PRINCIPLES OF MANAGEMENT

PRINCIPLES OF MANAGEMENTOrganization & Organizational LevelWhat is Organization ?Organizational Levels

3Efficiency & Effectiveness Means Ends Efficiency EffectivenessResourceUsageLow Goals HighWaste AttainmentGoalAttainmentManagement & Organizational Resources

Management RolesInterpersonal RelationshipsThe Transfer of InformationDecision MakingInterpersonal RelationshipsRole Description Identifiable Activities FigureheadSymbolic head; obliged to perform a number of routine duties of a legal or social nature Business relationships; signing documents Leader Responsible for the motivation and activation of employees; responsible for staffing, training, and associated duties Performing virtually all activities that involve subordinates Liaison Maintains self-developed network of outside contacts and informers who provide favors and information Acknowledging mail; performing other activities that involve outsiders The Transfer of InformationRole DescriptionIdentifiable Activities Monitor Emerges as nerve center of internal and external information about Information. Reading periodicals and reports; maintainingpersonal contact. Disseminator Transmits information received from other employees to members of the organization. Holding informational meeting; making phonecalls to relay information. Spokesperson Transmit information to outsiders on organizations plan, policies, actions, results, etc. Holding board meeting; giving information to the media. Decision MakingRoleDescription

Identifiable ActivitiesEntrepreneur Searches for development opportunities in the dynamic environment and initiates improvement projects to bring about change.Designing and initiating changes within the organization.Disturbance handler Responsible for corrective action when organization faces important disturbances. Taking corrective action in nonroutine situations. Resource allocator Responsible for the allocation of organizational resources of all kinds.Performing any activity that involves budgeting and the programming ofemployees work. Negotiator Responsible for representing the organization at major negotiations. Participating in negotiations with other parties. Manager

A person who plans, organizes, directs and controls the allocation of human, material, financial, and information resources in pursuit of the organizations goalsManagement Skills

11Model of Managerial CompetenciesTeamworkCompetencyCommunicationCompetencyPlanning andAdministrationCompetencyStrategicActionCompetencySelf-ManagementCompetencyGlobalAwarenessCompetencyLeadershipTeam-Building SkillsSelf-objectivityAnalytic ThinkingCreative ThinkingBehavioral FlexibilityOral CommunicationWritten CommunicationPersonal ImpactResistance to StressTolerance of Uncertainty

12Management as a ProfessionProfession is an occupation for which specialized knowledge, skills & training are required & the use of these skills is not meant for self-satisfaction but these are used for larger interests of the society & the success of the use of these skills is measured not in terms of money alone.

Characteristics of ProfessionWell defined body of knowledge Formal education and training Minimum qualificationRepresentative bodyService motiveEthical code of conduct Professionalization of ManagementImproves knowledge in a systematic way.Improves professional status and prestige.Promotes managerial ethics.Promotes talent.