PRINCIPLES OF MANAGEMENT (POM)
- 2. TOPICS TO BE COVERED: ORGANISATION MANAGEMENT FUNCTIONS MINTZBERG’S MANAGERIAL ROLES
- 3. ORGANIZATION WHAT IS AN ORGANIZATION? Allen defines the term “Organization as the process of identifying and grouping of the work to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most effectively together in accomplishing their objective.” BASIC KIND OF RESOURCES USED BY AN ORGANIZATION: Human Resources Financial Resources Physical Resources
- 4. MANAGEMENT WHAT IS MANGEMENT? According to F.W.Taylor, “Management is an art of knowing what is to be done and seeing that it is done in the best possible manner” According to Henry Fayol,” Management is to forecast, to plan, to organize, to command, to coordinate and control activities of others.” Management is a critical element in the economic growth of a country. Management is the dynamic, life giving element in every organization. It is this element that coordinates current organizational activities and plans future ones. It arbitrates disputes and provides leadership. It adapts the organization to its environment and often shapes the environment to make it more suitable to the organization.
- 5. Every Organization needs Management for every level be it AN ORGANIZATION OR BIG ORGANIZATION LIKE COLLEGES/BUSINESS HOUSES
- 6. WHO IS A MANAGER? •A manager is an expert in his or her field and is a support system for employees. •Managers work within a business and work together as a team to achieve company goals. •It is vital for managers to delegate responsibilities to employees and assist them if they need help. FUNCTIONS OF A MANAGER: (a) Motivate people and bring out the best in them which in most cases are wonderful innovative business ideas. (b) Supervise the activities of others as part of the directing function of management (c) Co-ordinate the activities of other resources to ensure that suboptimal decisions are avoided while working towards a common objective of the company (d) Providing feedback to both the owners of the business and workers in the business.
- 7. MANAGEMENT PROCESSES • The management process consists of four primary functions that managers must perform: planning, organizing, leading, and controlling. • It is important to realize that the management process is not always linear. • It does not always start with planning and continue through each step until organizational goals are achieved because it is not possible to plan for every problem the organization will face. • As the management process proceeds, changes and modifications are made when unforeseen events arise. • Managers make sure the necessary changes are implemented and that the unity and integrity of the entire process is maintained.
- 8. MANAGEMENT PROCESS This P-O-L-C framework provides useful guidance into what the ideal job of a manager should look like. The P-O-L-C functions of management still provide a very useful way of classifying the activities managers engage in as they attempt to achieve organizational goals.
- 9. PLANNING ORGANIZING LEADING CONTROLLING Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions. It also requires that managers be good decision makers. Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. The structure of the organization is the framework within which effort is coordinated. The structure is usually represented by an organization chart, which provides a graphic representation of the chain of command within an organization. Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives. The behavioral sciences have made many contributions to understanding this function of management. Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary.
- 10. MANAGEMENT OF ORGANIZATIONAL RESOURCES In any organization there is the need to utilize available resources for better performance. The term, management of organizational resources, refers to proper utilization of such resources as assets, information, human and financial resources. Many organizations fail to reach their set targets due to lack of proper management of these resources. With more emphasis on empowerment, listening, delegation, and teamwork, workers in organizations are given greater value.
- 11. MANAGEMENT LEVELS AND SKILLS SKILLS OF MANAGEMENT 1. CONCEPTUAL SKILLS: Conceptual skills consists of the ability to see the whole organization and the inter-relationship between its parts. 2. HUMAN SKILLS: Human skills consists of the ability to work effectively with other people both as individuals and as members of a group. 3. TECHNICAL SKILLS: Technical skills refer to the ability and knowledge in using the equipment, technique and procedures involved in performing specific tasks.
- 12. MANAGEMENT LEVELS AND SKILLS LEVELS OF MANAGEMENT TOP LEVEL MANAGEMENT MIDDLE LEVEL MANAGEMENT OPERATIONAL LEVEL MANAGEMENT Manages overall organization. Set goals. Make strategies. Represent to external environment. Manages link between top level and lower level. Acts as a communicator. Implement policies. Keep an eye on lower level. First line managers. Give supervision. Helps in coordination. Provides training. Evaluate the performance. Plan day to day operations.
- 13. MINTZBERG’S MANAGERIAL ROLES The Canadian management expert Henry Mintzberg is an authority in the field of organizational structures and organizational design. He has written many business books on various organizational management theories. Henry Mintzberg distinguishes ten key managerial roles that managers and executives fulfil. These Mintzberg Managerial Roles are subsequently divided up into three categories: the interpersonal category, the informational category and the decisional category. Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.
- 15. INTERPERSONAL ROLES The managerial roles in this category involve providing information and ideas: 1.Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead. 2.Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group. 3.Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.
- 16. INFORMATIONAL ROLES The managerial roles in this category involve processing information: 1.Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being. 2.Disseminator – This is where you communicate potentially useful information to your colleagues and your team. 3.Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.
- 17. DECISIONAL ROLES The managerial roles in this category involve using information: 1.Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them. 2.Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it. 3.Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. 4.Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.