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Principles of Management
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Introduction to Management – Management science
theory and practice, external environment, management
and society, ethics and social responsibilities, global,
comparative and quality management.
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Scope of Public Administration
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Planning – Principles, process, MBO, Strategies, policies,
planning premises, strategic management and decision
making.
Organizing – Nature, entrepreneuring, reengineering,
organization structure, departmentation, line staff authority,
power, empowerment, decentralization, effective organization
culture.
Staffing and Leading – Human Resource Management,
process of recruitment, selection, performance appraisal,
career strategy, managing change and organization
development, leading, human factor and motivation,
leadership committees, teams, group decision making and
communication.
Controlling – System and process of controlling, controlled
techniques, productivity, operations management and Total
Quality Management.
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Management
Getting things done through people , both
efficiently and effectively.
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Management…
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What is management?
It is a vast subject
It is an evolving discipline
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Definition
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Management is simply the process of
decision making and control over the
action of human beings for the expressed
purpose of attaining pre-determined
goals”
-- Stanely Vance
“Management is the art of getting things
done through and with people in formally
organised groups”
--Harold Koontz
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Management
Applies to any kind of organization
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Management
is a distinct process
Consisting of planning, organizing, actuating
Controlling performance
To determine and accomplish objectives
By the use of people and resources
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Management involves
Securing Men
Money
Material
Machinery
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Factors responsible for increasing
significance of management
Globalization- widened challenges and opportunities
Technology- complexity and criticality of processes
and methods
Workforce diversity- dealing with employees of
divergent background.
Awakened customer- customer rules the business
Stringent government norms- environment, labour,
taxation, quality etc.
Innovation- reduced product life cycle.
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Manager
Is one who contributes to the organizational
goals indirectly
By directing the efforts of others
Not by performing the task himself.
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Organization
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FUNCTIONS OF MANAGEMENT
Planning
Organizing
Staffing
Directing
Communicating
coordinating
Motivating
Reporting
Budgeting
Controlling
Decision making
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Planning
Process of defining goals
Establishing strategies for achieving
those goals
Develop plans to coordinate activities
E.g.: Business plan
Marketing plan
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Organizing
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Staffing
Ensure qualified employees available at
all levels
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Directing
Leading
Influencing
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Communicating
Transferring information
Ideas
Understanding
Feeling among people
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Coordinating
Coordinate the interdependent
activities
Contribute to the achievement of
overall objective
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Motivating
Pushes one towards performing a
certain action.
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Reporting
Transferring information- Higher
level
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Budgeting
Preparing a statement of allocation
of resources in financial terms
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Controlling
Comparing actual performance
with standards
Take corrective actions.
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Decision making
Process of generating alternatives
Evaluating alternatives
Making choices
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Is Administration and management one
and the same?
There is no universally accepted view on this point.
American school of thought says
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Management and administration
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Management- SCIENCE OR ART?
What is science?
Systematic body of verifiable knowledge
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What is an art?
Arts require vision, knowledge and
communication.
Obtaining results through application of skill
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Levels of management
Top
Management
Middle
management
Junior/first line
management
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Top managers
Organization’s most senior executives.
Responsible for providing the overall direction
of the firm.
Make decisions which affect the entire firm
They set goals for the organization.
They do not direct the day-to-day activities of
the firm.
Direct the company to achieving the objective.
Responsible for the performance of the
organization.
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E.g.
Chairman of the board
President
Managing director
Chief executive officer
Chief operating officer
Vice president
Director
General manager
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Functions of top management:
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2.Frame the policy:
E.g.:
Production policy – quality, product
variety, schedule,
Marketing policy - advertisement, sales
promotion technique, pricing the product,
channel of distribution, Commission,
discounts,
Personnel policy: discounts, placement,
training, remuneration
Financial policy: Procurement of funds,
sources of finance, management of
earnings.
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3. Organizational Framework:
Determine structure to executing the plans.
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Middle managers
Subordinate to the firm’s top managers.
Responsible for carrying out the goals set by the
management.
Motivate and assist first-line managers to achieve
business objectives.
Communicate upward
Offering suggestions and feedback to top
managers.
More involved in the day today working of a
company.
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E.g.:
Divisional manager
Senior manager
Plant manager
Department manager
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Functions of Middle management:
To execute the various functions of
organization.
To co-operate among themselves, with
the top management and supervisors – for
smooth function.
To understand the interlocking of
departments in major policies.
To achieve co-ordination between the
different parts of the organization.
To develop and train employees
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Junior managers
Responsible for the daily management
of line workers.
Employees who actually produce the
product or offer the services.
They do not set goals for the
organization.
They have very strong influence on the
company.
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E.g.:
Section head
Officer
Executive
Supervisor
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Functions of Junior level management:
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Managerial skill
Abilities and behavior that are crucial to
success in a managerial position.
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CONCEPTUAL SKILLS
Top level H
U
TE
M
CH
A
NI
Middle level N
CAL
S
SKI
K
LLS
Supervisory ILL
level/entry
level S
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Management as a set of skills
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Management as a set of skills
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Management as a set of skills
People-Related Skills - getting work done through others and
with others. Include the ability to delegate tasks, share
information, resolve conflicts, be a team player, and work with
people from very different backgrounds
Self-Awareness Skills - Being aware of your personal
characteristics can help you adapt to others and can help you
understand why you react to them the way you do. These skills
can help you to avoid rushed judgments, appreciate the nuances
of particular situations, size up opportunities, capitalize on your
personal strengths, and avoid situations in which you are likely to
fail.
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Skills for Managerial Success
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Skills for Managerial Success (continued)
People Skills Self-Awareness Skills
Delegating Personal adaptability
Influencing Understanding personal
Motivating biases
Handling conflict Internal locus of control
Win-win negotiating
Networking
Communicating
Verbal
Nonverbal
Listening
Cross-cultural management
Heterogeneous teamwork
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General Skills
1. Conceptual skill:
Mental ability to co-ordinate
organization’s interests and activities.
Mental ability to analyze and diagnose
complex situations.
Understanding how organizational units
work together
How the organization fit in to its
competitive environment.
e.g.: decision making 63
2. Interpersonal skill or
Human skill
Ability to work with other people.
Ability to understand and motivate other
people
Ability to interact effectively with
organizational members.
E.g.: Managing conflict
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3. Technical skill
Ability to apply specialized knowledge
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4. Political skill
Manager’s ability to build a powerbase.
Manager use power to achieve organizational
objective.
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Specific skill
Controlling the organization’s environment and
its resources
Handling information
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2. Decision making skills:
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3. Communicating skill:
Ability to transfer information, ideas,
feeling among people.
Good listener
Providing feedback
Managing conflict
Negotiating 72
4. Motivating Skill:
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5. Coordinating skill:
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6.Leadership skills:
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Henry Mintzberg…
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Management as a set of roles
These include:
Interpersonal roles - communication with superiors,
alternatives.
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Interpersonal Roles
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Informational roles
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Decisional Roles
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ALL THE THREE ROLES PUT TOGETHER
IS CALLED AS:
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The whole management process is actually an
management functions
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Nature and characteristics of
Management:
Management is an activity.
It is a purposeful activity.
It is concerned with the efforts of a group.
Management is getting things done.
It applies economic principle.
It involves decision-making.
It coordinated all activities and resources.
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It is a universal activity.
It is an integrating process.
It is concerned with directions and control.
It is intangible.
It is a profession.
It is an interdisciplinary approach.
It is an economic resource.
It is dynamic, not static.
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Importance of Management:
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