1. ManagementManagement
MOHAMMAD YASIRMOHAMMAD YASIR
BBA(MANAGEMENT) 2BBA(MANAGEMENT) 2ndnd
yryr
INTEGRAL UNIVERSITYINTEGRAL UNIVERSITY

2. Management
• Managerial process (planning,
organizing, staffing, leading and
controlling)
• Directed at organization
resources (human, physical,
financial, information, etc)
• Participative management
• For the achievement of
organizational objectives
• Efficient and effective
• Dynamic environment

3. Controlling Planning
Staffing
Leading
Organizing
Functions of management

4. Functions of management
1. Planning
• Planning is deciding in advance about
what to do, how to do it, when to do it,
and who is to do it.
• Process of establishing goals and
choosing a course of action for
achieving those goals.
• It includes: Decision making
Innovation

5. 2. Organizing
• Determining how to group activities
and resources.
• Includes grouping tasks, designing
authority-responsibility structures,
creating channels of communication
and coordinating mechanisms.

6. 3. Staffing
• Acquiring, developing, utilizing and
maintaining people in the organization.
• Human resource management function in
organization.
• Manpower planning to determine
requirements.

7. 4. Leading/ Directing
• Influencing and motivating people to
perform tasks for goal achievement.
• Consists of: Leadership
Supervision
Motivation
Communication
Coordination

8. 5. Controlling
• Monitoring and correcting ongoing
activities to facilitate goal achievement.
• Measurement and correction of
performance to achieve planned
targets.

9. Levels of managers

10. Levels of managers
1. Top level managers
• Highest level of management
• Board Chairperson, Chief executive
officer, Managing Director, General
manager, President etc represent top
managers.

11. Functions of top level managers
• Define overall goals, objectives and
strategies.
• Formulating policies and making plan to
achieve goal.
• Setting up an organizational framework.
• Arranging required resources.
• Exercising the effective control.
• Represent the organization to the outside
world.
• Providing good leadership.

12. 2. Middle level managers
• Largest group of managers in most
organization.
• Create link between top level and lower
level managers.
• Department managers, division head,
and plant superintendent represent
middle managers.

13. Functions of middle level
managers
• Explains policies laid down by top level.
• Preparing organizational set up in their
respective department.
• Selecting appropriate personnel.
• Assigning duties and responsibilities for
timely execution of plans.
• Issuing instruction to supervisors.
• Motivating personnel to achieve higher
productivity.
• Coordinating with other department.

14. 3. Lower level/ First line
managers
• Hold entry level management position.
• Subordinate to middle managers.
• Supervisor, foreman, section head,
represent lower managers.

15. Functions of lower level
managers
• Issue orders and instructions to
the workers.
• Direct and guide the workers.
• Arrange the tools and equipment
for worker.
• Maintain discipline among the
workers.
• Ensure inter-group coordination in
operative employees.
• Report performance and problems
of operative employees to middle
managers.

16. Types of managers
1. Generalist managers
• Direct jobs in a variety of functions
• In Nepal’s civil service, officers
holding the rank of Joint Secretary
are generalist managers.

17. 2. Functional managers
• Specialize in one management area such
as production, marketing, finance,
human resource management.
• The duties, responsibilities and
authority of functional manager are
specified in the job description.
• In Nepal’s civil service, officers up to
the rank of under secretary are
functional managers.

18. 3. Staff managers
• Possess expertise in their specialized
area of knowledge.
• Provide advice to functional and
generalist managers.
• Legal advisor is an example of staff
manager.

19. BECOMING A SUCCESSFUL
MANAGER

20. Role of education
Role of experience
Natural ability, drive
and self-motivation
Develop managerial
skills
Managerial
effectiveness

21. Becoming a manager
1. Role of Education
• Sound education base
• Foundation for development of
managerial skill
• Continued life long education
• Familiar with current research
and thinking on management
• Attending various management
development programs like in
house training

22. 2. Role of Experience
• Initial jobs experiences
• Continued experiences through a
variety of job assignment
• Facing and meeting a variety of
management challenges
• Development of management training
programs

23. 3. Situation
• Need to tackle and face various
situation
• Subsequent progress by handling
various jobs so as to adopt with
management situation
• Need to acquire international expertise
for solving out the problem and
situation
• Different situation needs different
managerial skills