Management and role of managers, its practice in day to day life.

2. ORGANIZATION
An organization or organisation is
an entity comprising multiple people, such as
an institution or an association, that has a
collective goal and is linked to an external
environment.

3. Structure of an Organization

4. A person responsible for controlling or administering an organization
or group of staff.
A person regarded in terms of their skill in managing resources,
especially those of a household.
MANAGER

7. Management is the process of reaching organizational goals
by working with and through people and other organizational
resources.
Management has the following three characteristics:
It is a process or series of continuing and related activities.
It involves and concentrates on reaching organizational goals.
It reaches these goals by working with and through people and other
organizational resources.
According to Louis Allen, “Management is what a manager does”.
According to James D. Mooney and Allan C. Reiley, “Management
is the art of directing and inspiring people”.

8. Continuous Process.
Management as a
career.
Goal Oriented.
Universal Process.
Management is
Dynamic.
Management is a
human activity.
It helps in decision
making.
It provides guidance.
Leadership qualities.
Profession.
Coordination.

9. The Purpose/Objectives of management are:
Organizational Purpose: Management practices should be such that
they help in realizing the goals of the organization.
Survival is the prime aim of any business activity.
Improving the popularity of the business enterprise in the market.
Personal Purpose: Different people in an organization has their own
individual purpose.
Proper working environment.
Latest technological updates and training for the employees at
regular interval.
Social Purpose: The social purpose is that maintaining a healthy
relationship with the society by offering quality goods and services to the
customers, friendly relations with dealers, suppliers & competitors.

10. Provide
Information
Process
Information
Use
Information
Interpersonal
 Figurehead
Leader
Liaison
Informational
 Monitor
Disseminator
Spokesperson
Decisional
 Entrepreneur
Disturbance Handler
Negotiator

12. Planning: Planning involves choosing tasks that must be
performed to attain organizational goals.
Planning activity focuses on attaining goals.
Planning is concerned with the success of the organization in
short term as well as long term.
Organizing: Organizing is to create a mechanism to plans into
action.
People within the organization are given work as
assignments developed in the planning stages that contribute to the
company’s goals.

13. Staffing: Staffing is the managerial function of recruitment,
selection, training, developing, promotion and compensation of
personnel.
It helps to improve job satisfaction of employees.
It facilitates growth and diversification of business.
Leading: Leading is the process of telling people what is to be done
and explaining how to do it and supervising their activities.
Controlling: Controlling is an indispensable function of
management. Without control the best of plans can go awry.
Judging accuracy of standards.
Making efficient use of resources.

14. TOP
President
Vice-Presidents
MIDDLE
Plant Mangers
Division Managers
Department Managers
SUPERVISORY/LOW/OPERATIVE
Foreman
Supervisors
Team Leaders

15. Motivates to take
initiative
Helps in expansion and
growth.
Improve corporate
image.
Enhance employ
relations.
Encourage Innovation.
Increase the standard of
living.
Employ Motivation.
Improve Efficiency.
Decrease employ
turnover and
absenteeism.
Team Work

16. SCIENCE
Logic
Scientific
Fact
Art
Imagination
Creative
insight
Craft
Replicability
Planning
Experience
Practical
Experiences
Utility
Iterative
Novelty
Visioning

17. Bureaucracy constitutes the most efficient and rational way
in which one can organize the human activity and that systematic
processes and organized hierarchies are necessary to maintain
order, maximize efficiency, and eliminate favoritism.

18. Behavioral Approach
Motivation Leadership Attitude
Behavioral management theory was developed in response
to the need to account for employee behavior and motivation. The
shift moved management from a production orientation (classical
leadership theory)to a leadership style focused on the workers'
human need for work-related satisfaction and good working
conditions.

19. Social factors in output: Social factors play a major role in every
organization. An organization is not just a formal hierarchy where all
functions are carried out based on the prescribed policies and guidelines.
Group influence: Workers tend to develop informal groups with people as
per their personal likings. These groups help the workers to overcome the
limitation of the official relationships.
Conflicts: The groups so formed apart from the formal groups may create
conflicts between the workers and the management. There may be
inconsistency between the objectives of the two groups.
Supervision: Supervisory aspect should be used effectively to maximize the
efficiency of the workers and increase productivity.
Leadership: Leadership influences the behaviour of people. A good leader
helps in directing the group, maximizing the working pattern thus
increasing the end productivity which results in profit for the working
organization.
Communication: It is an important segment without which we can’t show
the organization work ethics that results in less productivity and loss for
the organization.

20. EXTERNAL ENVIRONMENT
INPUT(RESOURCE)
HUMAN
CAPITAL
LAND
BUILDING
TECHNOLOGY
INFORMATION
TRANSFORMATION
OR
CONVERSION
PROCESS
OUTPUT(RESULT)
GOODS(PRODUCT)
SERVICES
OTHERS
MODERN APPROACH
FEEDBACK

21. Social Responsibility of Business with Respect to Different
Stakeholders
Responsibility towards
Workers/Employees
Responsibility towards
Suppliers
Responsibility towards
Government
Responsibility towards
Shareholders/Owners
Responsibility towards
Customers
Responsibility towards
Creditors
Responsibility towards
Society/Community

22. Mode of Entering Global Business
LICENSING
STRATEGIC
ALLIANCES
FRANCHISING
FREE TRADE ZONE
EXPORTING
JOINT VENTURE
AQUISITIONS
TURNKEY
OPERATIONS

23. Management as a whole is the process of getting things done by
the people through organizational resources and having an output in
the favor of organization in terms of profit.
A manager is the key-person in an organization. His role is very
complex. Not everyone can be a manager. Certain skills or abilities to
translate knowledge into action that results in desired performance
are required to help other employees become more productive.
Managers just don’t go out and haphazardly perform their
responsibilities, good managers discover how to master five basic
functions, those are: Planning, Organizing, Staffing, Leading and
Controlling.
The skills which a manger required to help other employees
become more productive falls under the following categories:
Technical : This skill requires the ability to use a special
proficiency or expertise to perform particular tasks. Example-
Accountants, Engineers, Market Researchers.

24. Human: This skill demonstrates the ability to work well in
cooperation with others. A manager with good human skills has a
high degree of self awareness and a capacity to understand or
empathize with the feelings of others.
Conceptual: This skills calls for the ability to think
analytically. Analytical skills enable managers to break down
problems into smaller parts, to see the relations among the parts
and to recognize the implications of any one problem for others. The
higher the management level, the more important conceptual skills
become.
Although all these categories contain skills essential for
managers, their relative importance tends to vary by level of
managerial responsibility.

25. THANK YOU