Managers & Managing
A Theoretical approach in the process of
Learning & Development
By
V. Venkata Deekshit
Learning Objectives
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Introduction
Definition of Management
Nature and Characteristics of Management
Concepts of Management
Objectives of Management
Role & Importance of Management
Levels Of Management
Functions of Management
Skills of management
Conclusion
Introduction
Every human being has
several needs and desires.
But no individual can satisfy
all his wants. Therefore,
people work together to
meet their mutual needs
which they cannot fulfill
individually
Introduction
It is by working together and living
together in organized groups and
institutions that people satisfy
their economic and social needs.
As a result there are several types
of groups, eg., family, school,
government, army and a business
firm.
What is Management ???
The task of getting results through others by
coordinating their efforts is known as “Management”
Definitions of Management
"Management is an art of knowing what is to be done and
seeing that it is done in the best possible manner." (planning
and controlling)
F.W. Taylor (father of scientific management)
"Management is to forecast, to plan, to organize, to
command, to coordinate and control activities of others."
Henri Fayol (father of modern management)
"Management is the process by which co-operative group
directs actions towards common goals."
Joseph Massie
What is Management ???
Just as mind coordinates and regulates all the
activities of a person, management coordinates and
regulates the activities of various members of an
organization.
What is Management ???
Is the process of using what you have
{ RESOURCES },
to do what you want to do ….
{GOALS}
Resources {Assets}
A stock or supply of money, materials, staff, and other
assets that can be drawn on by a person or organization in
order to function...
7 categories of resources:
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People
Money
Time
Work Procedures
Energy
Materials
Equipment
Goals
A goal is an objective that a person or a system
plans or intends to achieve.
Profit Levels or Maximum cost levels
Maintenance or growth of financial strength
Quality standards
Guest employee & management concerns
Professional obligations
Societal concerns
What is Management?
“Management is guiding human and physical
resources into a dynamic organization units that
attain their objectives to the satisfaction of those
served and with the high degree of moral and sense
of attainment on the part of those rendering the
services”
Concepts of Management
Management as a “Process”
Management as “coordination”
Management as a “ Function”
Management as a “Process”
“A process by which managers create, direct,
maintain and operate purposive organization through
systematic, coordinated,
cooperative human efforts”
Management as “coordination”
“Management is a process by which individual and
group effort is coordinated towards group goals”.
“Management is a process of designing and
maintaining an environment in which, individuals,
working together in groups efficiently and effectively
accomplish group goals”
Management as a “Function”
“Management is a role which includes a set of duties,
responsibilities, and relationships-involved in work
organizations”
Nature and Characteristics of Management
Goal oriented
Universal
Integrative force
Social process
Multidisciplinary
Continuous process
Intangible
Art as well as Science.
Objectives of Management
Organizational Objectives
Personal Objectives
Social Objectives
ROLE & IMPORTANCE OF MANAGEMENT
Achievement of Group goals
Optimum utilization of resources
Minimization of Costs
Survival and Growth
Generation of Employment
Development of the Nation
Role & Importance management?
The more efficient and effective use of scarce
resources that organizations make of those
resources, the greater the relative well-being and
prosperity of people in that society
Helps people deal with their bosses and coworkers
Opens a path to a well-paying job and a satisfying
career
Levels of Management
Levels of Management
Top level Management
- Board of Directors
- Managing Director
- General manager
Middle Level Management
- Departmental Heads
- Managers/Dy. Managers
- Asst. Managers
Low Level Management
- First Line Supervisors
Levels of Management
• First line managers - Responsible for daily
supervision of the non-managerial employees who
perform many of the specific activities necessary to
produce goods and services
• Middle managers - Supervise first-line managers.
Responsible for finding the best way to organize
human and other resources to achieve organizational
goals
 Top managers –
Responsible for the performance of all departments
and have cross-departmental responsibility.
Establish organizational goals and monitor middle
managers
Decide how different departments should interact
Ultimately responsible for the success or failure of an
organization
Functions of Management
Planning
Organizing
Evaluating
Coordinating
Staffing
Directing
Controlling
Four Functions of Management
Planning
Process of identifying and selecting
appropriate organizational goals and courses of
action
Complex, difficult activity
Strategy to adopt is not always immediately clear
Done under
uncertainty
Steps in the Planning Process
Deciding which goals the organization will pursue
Deciding what courses of action to adopt to attain
those goals
Deciding how to allocate organizational resources
Organizing
Task managers perform to create a structure of
working relationships that allow organizational
members to interact and cooperate to achieve
organizational goals
Organizational Structure
A formal system of task and reporting relationships
that coordinates and motivates members so that
they work together to achieve organizational goals
Leading
Articulating a clear organizational vision for its
members to accomplish, and energize and enable
employees so that everyone understands the part
they play in achieving organizational goals
Leading
Leadership involves using power, personality, and
influence, persuasion, and communication skills
Outcome of leadership is highly motivated and
committed workforce
Controlling
Task of managers is to evaluate
how well an organization has
achieved its goals and to take any
corrective actions needed to
maintain or improve performance
The outcome of the control process
is the ability to measure
performance accurately and regulate
organizational efficiency and
effectiveness
Relative Managerial Functions
Managers
Managers –
The people responsible for supervising the use of an
organization’s resources to meet its goals
Roles Of Managers
Decisional Roles
Interpersonal Roles
Informational Roles
Decisional Roles
Roles associated with methods managers use in
planning strategy and utilizing resources.
Entrepreneur—deciding which new projects or programs
to initiate and to invest resources in.
Disturbance handler—managing an unexpected event or
crisis.
Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
Negotiator—reaching agreements between other
managers, unions, customers, or shareholders.
Interpersonal Roles
Roles that managers assume to provide direction
and supervision to both employees and the
organization as a whole.
Figurehead—symbolizing the organization’s mission and
what it is seeking to achieve.
Leader—training, counseling, and mentoring high
employee performance.
Liaison—linking and coordinating the activities of people
and groups both inside and outside the organization.
Informational Roles
Roles associated with the tasks needed to obtain and
transmit information in the process of managing the
organization.
Monitor—analyzing information from both the internal
and external environment.
Disseminator—transmitting information to influence the
attitudes and behavior of employees.
Spokesperson—using information to positively influence
the way people in and out of the organization respond to
it.
Skills of Managers
Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect.
Human skills
The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
Technical skills
Job-specific skills required to perform a particular
type of work or occupation at a high level.
Skill Types Needed
Conclusion
Let us know what Managers can do…..
We have the Great Vision/Goal…...
Let us Plan to achieve that strategically.
We have the best Resources…...
Let us Organize (Utilize) them Optimally.
We have the best team players……
Let us Lead them Systematically
We have the Power/Authority……
Let us Control the Process accordingly.
Finally Let us manage what best we can, to reach our
common Vision with our effective plans, best
organization of plans, proper leading and
controlling.