Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY REALITIES, Only certainty today is change (challenging goals motivate people to strive.
Download ReportTranscript Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY REALITIES, Only certainty today is change (challenging goals motivate people to strive.
Slide 1
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 2
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 3
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 4
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 5
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 6
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 7
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 8
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 9
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 10
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 11
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 12
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 13
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 14
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 15
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 16
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 17
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 18
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 19
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 20
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 21
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 22
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 23
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 24
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 2
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 3
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 4
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 5
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 6
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 7
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 8
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 9
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 10
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 11
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 12
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 13
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 14
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 15
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 16
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 17
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 18
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 19
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 20
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 21
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 22
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 23
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft
Slide 24
Introduction
Modern managers need vision,
authenticity and persistence
to handle the FOUR KEY REALITIES,
Only certainty today is change
(challenging goals motivate people to
strive for improvement)
Speed, teamwork & flexibility
Need to stay close to the customer
Continuous improvement and lifelong
learning
Every manager,
regardless of level or
scope of
responsibility, is either
part of the solution or
part of the problem.
Manager
someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Point of Distinction
Top Level
Management
Middle Level
Management
Lower Level
Management
Action
A small group of
policy makers
deciding the fate
of an
organisation.
Act as a connecting
link between top and
lower level people and
manage activities of
other managers.
These managers are
in direct contact with
employees.
Representation
Chief Executive
Officer, President,
Chairman,
Managing
Director, etc.
Functional Heads
(Marketing Manager,
HR manager, etc.) and
immediate
subordinates.
Section Head,
Supervisor, First-Line
manager, etc.
Nature
They generally
spend most of
their time with
peers, outsiders
and to a lesser
extent,
subordinates. A
top manager’s
schedule is
typically hectic.
Middle managers,
compared to
supervisors, are far
less physically active
and far more involved
in paper work and
meetings. Their job is
less hectic, more
reflective and more
frustrating.
Generally physically
active, experience
frequent interruption,
often shift back and
forth between tasks
and spend most of
their time with
subordinates and
peers caring for
monetary problems.
focus
of work
What Is Management?
Management
the process of coordinating work activities so
that they are completed efficiently and
effectively with and through other people
© Prentice Hall, 2002
• Efficiency - getting the most output from the
least amount of inputs
“doing things right”
concerned with means
• Effectiveness - completing activities so that
organizational goals are attained
“doing the right things”
concerned with ends
© Prentice Hall, 2002
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
© Prentice Hall, 2002
Management is an art and science of
getting things done thru and with the help
of others.
Management is the social process of
planning, organizing ,staffing ,directing,
coordinating & controlling for the
determination & achievement of
organizational objectives in a dynamic
environment.
Planning –
What ,how, when of performance
•Predetermined course of action
•defining goals,
• establishing strategies for achieving those
goals
•developing plans to integrate and
coordinate activities
Organizing - determining what tasks are to be
done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where
decisions are made
Staffing
Procure suitable personnel
Includes
HRP
Recruitment
Selection
Placement, induction, Orientation
Transfer, Promotion
Training & development
© Prentice Hall, 2002
Directing - leading and motivating all
involved parties and dealing with
employee behavior issues
Involves
Communication
Motivation
Leadership
Coordinating
Establishing such relationships among various
parts of the organization that they all together
pull in the direction of the organizational
objectives.
Involves
Clear definition of authority-responsibility
relationship
Unity of direction
Unity of command
Controlling - monitoring activities to ensure
that they are going as planned
Measurement of performance against
predetermined goals
Deviations to be found out & necessary
corrective actions taken
Management process
• set of ongoing decisions and work activities in
which managers engage as they plan, organize,
lead, and control
• managerial activities are usually done in a
continuous manner
© Prentice Hall, 2002
UNIVERSAL NEED FOR MANAGEMENT
© Prentice Hall, 2002
1-16
MANAGEMENT
ROLES
specific categories of managerial behavior
• Interpersonal - involve people and duties that
are ceremonial and symbolic in nature
• Informational - receiving, collecting, and
disseminating information
• Decisional - revolve around making choices
emphasis that managers give to the various
roles seems to change with their
organizational level
MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002
1-18
MANAGEMENT SKILLS
Technical - knowledge of and proficiency in a
certain specialized field
Human - ability to work well with other people both
individually and in a group
Conceptual - ability to think and to conceptualize
about abstract and complex situations
• see the organization as a whole
• understand the relationships among subunits
• visualize how the organization fits into its broader
environment
© Prentice Hall, 2002
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
© Prentice Hall, 2002
1-20
What Is An Organization?
Organization
a deliberate arrangement of people to accomplish
some specific purpose
• elements of definition
each organization has a distinct purpose
each organization is composed of people
all organizations develop some deliberate structure
today’s organizations have adopted:
• flexible work arrangements
• open communications
• greater responsiveness to changes
© Prentice Hall, 2002
1-22
THE CHANGING ORGANIZATION
© Prentice Hall, 2002
1-23
References
Management-Robbins & Coulter
Management-Stoner & Freemen
Management-V. S. P. Rao
Management-Daft