Management Process PDF

 What is management…. Management is nothing but getting the things done by the other people with the help of optimum resources to achieve the desired goals. Management is the science with a systematic content of knowledge and its principles are based on basis of observations. P...

 What is management…. Management is nothing but getting the things done by the other people with the help of optimum resources to achieve the desired goals. Management is the science with a systematic content of knowledge and its principles are based on basis of observations. Planning: Choose goals Organizing: Working Together Controlling: Monitor and measure Directing: Co-ordinate Staffing: Employment  Planning Planning means “the determination of what is to be done, how and where it is to be done, who is to do it, and how the results are to be evaluated.”  Organising Organising refers to the systematic arrangement of different aspects of the business operations to achieve the planned objectives.  Staffing Staffing involves “man in the organisational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed into the structure.”  Directing In Directing, managers determine direction, state a clear vision for employees to follow, and help employees understand the role they play in attaining goals.  Controlling In controlling, managers evaluate how well the organization is achieving its goals and takes corrective action to improve performance  EVOLUTION OF MANAGEMENT Evolution before 30000 years during the construction of pyramids, great wall of China During 20 th century management came academically At the mid of 20 th century efforts were made to give professional approach. In the later period management concept was expanded in all  VARIOUS DEFINITIONS Henry Feyol: To forecast and plan , to organize, to command, to co-ordinate and to control. Blanchard: Management is working through individuals and groups to accomplish organizational goals. Meson: Management is the process of planning, organizing, leading and controlling the efforts of organization members to achieve the goals. Mary Parker: It is getting the things done from other. Drucker:The systematic organization of economic resources.  Functions of management Plan business and its development Organizational growth Maintain relationship in organization Maintain stability Motivation to staff Increase in Production Reduce wastages Maintain documentation Maintain good work culture Follow legal aspects of government.  WITHOUT MANAGEMENT Poor functioning of executives. No co-ordination among staff members Repetition of mistakes More wastage Low production No control on employees Financial loss No growth of organization.  ART OF GETTING THE THINGS DONE PLANNING, ORGANISING, DIRECTING AND WHAT IS ART OF INCREASING THE PRODUCTION CONTROLLING MANAGEMENT ART OF DECISION MAKING  IMPORTANCE OF MANAGEMENT Organization cannot survive without management because without management there will be confusion and nobody will know what to do and when to do. Management guides and controls the activities of employee for the optimum utilization of company resources. Management coordinates activities of different departments in an organization.  IMPORTANCE OF MANAGEMENT Management provides mission and vision to the organization to achieve goal. Management provides stability to the organization by responding changing environment. Management trains employees thereby raising efficiency and productivity Levels of management Top level Middle level Lower level  TOP LEVEL MANAGEMENT INCLUDES OWENERS BOARD OF DIRECTORS MANAGING DIRECTORS CHIEF EXECUTIVES GENERAL MANAGERS FUNCTIONS OF TOP MANAGEMENT to set objectives and policies. to prepare strategic plans for the enterprises. to appoint executives for middle level. to issue necessary instructions to prepare departmental budget. to control and coordinate activities. to shoulder financial responsibilities and related functions.  MIDDLE LEVEL MANAGEMENT INCLUDES MARKETING MANAGER PRODUCTION MANAGER FINANCE MANAGER HRD MANAGER R&D MANAGER BRANCH MANAGER  FUNCTIONS OF MIDDLE LEVEL MANAGEMENT to establish the organization. to select staff for lower level management to install different departments to design operating policies. to execute plans of organization to coordinate activities within the department. to inspire lower level management. to evaluate the performance of junior level managers.  LOWER LEVEL MANAGEMENT INCLUDES SUPERETENDENTS FOREMEN SUPERVISORS INSPECTORS  FUNCTIONS OF LOWER LEVEL MANAGEMENT to develop and improve work methods to give finishing touch to the plans to guide workers for day to day activities to maintain quality as well as quantity to supervise the subordinates To provide training to the workers To arrange necessary materials , machines To ensure discipline in the enterprise To motivate the workers  Administration and Management Administration: It is overall execution of the given task. Duties of Administration: To keep and maintain the documents. To conduct meetings To execute the policies To keep disciplined work environment To perform the work in scheduled time period Guidelines with the legal terms and rules. Maslow’s Theory of Needs  Scientific Management by F.W.Taylor Scientific Management is defined as the systematic study of work methods in order to Improve efficiency. Fredrick W. Taylor was the main contributor in scientific school.  Advantages of Scientific management Getting relevant information in proper time Plan prepared is more realistic Ideal time is reduced securely Getting suitable man and machine for the given work It directs the best method for doing the work Reduces the wastage of time and material Utilizes the update quality approaches Cost reduction is possible  FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT Management is true science It is the Carefully select collaboration of and train workers and workers managers Establish fair level of performance Principles of management remunerati Team on Initiativ Unity of work e direction Division of work Principals Decentralizati Unity of of on comma Centralizati managem nd ent on Stabilit y Discipline Equity responsibility Scalar chain EspriteSubordinati de on Authori corps ty  Schools Of Management 1. Classical School 2. Behavioural School 3. Quantitative or management science school 4. System school 5. Contingency school  The Classical school This is the oldest school of management whose root is before 20th century. It focuses on the ways to manage work and organizing more efficient. It generally concerns ways to manage work and organizations more efficiently. The Three main area of classical school are: Scientific Management Administrative Management Bureaucratic management  Behavioural school This school is mainly focused on the interactions and motivations of the individual within organizations. This school studied the behaviour of employees in an organization. The great thought of motivating the workers or employees for better result have come up from this school. The two areas of it are: Human relations Behaviour science.  Quantitative or management science school This school added increasing quality of managerial decision making. The main school are: Management science Operations management Management information system  Systems school This school proposed an idea of understanding the organization as a system that transforms inputs into output while in constant interaction with its environment.  Contingency The centre point of this school is about applying management principles and processes as per the unique characteristics of situation.  INITIATI VE managers should encourage subordinates to take initiative in the work assigned to them. employees should be encouraged to suggest new ideas. initiative enhances work satisfaction. REMUNERATION TEAMWORK  Teamwork is preferable than individual work Reduces load on individual UNITY OF DIRECTION UNITY OF COMMAND  STABILIT Y employees should not be moved frequently from one job position to another. a stable workforce is an asset to the organization, because labor  SCALAR CHAIN THE UNBROKEN LINE OF AUTHORITY FROM HIGHER LEVEL TO LOWER LEVEL IS CALLED SCALAR CHAIN. ESPRIT DE CORPS  Functions of management planning controlling Functions of organizing manageme nt directin g staffing  PLANNING Planning is deciding in advance what to do ,how to do, when to do and who will do it. Bridges the gap between where we are today and where we want to reach. Sets the goals of organization. STEPS IN PLANNING Establish goals Identify resources Establish goal related tasks Prioritize goals and tasks Create assignments and timeline Establish evaluation methods Identify alternative courses of action  ORGANIZING Activity of coordinating and directing the company’s resources in such a way that the company can carry out its objectives. Always follows the planning function. Synchronization of human ,physical and financial resources and obtain productive relationship among them to achieve goals of organization. STEPS IN ORGANIZING DETERMINING COORDINATING GROUPING DELEGATING ASSINGING DIRECTING  DIRECTING Giving direction or instructions to employees to get work done. Leadership quality is required. Needs good communication and motivation. Continuous function.  Subset of Directing Communicatio n: Leadershi Motivatio -Process of p: n: passing Guiding and information influencing Inspiring -Backbone of work of workers for coordination subordinates doing work by manager  TYPES OF LEADERSHIP Democra tic Consultiv Autocrati /Rein e: c: Dialogue free: Direct orders between without Seniors give manager and consulting general workers subordinates guidelines. Subordinates have right to action CONTROLL ING controlling function involves measuremen t and correction of the performance of subordinates. CONTROLLING N Important skill of management. MAKING Deciding what is to be done, when to do and who will do it. Now a days decision making function of management is dine with the help of use of computers, mathematical models, operation research methods and various scientific methods.  STEPS IN DECISION MAKING Recognize the problem Analyze the problem Find out the alternatives Critically evaluate all alternatives Select the best alternative Implement the best alternative