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Chapter 1 - POM

The document discusses management, including its definition, functions, roles, and skills required. It outlines the four main functions of management as planning, organizing, leading, and controlling. It also describes the different levels of management from top to lower-level managers and their typical roles. Finally, it discusses common mistakes managers can make.

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52 views22 pages

Chapter 1 - POM

The document discusses management, including its definition, functions, roles, and skills required. It outlines the four main functions of management as planning, organizing, leading, and controlling. It also describes the different levels of management from top to lower-level managers and their typical roles. Finally, it discusses common mistakes managers can make.

Uploaded by

laxminarayan munde
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Chapter – One

• Introduction to Management

Functions
Roles
Types
Required skills and common mistakes of
managers
Management
• Getting work done through others
• According to Harold Koontz, "Management is
the art of getting things done through others and
with formally organized groups”

• Efficiency–getting work done with a minimum of


effort, waste, or expense.

• Effectiveness–accomplishing tasks that help fulfil


organizational objectives.
Characteristics of Management
• It is a process.
• It should aim at achieving the organizational
goals.
• It should be applicable to all kinds of
organization.
• It should be transparent.
• Its approaches should be clear and objective
oriented.
• It should be simple and effective
The Four Functions of Management
Planning
• Determining organizational goals and a means
for achieving them
• It is deciding future course of action.
• It is one of the best ways to improve performance

Organizing
• Deciding where decisions will be made,
• who will do what jobs and tasks, and
• who will work for whom in the company
Leading
• Inspiring and motivating workers to work hard to
achieve organizational goals
• Managers direct/ lead his employees to do best of their
abilities.

Controlling
• Monitoring progress toward goal achievement and
taking corrective action when progress isn’t being made.
• Controlling process involves setting standards to
achieve a goal and comparing the actual performance
with the set standard performance and taking corrective
action when progress isn’t being made.
What Do Managers Do?

A manager is some one whose primary


responsibility is to carry out the management
process with in an organization to achieve the
organizational goals.
Mintzberg Managerial Roles
• In1960,HenryMintzberg conducted a study to
understand about the managerial roles

• He identified 10 managerial roles that are


common to all managers

• These 10 managerial roles are grouped under


three category : Interpersonal, decisional and
informational roles.
Interpersonal Roles

Figurehead
• Represents the company on social and legal
occasions, managers perform ceremonial duties,
manager is seen as symbol of status.
• Example: Attending flag hoisting ceremonies, receive
visitors
Leader
• Managers motivate, encourage and build enthusiasm
among employees to accomplish organizational
objectives
• Example: Training subordinates to work under
pressure.
Liaison
• Manager deal with people out side their unit.
• Example-dealing with customer complaints
and feedback.
Informational Roles
Monitor
• Managers scan their environment for information
Disseminator(some one who spreads the news)
• Managers share information with subordinates and
others in the company
Spokesperson
• Transmits information to the people who are
external to the organization, like government, media
etc.
E.g., manager addresses a press conference announcing
a new product launch or other major deal
Decisional Roles
Entrepreneur
• Encourage changes and innovation, identify new ideas,
delegate idea and responsibility to others.
• Managers adapt themselves, their subordinates, and
their units to change

Disturbance handler
• Take action during disputes or crises; resolves
conflicts among subordinates; adapt to environmental
crisis.
• Managers respond to problems so severe that needs
immediate action.
Resource Allocator
• Decides distribution of resources among
various individuals and groups in the
organization.
• Managers decide who will get what resources and
in what amounts

Negotiator
• Managers negotiate schedules projects, goals,
outcomes, resources.
Top Managers

• Hold positions like-CEO,COO,CFO,VP


• Responsible for overall direction of the organization
• Responsible for creating a context for change
• Develop employees’ commitment to and ownership
of company performance
• Create a positive organizational culture through
language and action
• Responsible for monitoring the business
environment (customer needs, competitor’s strategy,
social trends)
Middle Managers
Positions like-Plant manager, regional manager,
divisional manager
• Set objectives consistent with top management’s goals
• Implement subdivision strategies for achieving objectives
• Plan and allocate resources to meet objectives
• Coordinate and link groups, departments, and divisions
with in a company.
• Monitor and manage the performance of subunits and
individual managers who report to him/her.
• Middle managers are responsible for implementing
the strategies generated by top level managers and also
report to the top managers.
Lower Level-First-Line Managers
Positions like-Office manager, Shift supervisor,
Department Manager

• Train and supervise the performance of non-managerial


employees who produce company’s products or services
• Teach entry- level employees how to do their jobs and
manage their performance
• Encourage, monitor, and reward employees’
performance
• They make short-term plans
• Make detailed schedules to implement middle-level
management’s plans.
Lower Level-Team Leaders

• Facilitate team activities toward accomplishing


an organizational goal
• Help team members plan and schedule work,
learn to solve problems, and work effectively
with each other in the team
• Manage internal and external relationships
with other teams, divisions, departments.
What Companies Look For in Managers

Technical skills
• Specialized procedures, techniques, and
knowledge required to get the job done
Human skills
• ability to work well with others
Conceptual skills
• Ability to see the organization as a whole, to
recognize how the company fits into its external
environment
Motivation to manage
• An assessment of how motivated employees
are to interact with superiors, deal in
competitive situations, behave assertively with
others, tell others what to do, reward good
behavior, punish poor behavior, perform actions
that are highly visible to others, and handle and
organize administrative tasks.
Management Skills
Mistakes Managers Make
1. Insensitive to others( feeling no concern for others' feelings)
2. Egoist, arrogant
3. Betray trust
4. Overly ambitious: thinking of self-interest, playing
politics
5. Specific performance problems with the business
6. Over-managing: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Over-dependent on advocate or mentor

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