1. Introduction Modern managers need vision, authenticity and persistence to handle the FOUR KEY REALITIES,  Only certainty today is change (challenging goals motivate people to strive for improvement)  Speed, teamwork & flexibility  Need to stay close to the customer  Continuous improvement and lifelong learning

2.  Every manager, regardless of level or scope of responsibility, is either part of the solution or part of the problem.

3.  Manager someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals

4. Point of DistinctionTop Level Management Middle Level Management Lower Level Management  Action focusA small group of policy makers deciding the fate of an organisation. Act as a connecting link between top and lower level people and manage activities of other managers. These managers are in direct contact with employees.  RepresentationChief Executive Officer, President, Chairman, Managing Director, etc. Functional Heads (Marketing Manager, HR manager, etc.) and immediate subordinates. Section Head, Supervisor, First-Line manager, etc.  Nature of workThey generally spend most of their time with peers, outsiders and to a lesser extent, subordinates. A top manager’s schedule is typically hectic. Middle managers, compared to supervisors, are far less physically active and far more involved in paper work and meetings. Their job is less hectic, more reflective and more frustrating. Generally physically active, experience frequent interruption, often shift back and forth between tasks and spend most of their time with subordinates and peers caring for monetary problems.

5. What Is Management?  Management the process of coordinating work activities so that they are completed efficiently and effectively with and through other people the process of coordinating work activities so that they are completed efficiently and effectively with and through other people © Prentice Hall, 2002

6. Efficiency - getting the most output from the least amount of inputsEfficiency - getting the most output from the least amount of inputs “doing things right” “doing things right” concerned with means concerned with means Effectiveness - completing activities so that organizational goals are attainedEffectiveness - completing activities so that organizational goals are attained “doing the right things” “doing the right things” concerned with ends concerned with ends © Prentice Hall, 2002

7. Management Strives For: Low resource waste (high efficiency) High goal attainment (high effectiveness) Resource Usage Efficiency (Means) Goal Attainment Effectiveness (Ends) Low WasteHigh Attainment © Prentice Hall, 2002

8. Management is an art and science of getting things done thru and with the help of others. Management is the social process of planning, organizing,staffing,directing, coordinating & controlling for the determination & achievement of organizational objectives in a dynamic environment.

9. Planning – What,how, when of performance Predetermined course of actionPredetermined course of action defining goals,defining goals, establishing strategies for achieving those goals establishing strategies for achieving those goals developing plans to integrate and coordinate activitiesdeveloping plans to integrate and coordinate activities

10. Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made

11. Staffing Staffing Procure suitable personnel Includes  HRP  Recruitment  Selection  Placement, induction, Orientation  Transfer, Promotion  Training & development © Prentice Hall, 2002

12. Directing - leading and motivating all involved parties and dealing with employee behavior issues Involves  Communication  Motivation  Leadership

13. Coordinating Establishing such relationships among various parts of the organization that they all together pull in the direction of the organizational objectives. Involves  Clear definition of authority-responsibility relationship  Unity of direction  Unity of command

14. Controlling - Controlling - monitoring activities to ensure that they are going as planned  Measurement of performance against predetermined goals  Deviations to be found out & necessary corrective actions taken

15. Management process Management process set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and controlset of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control managerial activities are usually done in a continuous mannermanagerial activities are usually done in a continuous manner © Prentice Hall, 2002

16. UNIVERSAL NEED FOR MANAGEMENT © Prentice Hall, 20021-16

17.   MANAGEMENT ROLES specific categories of managerial behavior specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in natureInterpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminating informationInformational - receiving, collecting, and disseminating information Decisional - revolve around making choicesDecisional - revolve around making choices emphasis that managers give to the various roles seems to change with their organizational level emphasis that managers give to the various roles seems to change with their organizational level

18. MINTZBERG’S MANAGERIAL ROLES © Prentice Hall, 20021-18

19.  MANAGEMENT SKILLS Technical - knowledge of and proficiency in a certain specialized field Technical - knowledge of and proficiency in a certain specialized field Human - ability to work well with other people both individually and in a group Human - ability to work well with other people both individually and in a group Conceptual - ability to think and to conceptualize about abstract and complex situations Conceptual - ability to think and to conceptualize about abstract and complex situations see the organization as a wholesee the organization as a whole understand the relationships among subunitsunderstand the relationships among subunits visualize how the organization fits into its broader environmentvisualize how the organization fits into its broader environment © Prentice Hall, 2002

20. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS © Prentice Hall, 20021-20

22. What Is An Organization?  Organization a deliberate arrangement of people to accomplish some specific purpose a deliberate arrangement of people to accomplish some specific purpose elements of definitionelements of definition each organization has a distinct purpose each organization has a distinct purpose each organization is composed of people each organization is composed of people all organizations develop some deliberate structure all organizations develop some deliberate structure today’s organizations have adopted: today’s organizations have adopted: flexible work arrangementsflexible work arrangements open communicationsopen communications greater responsiveness to changesgreater responsiveness to changes © Prentice Hall, 20021-22

23. THE CHANGING ORGANIZATION © Prentice Hall, 20021-23

24. References Management-Robbins & Coulter Management-Stoner & Freemen Management-V. S. P. Rao Management-Daft