General management theory and practice-btts
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This document provides an overview of a course on general management theory and practice. It includes: 1. An outline of the course contents which covers topics such as planning, organizing, staffing, directing, and controlling. 2. Descriptions of management definitions, principles, functions, levels, and skills. It discusses management as both an art and a science. 3. Details on management approaches like Fayol's principles of management and the roles and differences between managers and leaders. 4. Lists of managerial skills needed at different levels and the roles and functions of top, middle, and frontline managers.
General management theory and practice-btts
- 1. 1Bachelor of Travel & Tourism Study (BTTS)General Management Theory & PracticeCredit Hour: 3 Credit Internal Assessment : 20%Theory (Semester End Exam): 80%Course Objectives:This core course aims to provide students an understanding and appreciation of the general principles and components of management. Sanjay Kumar JhaProgram Coordinator Cum Sr. LecturerKathmandu Academy of Tourism & Hospitality Management(KATHM)(Affiliated with Purbanchal University, NEPAL)
- 2. 2By Sanjay Kr JhaCourse Contents: Unit:- I- General Management Theory and Practice L.H.5Definition of management, nature of management,
- 3. Management "science, art and profession, management and administration, functions of management, levels of management.
- 4. Development of management thoughtsUnit:- II Management and society: L.H.4Concept of environment, internal and external environment, social responsibility (SR) of management.Unit:- III- Planning: Fundamentals of planning L.H.3 The nature and purpose of planning , steps in planning ,
- 5. types of plans, corporate planning, strategic planning,
- 6. operational planningFudamental of Management
- 7. 3By Sanjay Kr JhaCourse Contents: Unit:- IV Objectives: L.H.3Concept and features of objectives, hierarchy of objectives, management of objectives, process of MBO, advantages and disadvantages of MBO.
- 8. Policy and strategy
- 9. Concept, features and roles of policy and strategyUnit:- V Decision making: L.H.3Meaning and nature, process, techniques of decision makingUnit:- VI- Organizing L.H.5 Meaning , characteristics, types (formal/informal)span of management
- 10. Organizational structure, role and features, departmentation, bases of department
- 11. Departmentation (functions, customer, product, geography,
- 12. Authority and its delegation and decentralization.Fudamental of Management
- 13. 4By Sanjay Kr JhaCourse Contents: Unit:- VII- Staffing L.H.5 Conceptual nature of human resource management (HRM), features of HRM, functions of HRM (operative/managerial)
- 15. Performance appraisal - meaning, uses, process, methods of performance appraisal.Unit:- VIII- Directing L.H.7 Meaning and importance, McGregor's theory X and theory Y
- 16. Motivation: Meaning and importance, motivation and behavior, theories of motivation Maslow's need hierarchy, Herzberg's motivation
- 17. hygiene theory, Vroom's Valence expectation theoryUnit:- IX- Leadership L.H.3 Meaning. Characteristics, difference between manager ship and leadership, leadership styles, Trail Approach and behavioral approach leadership Fudamental of Management
- 18. 5By Sanjay Kr JhaCourse Contents: Unit: - X: - Communication L.H.3 Meaning, process, direction of communication, communication barriers, making communication effective.Unit: - XI Controlling L.H.8 Meaning and nature, importance of control, process of control, types of control, control techniques (direct supervision and personal observation, financial statements, breakeven analysis, management information system, management audit, return on investment, self control, budgetary control (types and advantages)REFERENCESRobbins, Stephen P. & Decenzo Devid, “Fundamentals of Management, Pearson Educatin Incorporation, New Delhi.Fudamental of Management
- 19. 1.6Unit-IGeneral Management Theory & PracticeUnit:- I- General Management Theory and PracticeL. H.9 Definition of management, nature of management,
- 20. Management "science, art and profession, management and administration, functions of management, levels of management.
- 21. Development of management thoughtsSanjay Kumar JhaProgram Coordinator Cum Sr. LecturerKathmandu Academy of Tourism & Hospitality Management(KATHM)(Affiliated with Purbanchal University, NEPAL)
- 22. 1.7By Sanjay Kr JhaLearning ObjectivesGeneral Management Theory and PracticeDefinition of Management
- 26. Management Skill and Organizational Hierarchy
- 28. Development of management thoughts1.8By Sanjay Kr JhaWhat is Management?Management is a universal phenomenon. It is a very popular and widely used term. All organizations - business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose.Management can be defined in detail in following categories: Management as a Process
- 29. Management as an Activity
- 30. Management as a Discipline
- 31. Management as a Group
- 32. Management as a Science
- 33. Management as an Art
- 34. Management as a Profession
- 35. Management as magic and politicsGeneral Management Theory and Practice
- 36. 1.9By Sanjay Kr JhaDefinition of ManagementAccording to Koontz and Weihrich, Management is define as “the process of designing and maintaining an environment in which individuals, working togather in groups efficiently accomplish selected aims”According to Louis E. Boone and Kurtz, management is define as “the use of people and other resources to accomplish objective”According to Mary Parker Fpllett, management is define as “the act of getting things done through people”Management is the process of using what you have to do what you want to do by using available resources. General Management Theory and Practice
- 37. 1.10By Sanjay Kr JhaDefinition of ManagementAccording to F.W.Taylor, Management is define as “Management is knowing exactly what you want people to do and then seeing that thay do it in the best and cheapest way”According to Henry Fayol, management is define as “To manage is to forcast and plan, to organize, to command, to coordinate and to control.”According to Kast and Rosenzweig, management is define as “Management involves the coordination of human and material resources toward objective accomplishment.”Management is an activity that converts disorganized human and physical resources into useful and effective results”General Management Theory and Practice
- 38. 1.11By Sanjay Kr JhaNature & Characteristics of ManagementManagement is a goal – oriented process Manaagement works through and with peopleManage has environmentManagement is a group activity Management is an intangible force Management is all pervasive Management is multidimensional Management is a continuous process Management is a dynamic function Management gets the job done.Management attains efficiency and effectiveness.General Management Theory and Practice
- 39. 1.12By Sanjay Kr JhaImportance of ManagementGeneral Management Theory and PracticeAcquisition and utilization of resourcesEnvironmental adaptation Goal achivementProblem SolvingPerformance Control Social ResponsibilityHelp to increse the productivity of human resourcesObjectives of ManagementGetting Maximum Results with Minimum Efforts Increasing the Efficiency of factors of Production Maximum Prosperity for Employer & Employees Human betterment & Social Justice
- 40. 1.13By Sanjay Kr JhaTechniques for World-Class Management General Management Theory and PracticeAll hands on deck, Everyone in the company must be involved.Great expectations, Goals must be set high to make progressClear vision:- Goals must be stated clearly so everyone understands.Set a fast pace:- Move ahead with determinition and confidence.Commit to change:- Make change an ongoing process. Trust:- Management must tolerate mistakes to earn workers trustListen:-Management must let workers be heard to get the best ideas.Inspired leadership:-Managers must inspire staff to take risks
- 41. 1.14By Sanjay Kr JhaResources for OrganizationGeneral Management Theory and PracticeHuman Resources:- Which include managerial talents, skilled and unskilled labour.Finacial Resource:- Capital InvestementPhysical Resources:- These include the raw materials, office and production facilities, equipment, machineries & other accessories.Information Resources:- These are usefull datas and information needed to make effective decision by managementThere are six basic kinds of resources, referred to as the six Ms of managementsMen & Women (Human Resources) Machines(Physical Resources)Materials (Physical Resources) Methods (Physical Resources) Market (Information Resources) Money (Financial Resources)
- 42. 1.15By Sanjay Kr JhaManagement ProcessGeneral Management Theory and PracticeThree ways to examine how management worksTasks performed
- 43. Planning, organizing, staffing, leading, controlling
- 44. Roles played (set of behaviors associated with a particular job)
- 46. Skills needed
- 47. Conceptual, human relations, technical1.16By Sanjay Kr JhaManagement Process(Cont..)General Management Theory and PracticeOrganizing CoordintingStaffingDirecting ControllingEvaluatingPlaningChange in proceduresRevision in Plan
- 48. 1.17By Sanjay Kr JhaManagement Process(Cont..)OrganizingGroups related activities together and assigns employees to perform them
- 49. A manager sets up a team of employees to restock an aisle in a supermarketGeneral Management Theory and PracticePlanningDecides company goals and the actions to meet them
- 50. CEO sets a goal of increasing sales by 10% in the next year by developing a new software program1.18By Sanjay Kr JhaManagement Process(Cont..)General Management Theory and PracticeStaffingDecides how many and what kind of people a business needs to meet its goals and then recruits, selects, and trains the right people
- 51. A restaurant manager interviews and trains serversControllingMeasures how the business performs to ensure that financial goals are being met
- 53. Make changes if financial standards not being metLeadingProvides guidance employees need to perform their tasks
- 54. Keeping the lines of communication open
- 55. Holding regular staff meetings1.19By Sanjay Kr JhaFunction of Management General Management Theory and PracticePlaningSetting goals & deciding how best to achieve themOrganizingAllocating and arraning resourcesControlling Regulating activities to reach goalManaging for effectiveness & efficiencyStaffingFeeling and keeping filled the position in the organization structureLeading Influencing other to toward the goals
- 56. 1.20By Sanjay Kr JhaIs management an art or a science?Management as an art -successful managers are born with appropriate intuition, personal insight, intelligence & personality, which they develop through the practice of leadership.
- 57. Managegment Art is the ‘art of Art’ because it organizes and uses human talent.
- 58. The Art of Management is a personal creative power plus skill in performanceGeneral Management Theory and PracticeManagement as a science successful managers have learned the appropriate body of knowledge & have developed an ability to apply acquired skills & techniques.
- 59. Being Science is ‘systemetic study of natue’ and in many management problem and issues can be approached in ways that are rational, logic, objective and systemeatic by using gathered data, facts and objective information so it is a science.1.21By Sanjay Kr JhaManagement as a ProfessionGeneral Management Theory and PracticeA profession may be defined as an occupation that requires specialized knowledge and intensive academic preparations to which entry is regulated by a representative body. The essentials of a profession are:Specialized Knowledge
- 60. Formal Education & Training
- 62. Code of Conduct
- 63. Representative Association 1.22By Sanjay Kr JhaManagement as magic and politicsGeneral Management Theory and PracticeManagement as magic – successful managers recognise that nobody really knows what is going on & persuades others of their own powers by calling up the appropriate gods & engaging in the expected ritualsManagement as politics – successful managers can work out the unwritten laws of life in the organisational jungle & are able to play the game so that they win
- 64. 1.23By Sanjay Kr JhaManagement and AdministrationOn the Basis of FunctionGeneral Management Theory and Practice
- 65. 1.24By Sanjay Kr JhaManagement and AdministrationOn the Basis of UsesGeneral Management Theory and Practice
- 66. 1.25By Sanjay Kr JhaManagement as magic and politicsGeneral Management Theory and PracticeAdministrative management function & operative management function as shown in the figure. However, the managers who are higher up in the hierarchy denote more time on administrative function & the lower level denote more time on directing and controlling worker’s performance i.e. management
- 67. 1.26By Sanjay Kr JhaManagement LevelGeneral Management Theory and Practice
- 68. 1.27By Sanjay Kr JhaLevel of Manager General Management Theory and PracticeManagers are often classified into three levels:Top LevelManagerMiddle Level ManagerFrontline Managers/Supervisory ManagersEmployees
- 69. 1.28By Sanjay Kr JhaFuctions: Top Level ManagerGeneral Management Theory and PracticeTop Level Manager:- Chairperson/ President/ Vice Chairperson or president/ Board of Directors/ Managing Director / Executive Dorector etc..Top level managers are responsible for making medium-to long –range plans and for establishing goals and strategies to meet those goals.Evaluates overall performace of various departments and ensures cooperation.Involved in selection of key personnel.Consults subordinate managers on subjects or problems of general scope.
- 70. 1.29By Sanjay Kr JhaFuctions: Middle Level ManagerGeneral Management Theory and PracticeMiddle Level Manager:- Front office/ Security/ Administrative /Food & Beverage/ Banquate/ Sales & Marketing/HR/ Purchase Manager/ Executive HK/ Execuitive Chef etc..Responsible for making short-to-medium range plans and for establishing goals and objectives to meet those goals.They manage the work for frontline managersAnalyzes managerial performance to determine capability and readiness for promotion.Establishes departmental policies.Reviews daily & weekly reports on production or sales. Counsels subordinates on production, personnel or other problems. Selects and recruits of personnels
- 71. 1.30By Sanjay Kr JhaFuctions: Frontline Manager/SupervisorGeneral Management Theory and PracticeFrontline Manager/ Supervisor :- Front office/ HK/Floor/ Public Area Supervisor /Captain/ Administrative officer /Food & Beverage supervisor/ Banquate supervisors/ Marketing Officer /HR Officer / Purchase supervisor etc..Responsible for making detailed, short range operating plans for establishing goals and objectives to meet those goals.Reviews performance of subordinatesSupervises day –to-day operations.Makes specific task assignments.Maintains close contact with operative employees.
- 72. 1.31By Sanjay Kr JhaHospitality Managerial SkillsGeneral Management Theory and PracticeA hospitality manager or supervisor’s job is varied and complex. Hence, they need certain skills peform the functions associated with their job. According to Robert L. Kalz identified three kinds of skills for administration.Technical Skills:- Knowledge of and proficiency in activities involving method, processes and procedures. Engineers ,computer specialist, waiters, waiteress, chef, cooks, ticketing officer etc.Human Skills:- The ability to work well with other people both individually and in a group is human skill. It is the ability to lead, motivate and communicate with people to accomplish certain objective. It is also important in creation of an environment inn which people feels secure and free to express their openions.Conceptual Skill:- It refers to the ability to think and conceptualize abstract situations. It is the ability to understand and coordinate the full range of corporte objectives and activites.
- 73. 1.32By Sanjay Kr JhaHospitality Managerial SkillsGeneral Management Theory and PracticeTop Level MngrLevel of ManagementMiddle Level MngrFrontline Level MngrConceptualSkillHuman SkillsTechnical Skills
- 74. 1.33By Sanjay Kr JhaThe Hospitality Manager’s Role(Mibtzberg’s Managerial Roles)General Management Theory and Practice
- 75. 1.34By Sanjay Kr JhaThe Hospitality Manager’s Role(Mibtzberg’s Managerial Roles)General Management Theory and Practice
- 76. 1.35By Sanjay Kr JhaDifferences between Leader &ManagerGeneral Management Theory and Practice
- 77. 1.36By Sanjay Kr JhaPrinciple of Management(Fayol’s Principles of Management)General Management Theory and PracticeDivision of Work:- Specialization for all kinds of works to develop expertise. Task should be divided up.Authority & Responsibility are related: Authority flows from responsibility.Discipline:- It is absolutely essential for smooth running of business. It is obedience and respect for agreement and rules.Unity of Command :- One employee should have only one boss.Unity of Direction:- There should be one hand and one plan for a group of activities having same objective.Subordinate of individual interests to general interests:- Interest of organization should be above the interest of individuals.Remuneration:- Fair and equitable pay to employees.
- 78. 1.37By Sanjay Kr JhaPrinciple of Management(Fayol’s Principles of Management)General Management Theory and PracticeCentralization:- Highly centralized power structure; order should be issued only from the top. Scalar Chain:- All employees are linked with each other in a hierarchy or superior-subordinate relationship. Communication should flow from top to bottom.Order:- A place for every thing and every thing in its proper place.Equity: Sense of kindliness and justice throughout all levels of personnel.Stability of tenure of personnel:- Job security to avoid turnover of employees.Initiative:- Encourage subordinate’s initiative.Team Spirit :- Union is strength. There should be cohesiveness and team spirit
- 79. 1.38By Sanjay Kr JhaThreats/Challenges Faced by Modern ManagersPersonal/Domestic/Psychological ConstraintsCulture/Social/Economic FactorsDynamic CustomersNatural/Demographic/Geographical ConditionsResources/Suppliers/TechnologyCompetitions/CompetitorsLegal/Political/Governmental RestrictionsOwners/Shareholders/Regulators.International Markets/Norms and PracticesSocietal Norms/Obligations & ResponsibilitiesEnvironmental Change and ComplexityStrategic AlliancesLabour Unions/Formal Groups/Informal GroupsGeneral Management Theory and Practice
- 80. 1.39By Sanjay Kr JhaDevelopment of Management ThoughtsGeneral Management Theory and PracticeIndustrial RevolutionEra of Scientific ManagementAdministrative TheoryEra of Behavioural Science
- 81. 1.40By Sanjay Kr JhaIndustrial RevolutionGeneral Management Theory and PracticeUse of energy and machines
- 82. Mass production
- 83. Customer had a choice to choose from
- 84. Rise to efficiency and effectiveness
- 85. Minimum age for the childrenEra of Scientific ManagementScientific Mgt arose to increase the productivity in US.
- 86. There were no effective standards
- 87. No incentive to produce more as they were paid on hourly basis1.41By Sanjay Kr JhaEra of Scientific ManagementGeneral Management Theory and PracticeScientific Mgt arose to increase the productivity in US.
- 88. There were no effective standards
- 89. No incentive to produce more as they were paid on hourly basis1.42By Sanjay Kr JhaIndustrial RevolutionGeneral Management Theory and PracticeUse of energy and machines
- 90. Mass production
- 91. Customer had a choice to choose from
- 92. Rise to efficiency and effectiveness
- 93. Minimum age for the children1.43By Sanjay Kr JhaIndustrial RevolutionGeneral Management Theory and PracticeUse of energy and machines
- 94. Mass production
- 95. Customer had a choice to choose from
- 96. Rise to efficiency and effectiveness
- 97. Minimum age for the children