2. SYNOPSIS
Definition
Management function (or) Process of Management
Managerial Skills
Order of Management
Efficiency & Effectiveness
General Principles of Management
Management as an Essential for any Organization?
Run time Example for the Management
3. “Management is the process of designing and
maintaining an environment in which individuals working
together in groups, efficiently accomplish selected item”
“Management is the process of getting things done, through &
with people in organization”
Definition – Management:
4. MANAGEMENT FUNCTIONS (OR) PROCESS OF
MANAGEMENT:
There are five types of functions in management. They
are,
Planning-Defines the goal & establishing strategy.
Organizing-ncludes determining what task has to be done,
who is to do them.
Staffing-Includes recruitment of people and training them
towards the project.
Leading-Includes the motivating the employees and
directing the activities.
Controlling-It is the process of monitoring the
performance.
5. Managerial Skills
There are three types of skills required by a
manager. They are:
Conceptual Skills-These skills are required by
the employee who are in top level management.
Technical skills- These skills are required by the
employee who are in middle level Management.
Human Relations Skills-These skills are required
by the employee in the supervisory level.
6. Different Managerial Levels
Top Management
Middle Management
Supervisory Level
Human Relations Skills
Conceptua
l Skills
Technical Skills
8. Effectiveness: Adequate to accomplish a purpose; producing
the intended or expected result.
Efficiency: Performing or functioning in the best possible
manner with the least waste of time and effort.
(Or)
Efficiency is doing something with the least possible
expenditure of resources (such as time, energy, etc.)
Efficiency & Effectiveness
9. General Principles of Management- Henry
Foyal’s
Henry Fayol’s 14 principles derive from the circumstance that
Fayol’s felt that management was not well defined. In his
striving to change this circumstance he suggested “some
generalized teaching of management” to be a main part of every
curriculum at places of higher education and even beginning in
“primary schools”. Fayol’s dedication to this idea is
demonstrated by the fact that after retirement he went on to not
just write books about management ideas, but more importantly,
he found the Centre for Administrative Studies (CAS) in 1917 in
Paris. The CAS mainly functioned as a centre of discussion
between professionals from a large variety of professions, in
order to further the knowledge and understanding of
management principles.
10. Division of work: This is the specialization that economists
consider necessary for efficiency in the use of labor. Fayol’s applies
the principle to all kinds of work, managerial as well as technical.
Authority & responsibility: Here Fayol finds authority and
responsibility to be related, with the later arising from the former. He
sees authority as a combination of official factors, deriving from the
manager’ position and personal factors.
Discipline: Seeing discipline as “respect for agreements which are
directed at achieving obedience, application, energy, and the outward
marks of respect. Fayol declares that discipline requires good
superiors at all levels.
Unity of command: This means that employees should receive
orders from one superior only.
Unity of direction: According to this principle, each group of
actives with the same objective must have one head and one plan.
11. • Subordination of individual to general interest: This is self explanatory
when the two are found to differ, management must reconcile them.
• Remuneration and methods: of payment should be fair and afford the
maximum possible satisfaction to employees and employer.
• Centralization: Without using the term “Centralization of
authority.”Fayol's refers to the extent to which authority is concentrated or
dispersed. Individual circumstances will determine the degree that will give
the best overall yield.
• Scalar chain: Fayol thinks of this as a chain of superiors from the highest
to the lowest ranks, which, while not to be departed from need lessly,
should be short circuited when to follow it scrupulously would be
detrimental.
• Order: Breaking this into material and social order, Fayol's follows the
simple adage of a place for everything and everything in its place.
• Equity: Loyalty and devotion should be elicited from personnel by a
combination of kindliness and justice on the part of managers when
dealing with subordinators.
• Stability of tenure: Finding unnecessary turnover to be both the cause and
the effect Of bad management, Fayol points out its dangers and costs.
12. Initiative: Initiative is conceived of as the thinking out and execution of a
plan. Since it is one of the keenest satisfactions for an intelligent man to
experience.
Esprit de corps: This is principle that “in union there is strength” as well as
an extension of the principle of unity of command, emphasizing the need for
teamwork and the importance of communication in obtaining it.
Management as an Essential for any Organization?
Managers are charged with the responsibility of taking actions that will enable
individuals to make their best contributions to group objectives. Management
thus applies to small and large organizations, to profit and not-for profit
enterprises, to manufacturing as well as service industries.
13. Infosys
Mr. N.R. Narayana Moorthy- Chairman
Run time Example for the Management:
Mr. S. Gopalakrishnan- Co-Founder Executive Co-
Chairman
14. Mr. S. D. Shibulal - Co-Founder
Chief Executive Officer and Managing Director
Mr. V. Balakrishnan Member of the Board
Chief Financial Officer
Mr. Srinath Batni Member of the
Board & Head of Delivery
Excellence
Ms. Nandita Gurjar Senior Vice President
Group Head of Human Resources
Member - Executive Council
Mr. Basab Pradhan Sen
Head of Global Sales, M
Member, Executive Cou
15. From this principles of management which plays an important
role in the organization.
“In the past the man has been first; in the future the system
must be first.”
-Frederick Winslow Taylor
Conclusion
