futures, functions, level and role of mgt
DESCRIPTION
principles of ManagementTRANSCRIPT
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Nature/Features of Management
Management as an activity Management as a Process
Social Process
Continuous ProcessUniversal
Interrelated
Composite
Management as discipline Management as an Economic Resource
Management as a Team
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Social Process
The entire management process isregarded as a social process as thesuccess of all organizational efforts
depends upon the willing co-operationof people
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Continuous Process
The process of management is on going and
continuous. Managers continuously take up one or
the other function. Management cycle is repeated
over and over again.
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Universal
Management functions are universal in the sense
that a manager has to perform them irrespective ofthe size and nature of the organization. Each
manger performs the same functions regardless of
his rank or position in the organization.
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Interrelated
Managerial functions are contained
within each other. The performance
of the next function does not start
only when the earlier function is
finished. Various functions are
taken together.
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Composite
All Managerial functions arecomposite and integrated. There
cannot be any sequence which can
be strictly followed for performingvarious functions. The sequential
concept may be true in a newly
started business where functionsmay follow a particular sequence
but the same will not apply to a
going concern.
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CLASSIFICATION OF MANAGEMENT FUNCTIONS
Henry Fayol, the pioneer of managementprocess approach gave
Planning
Organizing
Commanding
Co-coordinating and
Controlling as functions ofmanagement.
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Luther Gullick used the word POSDCORB to
describe functions such as Planning (P) Organizing(O), Staffing (S), directing (D) , controlling (CO),
reporting and budgeting (B),
Koontz and O Donnel adopted managerial
functions as planning, organizing, staffing, directing
and controlling.
Earnest dale has included innovation and
representation to the earlier mentioned functions
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1. Planning 2. Organizing
3. Staffing 4. Directing
(a) Leadership (b) Communication
(C) Motivation (d) Supervision
5. Cordinating 6. Controlling
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PLANNING
Planning is a basic managerialfunction,. Planning helps in defining
the course of action to be followedfor achieving various organizationalobjectives. It is a decision inadvance, what to do, when to do,how to do and who will do aparticular task. Planning is a process
which involves thinking before doing.
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According to Terry, Planning is the
selecting and relating of facts and the
making and using assumptions regarding
the future in the visualization and
formulation of proposed activities
believed necessary to achieve desired
results.
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Planning is a process of looking ahead.
The primary object of planning is to
achieve better results. It involves the
selection of organizational objectives and
developing polices procedures,
programmes, budgets and strategies.
Planning is a continuous process that
takes place at all levels of management.
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ORGANISZING
Every business enterprises needs theservices of a number of persons to lookafter its different aspects.
The management sets up the objectives orgoals to be achieved by its personnel. Theenergy of every individual is channelized toachieve the enterprise objectives.
The function of organizing is to arrange,guide coordinating, direct and control theactivities of other factors of production, Via,men, material, money and machines so asto accomplish the objectives of theenterprise.
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Louis A. Allen describes organization as the
process of identifying and grouping work to be
performed, defining and delegating
responsibility and authority and establishing
relationships for the purpose of enabling
people to work most effectively together in
accomplishing objectives
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STAFFING
The function involves manning the positionscreated by organization process. It is concernedwith human resources of an organization.
In the words of Koontz and O Donnel, Staffing isfilling, keeping filled positions in the organizationstructure through defining work-forcerequirements, appraising, selectingcompensating and training
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DIRECTING
Directing is concerned with carrying out thedesired plans. It initiates organized andplanned action and ensures effective
performance by subordinates towards theaccomplishment of group activities.Direction is called management in action. In
other words of George R. Terry, Direction ismoving to action and supplying simulativepower to the group after planning.
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LEADERSHIP
A manager has to issue orders and instructions
and guide and counsel his subordinated in their
work with a view to improve their performance
and achieve enterprise objectives.
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COMMUNIC TION
Communication constitutes a very important functionof management. It is said to be the number oneproblem of management today. It is an established factthat managers spend 75 to 90 per cent of their workingtime in communicating with others
Thus, communicating means sharing of ideas incommon. The essence of communicating is getting thereceiver and they sender turned together for aparticular message. It refers to the exchange of ideasfeelings, emotions and knowledge and informationbetween two or more persons. Nothing happens in
management till communication takes place.
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MOTIV TION
The term motivation is derived from the word
motive which means a need, or an emotion
that prompts an individual into action
motivation is the psychological process ofcreating urge on the subordinates to do
certain things or behave in the desire manner.
It is a very important function of management.
The importance of motivation can be realized
from the fact that performance of a worker
depends upon his ability and the motivation.
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SUPERVISION
Supervision is another element of directing
function of management. After issuinginstructions, the manager or the supervisorof management has to see that all giveninstructions are carried out. This is the aimof supervision. Supervision refers to the job
of overseeing subordinates at work toensure maximum utilization of resources toget the required and directed work done andto correct the subordinates whenever theygo wrong.
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CO-ORDINATIONCoordination is one of the mostimportant functions of management.It is essential to channelize theactivities of various individuals in the
organization for the achievement ofcommon goals. Every department orsection is given a target to be
achieved and they shouldconcentrate only on their work andshould not bother about the work of
other organs.
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Coordination creates a team spirit
and helps in achieving goals through
collective efforts. It is the orderly
arrangement of group effort toprovide unity of action in the pursuit
of common objectives.
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CONTROLLING
Controlling can be defined as determiningwhat is being accomplished that is evaluatingthe performance, if necessary, applying
corrective measures so that the performancestake place according to plans.
Control is essential for achieving objectives ofan enterprise. The planning of various activitiesdoes not ensure automatic implementation of
policies. Control is the process which enablesmanagement to get its policies implementedand take corrective actions if performance isnot according to the pre-determined standards.
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Level of mangement
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M N GEMENT LEVELS ND TIME
SPENT ON FUNCTIONS
Plan. Organ. Lead. Control.
Top 28% 36% 22% 14%
Middle 18% 33% 36% 13%
Lower 15% 24% 51% 10%
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Role of management
The figurehead
The liaison role
The spokesman role
The role of disturbance handler
The role of negotiator
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Principles of management
Principles: a statement of fundamental
truth; which is established with refernce
to a cause and effect relationshipbetween two variables.
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Derivation of management
principles
Two sources
1. observation and experience of
practitioners and scholar of management.2. outcome of experimental studies
conducted by researchers.
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Nature of management
Principles
1. Management principles establish cause-effect
relationship, only of a casual nature.
2. Some management principles are a matter of
common sense
3. Management principles have the features of
universality coupled with flexibility
4. Management principles aim at ensuring a better
organizational life.
5. Management principles are dynamic in nature
6. Management principles might be conflict in nature.
7. Management principles are equal importance
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Need for management principles
To crystalize the nature of management
and help in the development of
management theory. To facilitate management education and
training
To increase managerial efficiencyatmicro and macro level.
To aid management research
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Management Process
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What is it?
Planning
Organizing
Leading
Controlling
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Planning
Identify desired results
Brainstorm ways to achieve results
Set goals for final outcome
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Organizing
Arranging jobs
Locating resources
Coordinating activities
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Leading
Encouragement
Motivation
Supportive
Repetition
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Controlling
Achievement
Performance measurement
Making corrections if needed
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Administration vs. management
To exam the controversy
the theoretical
Practical distinction
The theoretical distinction
1. The American view point
2. The British view point
3. The modern view pointPractical distinction
1. The traditional use
2. The popular use
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Management Administration
Definition
Art of getting things done through others by directing
their efforts towards achievement of pre-determined
goals.
Formulation of broad
objectives, plans & policies.
Nature
executing function, doing function
decision-making function,
thinking function
Scope Decisions within the framework set by the administration. Major decisions of an
enterprise as a whole.
Level of authority
Middle level activity
Top level activity
Status
Group of managerial personnel who use their specialized
knowledge to fulfil the objectives of an enterprise.
Consists of owners who invest
capital in and receive profits
from an enterprise.
Usage
Used in business enterprises.
Popular with government,
military, educational, and
religious organizations.
Influence Decisions are influenced by the values, opinions, beliefs
and decisions of the managers.
Influenced by public opinion,
government policies, customsetc.
Main functions
Motivating and controlling
Planning and organizing
Abilities Handles the employees. Handles the business aspects
such as finance.
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