Download - Introduction to Mgt
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METHODS OF ASSESSMENT
Attendance 05Quizzes, Case Study, etc 15
Seminar & exam 20Final exam 60Total 100
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Reference Books: 1. Essentials of Management
Harold Koontz & Heinz Weihrich
2. Management Heinz Weihrich, Mark V Cannice,
Harold Koontz
3. Management By James Arthur Finch Stoner,
Freeman R, Jr Gilbert Daniel R
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By the end of today's session you will understand………
1) Why learn Management, What is Management? 2)Meaning, definition, objectives and importance of Management 3) Nature of Management 4)Functions of Management 5) Who are managers?6) Role of Managers, Managerial skills
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Why study this subject?•1)To understand the process of business management and its functions, and
•2) To familiarize the students with current management practices. .
•3) To understand the importance of ethics in business, and
•4) To acquire knowledge and capability to develop ethical practices for effective management.
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Introduction to Management
Chapter
1
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Why Study Management?
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Need for Management?
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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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Definition of Management:
Management is the process of designing and maintaining an environment in which individuals, working together in groups,
efficiently accomplish selected aims.
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What Is An Organization?An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).
Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure
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Managerial Concerns:
Efficiency“Doing things right”
– Getting the most output for the least inputs
Effectiveness“Doing the right things”
– Attaining organizational goals
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Management Strives For:Low resource waste (high efficiency)
High goal attainment (high effectiveness)
ResourceUsage
Efficiency (Means)
GoalAttainment
Effectiveness (Ends)
Low Waste High Attainment
Efficiency and Effectiveness in Management
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1–13
Managers have to cope with diverse and far-reaching challenges
1. To keep pace with ever-advancing technology2. To find ways to incorporate the Internet and e-
business into their strategies and business model3. Strive to remain competitive in a dynamic and
far reaching world
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Managerial Levels
Middle Line Managers
Top Line Managers
First Line Managers
Non – Managerial Employees
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Levels of Management
Top Level Management
Middle Level Management
First-LineManagement
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Top Managers
Responsible for…
Creating a context for change
Developing attitudes of commitmentand ownership in employees
Creating a positive organizational culture through language and action
Monitoring their business environments
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Middle Managers
Responsible for…
Setting objectives consistent with top management goals, planning strategies
Coordinating and linking groups, departments, and divisions
Monitoring and managing the performance of subunits and managers who report to them
Implementing the changes or strategiesgenerated by top managers
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First-Line Managers
Responsible for…
Managing the performance of entry-level employees
Teaching entry-level employees how to do their jobs
Making schedules and operating plans based on middle management’s intermediate-range plans
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Management Levels and Functional Areas
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Types of ManagersGeneral Managers
Supervise the activities of several departments.Functional Managers
Supervise the activities of related tasks. Common functional areas:
Marketing Operations/production Finance/accounting Human resources/personnel management
Project Managers Coordinate employees across several functional departments
to accomplish a specific task.
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What Do Managers Do?Functional Approach
Planning Defining goals, establishing strategies to
achieve goals, developing plans to integrate and coordinate activities.
Organizing Arranging and structuring work to accomplish
organizational goals. Leading
Working with and through people to accomplish goals.
Controlling Monitoring, comparing, and correcting work.
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Resources• Human• Financial• Raw Materials• Technological• Information
Performance• Attain goals• Products• Services• Efficiency• Effectivenes
s
Leading
Use influence to motivate employees
Planning
Select goals and ways to attain
them
OrganizingAssign responsibility
for task accomplishment
Controlling
Monitor activities & make corrections
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What Do Managers Do? (cont’d)Skills Approach
Technical skillsKnowledge and proficiency in a specific field
Human skillsThe ability to work well with other people
Conceptual skillsThe ability to think and conceptualize about
abstract and complex situations concerning the organization
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Skills @ Different Management Levels
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Managerial Roles Approach (Mintzberg)
Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.
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What Companies Look for in Managers
•Technical•Interpersonal •Conceptual •Diagnostic •Communication •Decision-Making •Time-Management
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New Workplace Issues and Challenges Technology and Speed
Globalization and Diversity
Knowledge, Learning,
Quality, and Continuous
Improvement
Change, Creativity, Innovation, and Entrepreneurship
Participative Management,
Empowerment, and Teams
KnowledgeManagement
Ethics and Social
Responsibility
Networking and Boundaryless Relationships
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14 PRINCIPLES OF MANAGEMENT
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1. Division of Labor
2. Authority & Responsibility3. Unity of
Command4. Unity of Direction5. Equity6. Order7. Discipline
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8. Initiative9. Remuneration10. Stability of
Tenure11. Scalar Chain12. Sub-Ordination of Individual Interest to
common goal
13. Espirit De’ Corps 14. Centralization