This document discusses key concepts about organizations and management. It defines an organization as a deliberate arrangement of people working together to achieve goals that cannot be accomplished individually. Common characteristics of organizations include having a distinct purpose, being composed of people, and having a deliberate structure. The document also discusses management functions like planning, organizing, leading and controlling work. Managers at different levels including first-line, middle, and top managers are classified. Effective management requires skills in technical areas, dealing with people, and conceptual thinking. The changing role of management is also summarized.

1. SHARDA UNIVERSITY

2. Presented By: PARVEEN KUMAR SINGH
MBA

3. 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

4. Organizational Performance
 The measure of how efficient and effective an
organization is- how well it achieves appropriate
objectives.

5. What is management?
 The process of planning, organizing, leading, and
controlling the work of organization members and of
using all available organizational resources to reach
stated organizational goals

6. Management is science or art ?
Management is an art and science of getting things
done through and with the help of others.
Management is the social process of planning,
organizing ,staffing ,directing, coordinating &
controlling for the determination & achievement
of organizational objectives in a dynamic
environment.

7. Why Study Management?
 The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary
rewards for their efforts.

8. Who Are Managers?
 Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

9. Management Functions

10. Managerial Levels

11. Classifying Managers
 First-line Managers
 Individuals who manage the work of non-managerial
employees.
 Middle Managers
 Individuals who manage the work of first-line managers.
 Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans and
goals that affect the entire organization.

12. What Management think?
 Managerial Concerns
 Efficiency
 “Doing things right”
 Getting the most output for the least inputs
 Effectiveness
 “Doing the right things”
 Attaining organizational goals

13. Management Process
 A systematic method of handling activities
 set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
 managerial activities are usually done in a
continuous manner

14. Need for management

15. Major Approaches to Management

16. 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.

17. Roles of Managers
 Management Roles Approach
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator, spokesperson
 Decisional roles
 Disturbance handler, resource allocator, negotiator

18. Skills of managers
 Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization

19. Skills Needed at Different Management Levels

20. Managerial Performance
 The measure of how efficient and effective a manager
is- how well he or she determines and achieves
appropriate objectives.

21. Effectiveness and Efficiency in
Management

22. How The Manager’s Job Is Changing
 The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
 Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and act
on opportunities for innovation.

23. Challenges of management
 Need for vision
 Need for ethics
 Need for responsiveness to cultural diversity

24. THANK YOU……..
FOR YOUR PRECIOUS TIME AND
ATTENTION TOWARDS THE JOB
EVALUATION………