1. Principle Of Management.

2. Who are Managers…? What do Managers do…? What is Management…? Why we study Management…?

3. What is Management…?  We define Management as the process of coordinating integrating work activities so that they are completed efficiently and effectively with and through other peoples is called Management. what a Manager does”.

4. Who are Managers…? “A manager is some one who works with and through other people by coordinating their work activities in order to accomplish organizational goal”. Manager performs various jobs and duties and are responsible for higher profits and great performance.

5. What do Manager Do (OR) What is the Function of Management…? No two Managers’ jobs are alike, but managers’ writer and researches have developed some specific categorization to describe what managers’ do. We can focus on the following categorization schemes while making mind what do managers do.

6. Functions of Management…  1.Planning.  2.Organizing.  3.Staffing.  4.Leading.  5.Motivating.  6.Controlling.

7. Planning. Planning Refers to decide in advance that what will be done in the near future, What is to be done, when is to be done, how is to be done and by whom is to be done. By the planning we can make our future that how you can successful in your life and how we can progress more and more faster in today’s advance business environment.

8. Organizing. The distribution of work in group wise for effective performance, and organization provides every facilities that is necessary to perform work. (OR) Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.

9. Staffing. Staffing refers to the placement of right person In the right job or place.

10. Leading. Inspiring and motivating workers to work hard to achieve organizational goals is called leading. All the activities divided into group wise under organizational function, such group activities are coordinated towards the achievement of an organization goals.

11. Motivating.. Motivating refers to increase the speed of performance of work through and developing willingness on part of workers.

12. Controlling….. monitoring progress towards goal achievement and taking corrective action when needed. (OR) Controlling function ensure that the achieved objectives confirm to pre-planned objectives or not…

13. Goal. A desire future condition that an organization seeks to achieve is called goal.

14. Organization… The place where people work together and direct there action for a particular goal that place is called organization…

15. Resources. The asset of an organization is called resource. Like, Machinery, staff, Financial capital, Raw material etc.

16. Kinds of Managers Managing at Different Levels of the organization: Top Managers Small group of executives who manage the overall organization, the strategic level. Middle Managers A large group that implement the strategies developed at the top. 1 - 16

17. Kinds of Managers First-Line Managers Supervise and coordinate the activities of operating employees. 1 - 17

18. Figure 1.3: Kinds of Managers by Level and Area 1 - 18

19. Managing in Different Areas of the Organization  Marketing Managers  Financial Managers  Operations Managers  Human Resource Managers  Administrative Managers  Specialized Management 1 - 19

20. Managerial Skills  In addition to fulfilling roles, managers also need a number of specific skills.  The most fundamental management skills are:  Technical  Interpersonal  Conceptual  Diagnostic  Communication  Decision-making  Time-management 1 - 20

21. Technical Skills Necessary to accomplish or understand the specific kind of work being done. These skills are especially important for first line managers. 1 - 21

22. Interpersonal Skills The ability to communicate with, understand, and motivate both individuals and groups. Be able to get along with: Subordinates Those at higher levels 1 - 22

23. Conceptual Skills A manager’s ability to think in the abstract. The mental capacity to: Understand organizational goals and its environment. How the organization is structured. Viewing the organization as system. 1 - 23

24. Diagnostic Skills Skills that enable a manager to visualize the most appropriate response to a situation. 1 - 24

25. Communication Skills A manager’s abilities both to effectively convey ideas and information to others and to effectively receive ideas and information from others. 1 - 25

26. Decision-Making Skills A manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities. 1 - 26

27. Time-Management Skills The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately. 1 - 27