What is management

8 de Sep de 2015

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What is management

  1. WELCOME Be Ready to Explore Management with US.
  2. WHAT IS
  3. • Management has been applied since the beginning of Civilization its not the invention of 20th century. • Whenever people have been been together to buy, sell and wage war there has been management. • Although Management is so old and universal it has no agreed definition. • Perhaps the shortest way to describe the management. • MANGEMENT IS GETTING THINGS DONE.
  4. Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way EFFECTIVELY Making the right decisions and successfully implementing them
  5. Different Definitions of MANAGEMENT • Fredmund Malik defines as Management is the transformation of resources into utility. • F.W. Taylor -“Art of knowing what you want to do and then seeing that it is done the best and cheapest way” • Henry Fayol –“To Manage is to forecast, to plan, to organize, to command, to co-ordinate and to control” • Peter F. Drucker –”Management is work and as such it has its own skills, its own tools and its own techniques”.
  6. CHARACTERISTICS OF MANAGEMENT 1)Is a Process /a function. 2)Is a Social Process. 3)Involves Group Effort. 4)Aims at achieving predetermined objectives. 5)Required at all levels of management 6)Is a Profession 7)Is comprised of following functions:  Planning  Organizing  Directing  Controlling  Co-ordination 8)Is an art and science.
  7. FUNCTIONS OF MANAGEMENT Planning •Look ahead and chart out future course of operation •Formulation of Objectives, Policies, Procedure, Rules, Programs and Budgets Organizing •Bringing people together and tying them together in the pursuit of common objectives. •Enumeration of activities, classification of activities, fitting individuals into functions, assignment of authority for
  8. Directing •Act of guiding, overseeing and leading people. •Motivation, leadership, decision making. Controlling •Laying standards, comparing actuals and correcting deviation-achieve objectives according to plans. Co-ordination •Synchronizing and unifying the actions of a group of people.
  9. Leading Inspires and motivates the workers to work hard and to achieve organizational goals.
  10. What is a MANAGER?  Someone whose primary responsibility is to carry out the management process.  Someone who plans and makes decisions, organizes, leads, and controls: human, financial, physical, and information resources. Management is a task which is accomplished by managers so lets know Managers role in management.
  11. Managers and their functions
  12. Fundamental Managerial Skills  Managerial Skill Mixes at Different Organizational Levels
  13. An Integrative Framework of Management Perspectives Systems Approach • Recognition of internal interdependencies • Recognition of environmental influences Contingency Perspective • Recognition of the situational nature of management • Response to particular characteristics of situation Classical Management Perspectives Methods for enhancing efficiency and facilitating planning, organizing, and controlling Behavioral Management Perspectives Insights for moti- vating performance and understanding individual behavior, groups and teams, and leadership Quantitative Management Perspectives Techniques for improving decision making, resource allocation, and operations Effective and efficient management
  14. Different Management Perspective • Scientific Management perspective Concerned with improving the performance of individual workers (i.e., efficiency). Grew out of the industrial revolution’s labor shortage at the beginning of the twentieth century.
  15. • Administrative Management perspective A theory that focuses on managing the total organization rather than Individuals. It deals with controlling,assesing and coordinating the administrative work of the management.
  16. • Behavioral Management perspective Emphasized individual attitudes and behaviors, and group processes, and recognized the importance of behavioral processes in the workplace.
  17. ORGANIZATIONAL BEHAVIOUR MANAGEMENT PERSPECTIVE • Job satisfaction and job stress • Motivation and leadership • Group dynamics and organizational politics • Interpersonal conflict • The structure and design of organizations
  18. • The Nature of Organizational Conflict Conflict High Low Low High Optimal level of conflict Performance
  19. Quantitative Management Perspective  Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems.
  20. Motivation  The Nature of Motivation  Content Perspectives on Motivation  The Need Hierarchy Approach  The Two-Factor Theory  Individual Human Need.  Process Perspectives on Motivation  Expectancy Theory  Equity Theory  Goal-Setting Theory
  21. SWOT Analysis • Strengths • Weaknesses • Opportunities • Threats Mission An organization’s fundamental purpose Best Strategies SWOT Analysis To formulate strategies that support the mission Those that support the mission and • exploit opportunities and strengths • neutralize threats • avoid (or correct) weaknesses Internal Analysis Strengths (distinctive competencies) Weaknesses Threats External Analysis Opportunities
  22. Any Questions???