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LESSON 1: Definition & Overview of Management DEFINITION OF MANAGEMENT Management is the art of getting things done by a group of people with the effective utilization of available resources. Joseph L Massie: Management is the process by which a cooperative group directs actions toward common goa...

LESSON 1: Definition & Overview of Management DEFINITION OF MANAGEMENT Management is the art of getting things done by a group of people with the effective utilization of available resources. Joseph L Massie: Management is the process by which a cooperative group directs actions toward common goal. James D. Monny: Management is the art of directing and inspiring the people. G.E. Millward: Management is the process and the agency through which execution of policy is planned and supervised. Management: is the process consisting the functions of: planning, organizing, and staffing. CHARACTERISTICS OF MANAGEMENT: ​ Organizations are made up of people. Making a goal into reality entirely depends on people’s decisions and activities in the organization. ​ Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals. ​ All organizations develop a systematic structure that defines and limits the behavior of its members. ​ Art as well as Science; Management is an Organized Activity  ​ A continuous Process ​ Management achieving Pre-defined objectives ​ Management is a Factor of Production ​ Management is a Discipline ​ It is a purposeful activity which involves decision making ​ Management aims at maximizing profits ​ Direction and control ​ Management is getting things done ​ Leadership activity FUNCTIONS OF MANAGEMENT:​ 1. Planning: ​ Primary function of Management. ​ specifying the goals to be achieved and deciding in advance the appropriate actions taken to achieve those goals. ​ delivering strategic value - planning function for the new era a dynamic process in which the organization uses the brains of its members and of stakeholders to identify opportunities to maintain and increase competitive advantage. 2. Organizing ​ Distribution of work in Group wise or section wise for effective performance. ​ Assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals. ​ The future requires building flexible organizations. 3. Staffing ​ Activities of selection and placement of competent personnel  ​ Filling and keeping filled with qualified people to all positions in the business. ​ Managers must be good at mobilizing people to contribute their ideas. 4. Directing ​ The actual performance of a work starts with this ​ Stimulating people to be high performers ​ Influencing people’s behavior through motivation, communication, group dynamics, leadership, and discipline 5. Co-coordinating ​ All activities are divided group wise or section wise under organizing function ​ Such activities are co-coordinated towards the accomplishment of objectives ​ of the organization. ​ monitors progress and implements neccessary changes ​ makes sure the goals are met 6. Motivating or Actuating ​ All the goals are achieved ​ Increasing the speed of performance 7. Controlling ​ Ensures the confirmation of the achieved objectives to preplanned objectives ADMINISTRATION & MANAGEMENT Oliver Sheldon: Administration is concerned with the determination of corporate Policy. Management is concerned with the execution of policy within the limits set up by administration. William R. Spiregal: Administration is concerned with overall determination of industrial objectives. Management is concerned with carrying out of the objectives. E.F.L. Brech: Management is a social process entailing responsibilities for the effective and economical planning. Administration is a part of management concerned with installation and carrying out of the procedures. LESSON 2: Management Levels & Managerial Skills INTRODUCTION ​ The term “Levels of Management” refers to a line of demarcation between various managerial positions in an organization. ​ The number of levels in management increases when the size of the business and work force increases and vice versa. ​ The level of management determines a chain of command, the amount of authority, and status enjoyed by any managerial position. TOP LEVEL OF MANAGEMENT It consists of board of directors, chief executive, or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. ROLE OF TOP MANAGEMENT Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules, etc. It prepares strategic plans & policies for the enterprise. It appoints the executive for middle level (i.e. departmental managers). It controls and coordinates activities of all the departments. It is also responsible for maintaining a contact with the outside world. It provides guidance and direction.  The top management is also responsible towards the shareholders for the performance of the enterprise. MIDDLE LEVEL OF MANAGEMENT The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there is only one layer of middle level of management but in big enterprises, there may be senior and junior middle level management. ROLE OF MIDDLE LEVEL MANAGEMENT ​ They execute the plans of the organization in accordance with the policies and directives of the top management. ​ They make plans for the sub-units of the organization. ​ They participate in employment and training of lower level management. ​ They interpret and explain policies from top level management to lower level. ​ They are responsible for coordinating the activities within the division or ​ department. ​ It also sends important reports and other important data to top level ​ management. ​ They evaluate performance of junior managers. ​ They are also responsible for inspriing lower level managers towards better LOWER LEVEL OF MANAGEMENT Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent, etc. According to R.C. Davis, “Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees”. In other words, they are concerned with direction and controlling function of management. Assigning of jobs and tasks to various workers.  They guide and instruct workers for day to day activities. They are responsible for the quality as well as quantity of production. They are also entrusted with the responsibility of maintaining good relation in the organization. They communicate workers problems, suggestions, and recommendatory appeals to the higher level goals and objectives to the workers. They help to solve the grievances of the workers. MANAGERIAL SKILLS Technical - special proficiency Human - ability to work in cooperation Conceptual - ability to think analytically Communication skills Administrative skills Leadership skills Problem solving skills Decision making skills INTERPERSONAL SKILLS The set of abilities enabling a person to interact positively and work effectively with others. It is a key goal for training and development. It includes area of communication It acts like a measurement. It is a life skill we use everyday. Verbal Communication Non verbal Communication Listening Skills Negotiation Problem Solving Decision making  Assertiveness STAGES OF NEGOTIATION Preparation Discussion Clarification of goals Negotiate towards a win win outcome Agreement Implementation of course of action LESSON 3: Qualities of Good Manager & Management Styles H.S.M. Burns: A good manager is a man who isn’t worried about his own career but rather the careers of those who work for him. SKILLS OF A GOOD MANAGER 1. Superior communication skills A good manager is your classic communication expert. Promoting a work environment where everyone feels valued and heard takes excellent communication skills and practice. 2. Leading with transparency and honesty Whenever possible, update your team on anything from small wins / concerns to large restructuring possibilities so that they are aware of what’s going on at all times. Even if the issue at hand does not pertain directly, it helps to assure that they are an integral part of the company and that their support and understanding is valued. 3. Supporting your employees with clear direction and removing their roadblocks for them You are on their side, and they need to feel that at all times. Be clear with your expectations for them have them create S.M.A.R.T. goals and go through it with them. Then help them succeed with all the requests for technology or time that they need. 4. Embracing technology A good manager always keeps an eye out of technology that will promote the productivity of the team. Though some employees may be resistant to change, the bottom line is that technology may be able to take care of the more tedious aspects of their job responsibilities, which frees up time to be more strategic in their thinking. 5. Motivating with positive feedback & recognition You can never praise someone too much! If an employee is doing a great job, be sure to recognize it privately and in general office space so he/she feels appreciated. At the same time, if there’s an employee that needs some improvement, let them know that you’re aware of the situation and that you’re there to help through constructive criticism. Never criticize in public! 6. An expert in the field Being a leader means that you need to have answers to some, if not all, of the questions. A good manager is an authority in the industry and understands each role of the company. Consider some training sessions for your team that allow you to share some new strategies and refresh on methods to keep your team learning from you. 7. Mediating with productivity and calmness When approached with a situation, be sure to stay calm and use the rules of effective communication to resolve the issue - listen, question, facilitate, and direct. Allow your employees to address their emotions and issues so you can help them mobe beyond it with an effective solution and get back to productivity. 8. Promoting cross-level & cross-functional collaboration Being a leader means that you need to have answers to some, if not all, of the questions. A good manager is an authority in the industry and understands each role of the company. Consider some training sessions for your team that allow you to share some new strategies and refresh on methods to keep your team learning from you. 9. Creating a productive & lively work environment Team spirit is a wonderful thing. Make sure to set aside time for your employees to get to know each other personnaly. At meetings, create team challenges to get their competitive spirit going - nothing bonds a team like a contest. Or have an employee set up a humor board where employees can contribute jokes, memes, or funny pictures. 10. Trusting your employees After you’ve clearly laid the tasks and expectations, trust your employees to do the best job they can. You are their leader and to acquire their trust, you must lead by example. MANAGEMENT STYLES Three main styles: ​ Autocratic -​ an autocratic or authoritarian manager makes all the decisions, keeping the information and decision making among the senior management -​ the direction of the business will remain constant, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business -​ subordinates may become dependent upon the leaders and suppervision may be needed -​ this style can decrease motivation and increase staff turnover  ​ Democratic -​ the manager allows the employees to take part in decision making: therefore everything is agreed by the majority. (empowerment) -​ this style can be particularly useful when complex decisions need to be made that require a range of specialist skills -​ from the overall business’ point of view, job satisfaction, and quality of work will improve -​ the decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business ​ Laissez-faire -​ the leader delegates much authority to employees; the leader’s role is peripheral and staff manage their own areas of the business -​ the style brings out the best in highly professional and creative group of employees -​ the leader therefore evades the duties of management and uncoordinated delegation occurs -​ this leads to a lack of staff focus and sense of direction, which in turn leads too much dissatisfaction, and a poor company image LESSON 4: DEFINITION & TYPES OF PLANNING FUNCTION DEFINITION OF PLANNING -​ It is the most fundamental function of management. -​ It is the basic process of setting up goals to be reached and course of action to be followed. -​ It is in fact a prerequisite to effective management. -​ Planning is the management function of anticipating the future and the conscious determination of a future course of action to achieve the desired results. PLANNING TYPES 1. Breadth: Based on the range of area. Strategic Plans: Apply to the entire organization. Establish the organization’s overall goals. Seek to position the organization in terms of its environment. Cover extended periods of times. Operational Plans: Plans that encompasses a particular operational area of the organization. Specify the details of how the overall goals are to be achieved. Cover short time period. 2. Time Frame: Based on duration for achieving the goal. Long Term Goals: Plans with time frames extending beyond three years. Short Term Goals: Plans with time frames on one year or less. Any plans between these time durations are called as intermediate plans. 3. Specificity: Based on range of defining. Specific Plans: Plans that are clearly defined and leave no room for interpretation. They have clearly defined objectives. No uncertainty Directional Plans: Flexible plans that set out general guidelines, provides focus, yet allow freedom in interpretation. Directional plans are used when uncertainty is high. They provide focus but do not lock managers into specific goals or course of Action. 4. Frequency of use: Based on usage of planning. Single-Use Plan: A one-time plan specifically designed to meet the need of a unique situation. Standing Plans: Ongoing plans that provide guidance for activities performed repeatedly. SINGLE USE PLANS 1. Programmes - A specific plan devised to meet a particular situation. 2. Budget - A financial or quantitative statement prepared prior to a definite period of time. 3. Project - Part of general programmer STANDING USE PLANS 1. Objectives - Specific goals or targets to be accomplished. 2. Policies - Guiding principles established by the company to govern actions usually under repetitive conditions. 3. Procedures - Prescribe the manner or method by which the work is to be performed. 4. Rules - A decision made by the management regarding what is to be done and what is not to be done in a given situation. 5. Strategy - A special kind of plan formulated in order to meet the challenge of the policies of competitors. LESSON 5: STEPS IN PLANNING, PLANNING TOOLS & TECHNIQUES STEPS IN PLANNING: ​ AWARENESS OF THE OPPORTUNITIES ​ SETTING OBJECTIVES ​ DETERMINING PLANNING PREMISES ​ DENTIFICATION OF ALTERNATIVES ​ EVALUATION OF ALTERNATIVES ​ FORMULATING SUPPORTIVE PLANS ​ IMPLEMENTING THE PLANS ​ REVIEWING THE PLANS ​ PLANNING TOOLS AND TECHNIQUES ​ CONTINGENCY PLANNING ​ SCENARIO PLANNING ​ BENCHMARKING ​ USE OF STAFF PLANNERS ​ PARTICIPATION AND INVOLVEMENT