and open-
mindedness, the study said, and will also have a vision
about the company's strategic position in a globalenvironment.
7. To convey ideas, this leader will have to be a good
communicator, which means he or she must learn the art of
public speaking and develop a talent for dealing with the
news media.
8. The study stressed attitudinal differences among American,
Japanese, European and Latin American chief executives.
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SOCIAL RESPONSIBILITIES OF MANAGERS
1.Internal social responsibilitiesAre concerned with assuring due process, justice, equity
and morality in the selection of employees, their training and
education.
1.External social responsibilities
Refer to such actions as stimulating minority
entrepreneurship, improving the balance of payment or training
and hiring hard-core unemployed.
The management owes social obligations to two groups ofsociety. They are
Insiders: shareholders and employees
Outsiders: customers, suppliers, government and the society
as a whole.
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Obligations and responsibilities towards
Shareholders or Owners
1. Stability and growth of the company
2. Declaration of reasonable dividend
3. Protection of assets of the company
4. Trustee of shareholder
5. Information regarding financial position of a
company
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Responsibilities towards customers
1. To meet needs of the consumers
2. To produce right quality of goods
3. To give prompt service to customers
4. To follow fair trade practices
5. True and fair advertisement
6. Proper distribution of goods
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Responsibilities and obligation towards
workers and employees
1. Fair wages
2. Paying attention towards the workers rights
3. Cooperation
4. Better working conditions
5. Adequate service benefits
6. Opportunities for their growth
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Responsibility and obligations towards
society and community
1. To achieve socio-economic objectives
2. Improvement of local environment
3. Help in employment opportunities
4. Welfare activities of the community
5. Efficient use of resources
6. Follow the ethics of business
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Responsibilities towards government
1.To abide by the laws of the country
2.To pay government taxes honestly, fully and in time.
3.To avoid giving bribe to the government employees.
4.To encourage fair trade practices.
5.To discourage the concentration of economic power.
6.To discourage activities this is not in accordance with the business.
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Why is global awareness important?
Global Awareness understands cultures, languages &traditions other than your own.
GLOBALAWARENESS
It is a desire to learn about and a willingness to respectpeople from other cultures
The understanding that everyone has a culture which affects
the way we view ourselves and the world.
College Admissions Career Success
Help your community and nation stay competitive
Help solve the worlds problems
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