Management involves planning, organizing, leading, and controlling individuals and resources to achieve organizational goals. It is a process of designing and maintaining an environment where people can work together efficiently. The key functions of management are planning, which involves setting goals and strategies; organizing, which involves structuring work and allocating resources; leading, which involves motivating and inspiring people; and controlling, which involves monitoring performance and taking corrective actions. Effective management requires balancing efficiency in the use of limited resources with achieving organizational objectives.

1. Management Management is a process of designing & maintaining environment in which individuals, working together in groups, efficiently accomplish selected aims

3. Management It is the process of planning, organizing, leading and controlling, individual and resources to achieve organizational objectives

6. Characteristics of Today’s Organization Organization Bigness Diversification Globalization Govt. Interference Competition Information Change Science & Tech

7. Management Process ORGANIZATIONAL GOALS Planning Leading Controlling Organizing HUMAN RESOURCES INFORMATION RESOURCES PHYSICAL RESOURCES FINANCIAL RESOURCES

8. Management Functions Management Functions Planning Organizing Leading Controlling

9. Management Functions ‘ Planning Organizing Leading Controlling Management Functions

10. Management Functions: Planning, Organizing, leading & controlling Planning Setting performance Objectives & deciding How to achieve them Organizing Arranging tasks, people, & other resources To accomplish the work Controlling Measuring performance & taking action to Ensure desired results Leading Inspiring people to Work hard to achieve High performance The Management Process

12. Managerial Functions Achieving the Org Stated purpose Planning Defining Goals, Establishing strategy, & developing Sub-plans to Coordinate activities Organization Determining What Needs to be done, How it will be done, & who is to do it Leading Directing & Motivating all Involved parties & resolving conflicts Controlling Monitoring activities To ensure that they are Accomplished as Planned Lead to

15. Levels of Managers Top Managers Middle Managers First-line Managers Operatives

26. Managers and Skills First-Line Middle Level Top Level Technical Skills Human Skills Conceptual Skills

31. Management Seeks Efficiency & Effectiveness G O A L A T T A I N M E N T Ends: Effectiveness R E S O U R C E U S A G E Means: Efficiency Goals High attainment Low Waste

35. Mangers and Planning Top Level Managers Middle Level Managers First Line Managers Strategic Planning Tactical Planning Operational Planning

40. Planning Process Control | V Implementation | V Strategy Formulation | V Situation Analysis | V Objectives | V Mission

47. Levels of Goals Operational Goals ---------Operational Plans Tactical Goals------Tactical Plans Strategic Goals----Strategic Plans Top Management Middle Management First Level Management

60. Decision Making Process Problem Identification “ New Supplier is required ” Identification of Decision Criteria Price Quality Mode of payment Credibility Location Allocation of Weights to Criteria Quality 10 Price 8 Mode of Pay 5 Location 4 Credibility 3 Development of Alternatives Anex Haji & sons Linkers Hassan Bro. Globe Inn Implementation of an Alternative Hassan Bro . Evaluation of Decision Effectiveness Analysis of Alternatives Anex Haji & sons Linkers Hassan Bro. Globe Inn Selection of an Alternative Anex Haji & sons Linkers Hassan Bro. Globe Inn

64. Types of Organizational Structures Options for Departmentalization Market- Channel Functional Matrix Customer Product Geography

65. Functional Organization President Marketing Mgr Production Mgr. Finance Mgr HRM Mgr

66. Geographical Organization President VP South Asia VP East Asia. VP Australia VP North America

67. Product Organization President VP Tea Line VP Oil Line. VP Soap Line VP W/Powder Line

68. Customer Organization President North America Metals and Chemicals Group Material Science Group Aerospace & Industrial Products International Group Packing Systems Group

69. Matrix Organization Finance Grp Marketing Grp Materials Grp HR Grp HR Grp Production Grp Finance Grp Materials Grp Production Grp Marketing Grp Project A Manager Project B Manager Production Finance Marketing Material & Procurement Human Resource Chief Executive Line operation– Work performance Support assistance from functional departments

87. Control Process Measure Performance Does it match standards Establish Standards Do Nothing Take Corrective Action No Yes

101. Maslow’s Hierarchy of Needs Self-Actualization Needs Self-Esteem Needs Social Needs Security/Safety Needs Physiological Needs

110. Theories or Approaches of Leadership Integrative Behavioral Trait Contingency

114. Leadership Styles Low Structure and High Consideration High Structure and High Consideration Low Structure and Low Consideration High Structure And Low Consideration (High) (Low) Consideration (Low) (High) Initiating Structure

116. LOW HIGH

122. Continuum of Leadership Behavior Use of authority by the manager Area of freedom for subordinates Boss-centered Leadership Subordinate-centered Leadership Manager makes decision and announces it Manager “sells” decision Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager presents problem, gets suggestions, makes decision Manager defines limits; asks group to make decision Manager permits subordinates to function within limits defined by supervisor

123. Leader Behavior 4-44 Characteristics of subordinates Functions of leader Effective organization Work Environment Motivated subordinates Leader behavior

126. Situational Model of Leadership High Relationship and Low Task High Task and High Relationship Low Relationship and Low Task High Task and Low Relationship (High) (Low) Relationship Behaviour (Low) (High) Task Behaviour

127. Fiedler’s Contingency Model of Leadership 4-65 Very favorable favorable unfavorable Very un favorable Style Of leadership Task- directed Human Relations - - + I Favorableness of the situation

128. Fiedler’s Contingency Model of Leadership Leader-member relations Task structure Position power 3 Variables of Situational Favorableness.

132. Phases of Transformation Process 1. Recognizing need for change. 2. Create a new vision. 3. Manage Transition 4. Institutionalize the change.

136. Empowers Others Visionary Self Promoting Verbal Skills Minimum Internal Conflict High Energy Action Orientation Inspires Trust High Risk Orientation Self Confidence Moral Conviction Relational Power Base Charismatic Leader Characteristics

137. Strategies to Develop Charismatic Qualities Develop visionary skills Practice being candid Develop warm, positive, humanistic attitude. Develop an enthusiastic, optimistic, energetic personality.

142. Group & Team Individual & mutual Accountability Individual Complementary Skills Random and Varied Positive Synergy Neutral (Sometimes Negative) Collective Performance Goal Share Information Work Team Work Group Comparison

149. Driver’s Characteristics Driver Innovator Developer Director

150. Planner’s Characteristics Planner Strategist Estimator Scheduler

151. Enabler’s Characteristics Resource Manager Enabler Promoter Negotiator

152. Executor’s Characteristics Producer Exec Coordinator Maintainer

153. Controller’s Characteristics Auditor Monitor Evaluator Controller

155. Challenges to HRM HRM Diversification Globalization Govt. Interference Competition Technology Change Workforce Diversity

156. Organization Chart of HRM Function Vice President HRM Director HR Research & Planning Director Employee Relations Director Compensation & Benefits Director HRD Director Staffing

157. A Human Resource Management Department Vice President of Personnel/Human Resource Management Employment Division Job Analysis Human resource planning Recruitment Interviewing Testing Placement Resignations Terminations Records Training & Development Division Organizational need analysis Career planning Development & training Appraisal Wage & Salary Division Job Analysis Job Evaluation Wage/salary surveys Employee Benefits & Services Division Health services Insurance Safety Recreation facilities Pensions Labor Relations Division Collective bargaining Legal grievances Suggestion plans Contracts

186. Model for an Organization’s Environment Macro or Far Environment T echnological Factors S ocial Factors P olitical Factors E conomic Factors Near or Operating Environment Customers Clients Competitors Partners Suppliers ORGANIZATION

192. Approaches to Planned Change Change in Structure Techno-Structural Change Change in Technology Change in People Change Agent Organization Redesign Decentralization, Modification of Work Flow Redesign of Structure and Work Operations Redesign of Work Operations Changes in Skills, Attitudes, Expectations, Perceptions Improved Organizational Performance

198. Operations Management System Outputs Products, services, & other (pollution) Inputs Raw materials, human resources, capital (land, buildings, equipment), technology information. Feedback Product/ Service Design & Facilities Transformation Process Control Processes