Fundamentals of management 2
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This document discusses the fundamentals of management including the key management processes of planning, organizing, leading, and controlling. It defines each process and explains that management involves achieving organizational goals. Additionally, it examines management roles, skills, and competencies needed for successful managers including conceptual, interpersonal, technical, and political skills. Finally, it notes that management relates to and draws from other disciplines like economics, psychology, and sociology.
Fundamentals of management 2
- 1. Fundamentals of ManagemenFundamentals of Managemen BY SUJITH BHASKAR RBY SUJITH BHASKAR R
- 2. Management ProcessManagement Process PlanningPlanning OrganizingOrganizing LeadingLeading ControllingControlling
- 3. Achieving the organization’s stated purpose Planning Defining goals, establishing strategy And developing sub plans to co-ordinate the activity Organizing Determining what needs to be done, how it will be done and who is to do it Leading Directing and motivating all involved parties and resolving conflicts Controlling Monitoring activities to ensure that they are accomplished as planned Management Process Activities
- 4. PlanningPlanning Includes defining goals , establishing strategy ,andIncludes defining goals , establishing strategy ,and developing plans to coordinate activities.developing plans to coordinate activities.
- 5. OrganizingOrganizing Includes determining what task are to be done,Includes determining what task are to be done, who is to do them , how the tasks are to be grouped,who is to do them , how the tasks are to be grouped, who reports to whom , and where decisions are to bewho reports to whom , and where decisions are to be mademade
- 6. LeadingLeading Includes motivating employees, directing theIncludes motivating employees, directing the activities of others ,selecting the most effectiveactivities of others ,selecting the most effective communication channel, and resolving conflictscommunication channel, and resolving conflicts
- 7. ControllingControlling The process of monitoring performance ,comparing itThe process of monitoring performance ,comparing it with goals, and correcting any significant deviationswith goals, and correcting any significant deviations
- 8. What are ManagementWhat are Management Roles ?Roles ?
- 9. Mintzberg's Managerial RolesMintzberg's Managerial Roles Interpersonal RoleInterpersonal Role FigureheadFigurehead LeaderLeader LiaisonLiaison
- 10. Informational RoleInformational Role MonitorMonitor DisseminatorDisseminator SpokespersonSpokesperson
- 11. DC Business SchoolDC Business School Decisional RoleDecisional Role EntrepreneurEntrepreneur Disturbance HandlerDisturbance Handler Resources allocatorResources allocator NegotiatorNegotiator
- 12. Skills and Competencies toSkills and Competencies to Successful Mangers PossessSuccessful Mangers Possess ConceptualConceptual InterpersonalInterpersonal TechnicalTechnical PoliticalPolitical
- 13. Conceptual SkillsConceptual Skills A mangers mental ability to coordinate all theA mangers mental ability to coordinate all the organization's interest and activities.organization's interest and activities.
- 14. Interpersonal SkillsInterpersonal Skills A manger’s ability to work with, understand ,mentor,A manger’s ability to work with, understand ,mentor, and motivate others , both individually and in groups.and motivate others , both individually and in groups.
- 15. Technical SkillsTechnical Skills A manger’s ability to use the tools, procedures ,andA manger’s ability to use the tools, procedures ,and techniques of a specialized field .techniques of a specialized field .
- 16. Political SkillsPolitical Skills A managers ability to build a power base andA managers ability to build a power base and establish the “right” connections.establish the “right” connections.
- 17. Specific Skills for MangersSpecific Skills for Mangers • Controlling the organization's environment and itsControlling the organization's environment and its resourcesresources • Organizing and coordinatingOrganizing and coordinating • Handling informationHandling information • Providing for growth and developmentProviding for growth and development • Motivating employees and handling conflictsMotivating employees and handling conflicts • Strategic problem solvingStrategic problem solving
- 18. StrategicStrategic an integral part of a strategy or plan of actionan integral part of a strategy or plan of action
- 19. StrategyStrategy ““Strategy is the direction and scope of an organizationStrategy is the direction and scope of an organization over the long-term: which achieves advantage for theover the long-term: which achieves advantage for the organization through its configuration of resourcesorganization through its configuration of resources within a challenging environment, to meet the needswithin a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations”of markets and to fulfill stakeholder expectations”
- 20. Management CompetenciesManagement Competencies A cluster of related knowledge, skills, and attitudesA cluster of related knowledge, skills, and attitudes related to effective managerial performances.related to effective managerial performances.
- 21. Management Charter Initiative for Middle ManagersManagement Charter Initiative for Middle Managers Initiate and implement change and improvement inInitiate and implement change and improvement in services, products and systemsservices, products and systems Monitor, maintain, and improve service and productsMonitor, maintain, and improve service and products deliverydelivery Monitor and control the use of resourcesMonitor and control the use of resources Secure effective resources allocation for activities andSecure effective resources allocation for activities and projectsprojects
- 22. Recruit and select personnelRecruit and select personnel Develop teams, individuals and self to enhanceDevelop teams, individuals and self to enhance performanceperformance Plan, allocate, and evaluate work carried out byPlan, allocate, and evaluate work carried out by teams, individuals, and selfteams, individuals, and self Create, maintain, and enhance effective workingCreate, maintain, and enhance effective working relationshiprelationship
- 23. Seek, evaluate, and organize information for actionSeek, evaluate, and organize information for action Exchange information to solve problems and makeExchange information to solve problems and make decisionsdecisions
- 24. Management relate with otherManagement relate with other discipline ?discipline ? Management does not exist in isolationManagement does not exist in isolation Learning about individuals and their activities –Learning about individuals and their activities – AnthropologyAnthropology Understanding allocation and distribution ofUnderstanding allocation and distribution of resources – Economicsresources – Economics Developing values and ethics – PhilosophyDeveloping values and ethics – Philosophy Understanding behavior of individuals and groups inUnderstanding behavior of individuals and groups in a political settings – Political Sciencea political settings – Political Science
- 25. Learning about individual behavior – PsychologyLearning about individual behavior – Psychology Understanding relationships among people –Understanding relationships among people – SociologySociology