Transcript Slide 1
MANAGING INDIVIDUALS AND ORGANIZATION MANAGERIAL ROLES, FUNCTIONS & SKILLS MANAGEMENT PROCESS 5Ms MEN MATERIALS MACHINE MONEY MARKET (INFN) ACTIVITIES & DEPTS OPERATIONS FINANCE MARKETING HRM IT RESULTS PRODUCT/SERVICE PROFIT/DIVIDEND SOCIAL RESPONSIBILITIES SALARY etc Management Process • Management is a technique of extracting work from others in an integrated and coordinated manner for realizing the specific objectives through productive use of different resources • “Management is a distinct process consisting of PLANNING, ORGANISING, ACTUATING and CONTROLLING performed to determine and accomplish the objectives by the use of people and resources.” ( 1953) – GEORGE R. TERRY Implications of Management Process 1. SOCIAL PROCESS 2. INTEGRATED PROCESS 3. CONTINUOUS PROCESS IDENTIFICATION OF PROBLEM SOLVING PROBLEMS 3. INTERACTIVE PROCESS MANAGERIAL ROLES MONITOR INFORMATIONAL DISSEMINATOR SPOKESPERSON FIGUREHEAD INTERPERSONAL LEADERSHIP LIAISON DECISIONAL ENTREPRENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR INFORMATIONAL INFORMATIONAL MONITOR Seeks and receive wide variety of special information Develop thorough understanding of organization and environment Emerges as nerve centre of internal and external information Transmit information received from outsiders or from other subordinates to DISSEMINATOR members of the organization Some information is factual, some involve interpretation etc SPOKES PERSON Transmits information to outsiders on organization plans, policies, actions, results etc Serves as an expert on organization’s industry Reading periodicals and reports, maintaining personal contacts Holding informational meetings, use various media to transmit information etc Holding board meetings, giving information to the media etc INTERPERSONAL INTERPERSONAL FIGUREHEAD LEADER LIAISON Symbolic Head Obliged to perform a number of routine duties of a legal or social nature Supervisor represents the work group to the higher management Greeting Visitors Signing Legal Documents Responsible for the motivation and activation of subordinates Responsible for staffing, training and associated duties All activities related to subordinates Interacts with people and peers outside the organization Maintains self developed network of outside contacts and informers who provide favors and information Acknowledge mail Doing external board work Performing all other activities involved with outsiders at higher level DECISIONAL DECISIONAL ENTREPRENEUR Searches organization and environment and initiate change. Organizing strategy and review sessions to develop new programs DISTURBANCE HANDLER Responsible for corrective actions when organization faces important, unexpected disturbances Conduct cause and effect sessions to find out disturbances and find solutions RESOURCE ALLOCATOR Responsible for the allocation Scheduling, requesting of resources by effective authorization, activities decision making related to budgeting etc NEGOTIATOR Responsible for representing the organization at major negotiations Participating in contract negotiations, collective bargaining etc MANAGERIAL FUNCTIONS PLANNING 0RGANIZING STAFFING DIRECTING COORDINATING CONTROLLING Managerial Functions PLANNING Planning • Defining Goals • Establishing Strategies • Developing plans to integrate and coordinate activities • It provides the direction for the other functions of management and effective teamwork • Planning also enhances the decision making process • To make planning effective, it should be linked to the strategic intent of an organization • Therefore planning is often referred to as strategic in nature and also termed as strategic planning Hierarchy of Strategic Management Vision Mission Objectives Goals Plans Strategic Planning Define Vision Mission & Business Organizational Analysis Reset if Required SW OT Setting Objectives & Goals Identifying &Developing Alternative Strategies (tactical & operational) Reformulate if required Re-implement if required Choice of Strategy Implementation & Monitoring of Strategy Strategy Evaluation & Control Feedback Environmental Scanning •What are the vulnerable areas of our organization? •Are the facilities outdated? •Is R & D adequate? •Are the technologies obsolete? •Why market share is weak? •What makes the organizational distinctive? •How efficient is our activities/operations? •How skilled is our workforce? •How is our financial soundness? •What is our reputation and goodwill? STRENGTH WEAKNESS SWOT OPPORTUNITY •In which are there exists supply gap? •What are the possible new markets? •What is the strength of the economy? •Are our rivals weak? •What are the emerging technologies? •Is there a possibility of growth of existing markets? THREAT •Are there new competitors? •Is there a shortage of resources? •Are market tastes changing? •What are the new regulations? •What substitute products exists? ORGANIZING • Designing, structuring and coordinating the work components to achieve organizational goals • It is the process of determining what tasks are to be done, who is to do, how the tasks are to be grouped, who reports to whom and where decisions are to be made • Organizational structure is designed which is the formal decision making framework by which job tasks are divided, grouped and coordinated • Formalization is an important aspect of this structure • Formal organization can be seen and represented in chart form • An organizational chart displays the organizational structure and shows job titles, lines of authority and relationship between departments • Steps in organizing process • Review plans • List all tasks to be accomplished • Divide tasks into groups so that one person can accomplish a job • Grouping of related jobs together in a logical and efficient manner • Assign work to individuals • Delegate authority to establish relationship between jobs and groups of jobs STAFFING Staffing • Identifying the kind of organizational structure that would be required for conducting the line of business • Defining roles and responsibilities for each and every title in the organization chart • Recruiting the right talent for the right job • Ensuring the compensation and benefits match the industry standards so that there is less attrition • Training the manpower to perform their duties • Vesting authority with the managers to manage what falls under their purview • SELECTING • Selecting competent and high-performing employees • The selection process of forecasting employment needs, recruiting candidates, interviewing applicants and hiring employees • TRAINING • Training refers to improving an employee’s KNOWLEDGE, SKILLS and ATTITUDE so that the person can perform the job • Training starts with ORGANIZATIONAL ANALYSIS in which an evaluation of current staff skill level will be done • The TASK ANALYSIS will be done which identifies the elements of current or future tasks to be done • Then PERSONAL NEEDS ANALYSIS will be done to analyze the training needs DIRECTING Directing • The processing of directing involves: a. Providing effective leadership b. Integrating people and tasks and convincing them to assist in the achievement of the overall objectives c. Effective communication d. Providing climate for subordinates’ development Directing • The processing of directing involves: a. Providing effective leadership b. Integrating people and tasks and convincing them to assist in the achievement of the overall objectives c. Effective communication d. Providing climate for subordinates’ development COORDINATING • Co-ordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. • It is a hidden force which binds all the other functions of management. • According to Mooney and Reelay, “Co-ordination is orderly arrangement of group efforts to provide unity of action in the pursuit of common goals”. • According to Charles Worth, “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”. CONTROLLING • Control involves monitoring the employees’ behavior and organizational processes and take necessary actions to improve them, if needed • Control is the process through which standards of performance of people and processes are set, communicated and applied Steps in Control Process 1. Establish Performance Standards 2. Measure Actual Performance 3. Compare Measured Performance Against Established Standards 4. Take Corrective Action Types of Control • Feed Forward Controls – Focus on operations before they begin – The goal is to prevent anticipated problems • Concurrent Controls – Apply to processes as they are happening – It includes any guiding mechanism such as direct supervision, automated systems, organizational quality programs etc • Feedback Controls – Focus on the results of operations – They guide future planning, inputs and process designs MANAGERIAL SKILLS –ROBERT KATZ MODEL CONCEPTUAL TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISORS HUMAN TECH