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L T J A Y T A R R I E L A P C G
MANAGEMENT 101
POINTS OF DISCUSSION
•Definition
•Functions of Management
•Levels of Management
•Management Skills
•Management Styles
jaytaryela
WHAT IS MANAGEMENT?
The planning,
organizing, leading and
controlling of a group of
people and other
resources to accomplish
organizational goals
effectively and
efficiently.
jaytaryela
• Is it a SCIENCE?
• Assumes that problems can be approached using
rational, logical, objective and systematic ways.
• Requires technical, diagnostic and decision
making skills and techniques to solve the problems
WHAT IS MANAGEMENT?
jaytaryela
WHAT IS MANAGEMENT?
• Is it an ART?
• Decisions are made and
problems are solved using a
blend of intuition, experience,
instincts and personal insights.
• Requires conceptual,
communications, interpersonal
and time management skills to
accomplish the tasks.
jaytaryela
WHAT IS MANAGEMENT?
or
PREPARED BY: Prof. CHHAYA PATEL
or
Empirically derived
Critically tested
General principles
Cause & effect
principles
Universal
applicability
Practical
know-how
Technical skills
Concrete results
Creativity
Personalized
nature
jaytaryela
M A N A G E R S
The people responsible for
supervising the utilization of the
resources of the organization to
accomplish its goals.
ORGANIZATIONAL
PERFORMANCE
A measure of how
efficiently and
effectively
managers use
available
resources to
achieve
organizational
jaytaryela
FUNCTIONS OF MANAGEMENT
Planning
Organizing
StaffingDirecting
Controlling
jaytaryela
Process of
identifying and
selecting
appropriate
organizational
goals and courses
of action.
P L A N N I N G
jaytaryela
P L A N N I N G
• What is a PLAN?
It is a predetermined course of action which provides
purpose and direction.
• What does it INVOLVE?
It needs systematic process for achieving the
organizational goals.
• What does it ANSWER?
Questions like What, How, Where, When etc., and bridges
the gap where they are and where they want to be.
jaytaryela
P L A N N I N G
GOALS
STRATEGY
MISSION
VISION
OBJECTIVES
 It clarifies long term
direction of a company
 It states the basic purpose
of the company
 Course of action designed to
achieve a long term goal
 Long term aims that a company
wants to achieve
 Concrete attainments that can be
achieved by following certain number of
steps
jaytaryela
Task managers
perform to create a
structure of working
relationships that
allow organizational
members to interact
and cooperate to
achieve goals.
O R G A N I Z I N G
jaytaryela
• It involves:
Identification of activities
Classification of grouping of activities
Assignment of duties
Delegation of authority and creation of responsibility
Coordinating authority and responsibility relationships
O R G A N I Z I N G
jaytaryela
Involves manning the organization structure through
proper and effective selection, appraisal and
development of personnel to fill the roles designed in
the structure.
S T A F F I N G
jaytaryela
S T A F F I N G
STRATEGIC
HR PLANNING
RECRUITMENT
& SELECTION
TRAINING
DEVELOPMENT
PERFORMANCE
APPRAISAL
COMPENSATION
Designed to
ensure an
organization’s
labor
requirements
are
continuously
met
Process of
attracting,
screening
and
selecting
qualified
people for
the job
Acquaints new
comers with
the
organization
and its goals
and policies
and informs
their
responsibilities
Compares an
individual’s
performance
with
established
standards for
the job
Encompasses
all activities
concerned with
administration
of the wage,
salary and
benefit
programs
• Importance of Staffing:
Helps in discovering and obtaining competent
employees for various job
Improves the quantity and quality of output by putting
the right man for the right job
Improves job satisfaction of employees
Reduces cost of personnel by avoiding wastage of
human resource
Facilitates the growth and diversification
S T A F F I N G
jaytaryela
It is the part of
managerial function
which actuates the
organizational methods
to work efficiently for
achievement of
organizational
purposes.
D I R E C T I N G
jaytaryela
COMPONENTS OF DIRECTING
• SUPERVISION
Ensuring that the efforts of employees are contributing to
the output.
• MOTIVATION
It moves the person to action.
• LEADERSHIP
It is a continuous process of influencing behavior.
• COMMUNICATION
It is the start and ending of the operation. jaytaryela
The measurement and
correction of
performance activities
of subordinates in order
to make sure that the
enterprise objectives
and plans desired to
obtain them as being
accomplished.
C O N T R O L L I N G
jaytaryela
STEPS IN CONTROLLING:
Establishment of
standard performance.
Measurement of actual
performance.
Comparison actual
performance with the
standards.
Corrective action.
C O N T R O L L I N G
jaytaryela
P U R P O S E O F
C O N T R O L L I N G :
“To ensure that
everything occurs in
conformities with the
standards.”
C O N T R O L L I N G
jaytaryela
FUNCTIONS OF MANAGEMENT
jaytaryela
LEVELS OF MANAGEMENT
M I D D L E
L O W L E V E L
T O P
Has the job-specific
skills
Has the ability to work well
with others
Has the ability to analyze
complex situations
jaytaryela
FUNDAMENTAL
MANAGEMENT SKILLS
•CONCEPTUAL SKILLS
related to the ability to visualize the organization as a
whole, discern interrelationships among organizational
parts and sets strategic goal.
• HUMAN SKILLS
associated with manager’s ability to work well with others
for coordination to maintain the operational goals.
• TECHNICAL SKILLS
reflect both an understanding of and a proficiency in a
specialized field for a day to day output. jaytaryela
MANAGEMENT LEVELS AND
SKILLS NEEDED
CONCEPTUAL
SKILLS
HUMAN
SKILLS
TECHNICAL
SKILLS
MIDDLE
LOW-LEVEL
TOP
20 40 60 80 100 jaytaryela
MANAGEMENT STYLES
jaytaryela
DEMOCRATIC
jaytaryela
•The manager consults their
team before making decisions,
while still maintaining overall
control. Team leaders decide
how tasks will be addressed,
and who will perform them,
while never losing sight of the
fact that the manager bears
ultimate responsibility.
LAISSEZ FAIRE
jaytaryela
•Also known as
“delegative“
management in which
managers are hands off
and allow his members
to make the decisions.
Researchers have found
that this style leads to
the lowest outputs.
BUREAUCRATIC
jaytaryela
• It makes sure that members
follows procedures
accurately. They expect staff
to respect a strict chain of
command, with the
manager having final say in
all decisions.
AUTOCRATIC
jaytaryela
•This is a dictatorial style, where
the person in charge has total
authority and control over
decision-making. They control
the work of the team, and
monitor the completion of
each task under close scrutiny
to ensure everything is
completed on schedule and
exactly to plan.
QUESTIONS????
THANK YOU!

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Management 101

  • 1. L T J A Y T A R R I E L A P C G MANAGEMENT 101
  • 2. POINTS OF DISCUSSION •Definition •Functions of Management •Levels of Management •Management Skills •Management Styles jaytaryela
  • 3. WHAT IS MANAGEMENT? The planning, organizing, leading and controlling of a group of people and other resources to accomplish organizational goals effectively and efficiently. jaytaryela
  • 4. • Is it a SCIENCE? • Assumes that problems can be approached using rational, logical, objective and systematic ways. • Requires technical, diagnostic and decision making skills and techniques to solve the problems WHAT IS MANAGEMENT? jaytaryela
  • 5. WHAT IS MANAGEMENT? • Is it an ART? • Decisions are made and problems are solved using a blend of intuition, experience, instincts and personal insights. • Requires conceptual, communications, interpersonal and time management skills to accomplish the tasks. jaytaryela
  • 6. WHAT IS MANAGEMENT? or PREPARED BY: Prof. CHHAYA PATEL or Empirically derived Critically tested General principles Cause & effect principles Universal applicability Practical know-how Technical skills Concrete results Creativity Personalized nature jaytaryela
  • 7. M A N A G E R S The people responsible for supervising the utilization of the resources of the organization to accomplish its goals.
  • 8. ORGANIZATIONAL PERFORMANCE A measure of how efficiently and effectively managers use available resources to achieve organizational jaytaryela
  • 10. Process of identifying and selecting appropriate organizational goals and courses of action. P L A N N I N G jaytaryela
  • 11. P L A N N I N G • What is a PLAN? It is a predetermined course of action which provides purpose and direction. • What does it INVOLVE? It needs systematic process for achieving the organizational goals. • What does it ANSWER? Questions like What, How, Where, When etc., and bridges the gap where they are and where they want to be. jaytaryela
  • 12. P L A N N I N G GOALS STRATEGY MISSION VISION OBJECTIVES  It clarifies long term direction of a company  It states the basic purpose of the company  Course of action designed to achieve a long term goal  Long term aims that a company wants to achieve  Concrete attainments that can be achieved by following certain number of steps jaytaryela
  • 13. Task managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve goals. O R G A N I Z I N G jaytaryela
  • 14. • It involves: Identification of activities Classification of grouping of activities Assignment of duties Delegation of authority and creation of responsibility Coordinating authority and responsibility relationships O R G A N I Z I N G jaytaryela
  • 15. Involves manning the organization structure through proper and effective selection, appraisal and development of personnel to fill the roles designed in the structure. S T A F F I N G jaytaryela
  • 16. S T A F F I N G STRATEGIC HR PLANNING RECRUITMENT & SELECTION TRAINING DEVELOPMENT PERFORMANCE APPRAISAL COMPENSATION Designed to ensure an organization’s labor requirements are continuously met Process of attracting, screening and selecting qualified people for the job Acquaints new comers with the organization and its goals and policies and informs their responsibilities Compares an individual’s performance with established standards for the job Encompasses all activities concerned with administration of the wage, salary and benefit programs
  • 17. • Importance of Staffing: Helps in discovering and obtaining competent employees for various job Improves the quantity and quality of output by putting the right man for the right job Improves job satisfaction of employees Reduces cost of personnel by avoiding wastage of human resource Facilitates the growth and diversification S T A F F I N G jaytaryela
  • 18. It is the part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. D I R E C T I N G jaytaryela
  • 19. COMPONENTS OF DIRECTING • SUPERVISION Ensuring that the efforts of employees are contributing to the output. • MOTIVATION It moves the person to action. • LEADERSHIP It is a continuous process of influencing behavior. • COMMUNICATION It is the start and ending of the operation. jaytaryela
  • 20. The measurement and correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished. C O N T R O L L I N G jaytaryela
  • 21. STEPS IN CONTROLLING: Establishment of standard performance. Measurement of actual performance. Comparison actual performance with the standards. Corrective action. C O N T R O L L I N G jaytaryela
  • 22. P U R P O S E O F C O N T R O L L I N G : “To ensure that everything occurs in conformities with the standards.” C O N T R O L L I N G jaytaryela
  • 24. LEVELS OF MANAGEMENT M I D D L E L O W L E V E L T O P Has the job-specific skills Has the ability to work well with others Has the ability to analyze complex situations jaytaryela
  • 25. FUNDAMENTAL MANAGEMENT SKILLS •CONCEPTUAL SKILLS related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts and sets strategic goal. • HUMAN SKILLS associated with manager’s ability to work well with others for coordination to maintain the operational goals. • TECHNICAL SKILLS reflect both an understanding of and a proficiency in a specialized field for a day to day output. jaytaryela
  • 26. MANAGEMENT LEVELS AND SKILLS NEEDED CONCEPTUAL SKILLS HUMAN SKILLS TECHNICAL SKILLS MIDDLE LOW-LEVEL TOP 20 40 60 80 100 jaytaryela
  • 28. DEMOCRATIC jaytaryela •The manager consults their team before making decisions, while still maintaining overall control. Team leaders decide how tasks will be addressed, and who will perform them, while never losing sight of the fact that the manager bears ultimate responsibility.
  • 29. LAISSEZ FAIRE jaytaryela •Also known as “delegative“ management in which managers are hands off and allow his members to make the decisions. Researchers have found that this style leads to the lowest outputs.
  • 30. BUREAUCRATIC jaytaryela • It makes sure that members follows procedures accurately. They expect staff to respect a strict chain of command, with the manager having final say in all decisions.
  • 31. AUTOCRATIC jaytaryela •This is a dictatorial style, where the person in charge has total authority and control over decision-making. They control the work of the team, and monitor the completion of each task under close scrutiny to ensure everything is completed on schedule and exactly to plan.

Editor's Notes

  1. a branch of knowledge or study dealing with a body of facts or truths systematically arranged and showing the operation of general laws: the mathematical sciences.2.systematic knowledge of the physical or material world gained through observation and experimentation.
  2. the quality, production, expression, or realm, according to aesthetic principles, of what is beautiful, appealing, or of more than ordinary significance.
  3. mpirical (ɛmˈpɪrɪkəl)adj1. derived from or relating to experiment and observation rather than theory
  4. Pros:can identify problems early.Good communication benefits staff morale.Cons:can be time-consuming and reduce business productivity.want a manager to make decisions for them.
  5. Pros:It gives employees a sense of empowerment and fulfilment.It can foster creativity and innovation.can be effective in situations where group members are highly skilled, motivated and capable of working on their ownCons:It requires staff to be responsible and committed to their work.Problems may go undetected for some time until they become they become serious.
  6. Pros:This approach can maintain high quality standards in situations that require great attention to detail.Cons:It discourages independence and creativity among employees, sometimes leading to resentment, absenteeism and staff turnover.It can reduce longer-term productivity as employees become bored with their work.
  7. Pros:Some people like to be told exactly what to do.Cons:It can frustrate employees who prefer to have some control over their own work.It can stifle creative and innovative ideas in a business.