working together in a coordinated and structured fashion to achieve one or more goals.
An organization is a social entity that has a collective goal and is linked to an external environment. A group of people who work together. An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.
The external environment is everything outside an organization that might affect it. The internal environment consists of conditions and forces within the organization.
All Organizations have a management structure that determines the relationships b/w functions and positions and subdivides and delegates roles, responsibilities and authority to carry out defined tasks.
Increase the efficiency of management. Helps in the growth of enterprise. Ensures optimum utilization of human resource. Consolidate growth and expansion. Adoption of new technology. Provides facilitates for training. Simulates creativity.
Divides work to be done in specific jobs & dept. Assigns tasks and responsibilities associated with individual jobs. Coordinates diverse organizational tasks. Establishes relationship b/w individuals, groups and departments. Establishes formal lines of authority. Allocates organizational resources. There are a variety of legal types of organizations, including corporations, governments, non- governmental organizations, international organizations, charities, partnerships, cooperatives, and universities.
A hybrid organization is a body that operates in both the public sector and the private sector simultaneously, fulfilling public duties and developing commercial market activities. Management : On expanding
Manage men tactfully Manage Men technology Manage men as team Manage competencies Manage objectives (MBO) Manage men and things
According to Harold Koontz, Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals.
Simple Traditional definition, defines it as the "art of getting things done by others". "Management is an art of knowing what is to be done and seeing that it is done in the best possible manner." (planning and controlling) F.W. Taylor (father of scientific management) "Management is to forecast, to plan, to organize, to command, to co-ordinate and control activities of others." Henri Fayol (father of modern management) "Management is the process by which co-operative group directs actions towards common goals." The three levels of management are as follows Top Level Middle Level Lower Level Top Level of Management Middle Level of Management Lower level
It consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. It devotes more time on planning and coordinating functions. The role of the top management can be summarized as follows -
Top management lays down the objectives and broad policies of the enterprise. It issues necessary instructions for preparation of department budgets, procedures, schedules etc. It prepares strategic plans & policies for the enterprise. It appoints the executive for middle level i.e. departmental managers. It controls & coordinates the activities of all the departments. It is also responsible for maintaining a contact with the outside world. It provides guidance and direction. The top management is also responsible towards the shareholders for the performance of the entire organization. The branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. They devote more time to organizational and directional functions. In small organization, there may be senior and junior middle level management.
They execute the plans of the organization in accordance with the policies and directives of the top management. They make plans for the sub-units of the organization. They participate in employment & training of lower level management. They interpret and explain policies from top level management to lower level. They are responsible for coordinating the activities within the division or department. They evaluate performance of junior managers. They are also responsible for inspiring lower level managers towards better performance. Lower level is also known as supervisory / operative level of management. It consists of supervisors, foreman, section officers, superintendent etc. According to R.C. Davis, Supervisory management refers to those executives whose work has to be largely with personal oversight and direction of operative employees. In other words, they are concerned with direction and controlling function of management. Their activities include -
They guide and instruct workers for day to day activities. They are responsible for the quality as well as quantity of production. They are also entrusted with the responsibility of maintaining good relation in the organization. They communicate workers problems, suggestions, and recommendatory appeals etc to the higher level and higher level goals and objectives to the workers. They help to solve the grievances of the workers. They supervise & guide the sub-ordinates. They are responsible for providing training to the workers. They arrange necessary materials, machines, tools etc for getting the things done. Managers Planning Planning is deciding in advance what to do, when to do & how to do. Organizing Bringing together resources and activities to achieve the organizations objectives Staffing The organization with qualified people (put right man on right job) Directing Employees activities toward achievement of objectives Controlling Measurement & correction of performance activities of subordinates PLANNING Planning involves choosing tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed. Managers outline exactly what organizations should do to be successful. Planning is concerned with the success of the organization in the short term as well as in the long term. Deciding what needs to happen in the future (today, next week, next month, next year, over the next five years, etc.) and generating plans for action. ORGANIZING Organizing can be thought of as assigning the tasks developed in the planning stages, to various individuals or groups within the organization. Tasks are organized so that the output of each individual contributes to the success of departments, which, in turn, contributes to the success of divisions, which ultimately contributes to the success of the organization.
CONTROLLING Controlling is an ongoing process. Gather information that measures performance. Compare present performance to pre established performance norms. Determine the next action plan and modifications for meeting the desired performance parameters. Controlling is an Checking progress against plans.
LEADING OR DIRECTING Influencing is also referred to as motivating, leading or directing. leading can be defined as guiding the activities of organization members in he direction that helps the organization move towards the fulfillment of the goals. The purpose of directing is to increase productivity. Human-oriented work situations usually generate higher levels of production over the long term than do task oriented work.
Staffing Staffing has assumed greater importance in the recent years due to advancement of technology, increase in size of business. The main purpose of staffing is to put right man on right job . According to Kootz & ODonell, Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure. Manpower Planning. Recruitment, Selection & Placement. Training & Development. Remuneration. Performance Appraisal. Promotions & Transfer.
Is management an art or science Management is a science because it is a systematic body of knowledge with array of principles. Management is also an art as it involves application of managerial skills to get the desired result. Science influence in management Organized science and Systematic body of Knowledge Concepts and Universal principles Rational justification Cause & Effect relationship Test of validity and predictability Dependent and Independent variables Scientific enquiry and experiments Conditions and Influences
Creativity Practice through Experience interpretation from huge Knowledge base Cannot experiment accurately Decisions differ from Organization to organization Decision differ based on situations Clear cut cause- Effect could not be established because of inability to control so any external and subjective issues Irrationality & Subjectivity in most of the decisions Deals with human beings , the most complex organism. Result oriented approach Improvement through people
S.No Features Organization Management 1 Nature Determinative or Thinking function Executive or Doing function 2 Type of work Decision on Objectives & Policies Implementation of policies 3 Levels of authority Top level Middle and Lower level 4 Influence Public opinion & Outside sources Objectives & Policies of concern 5 Direction of human efforts Not directly concerned Actively concerned 6 Main functions Planning & Control Directing & Organizing 7 Skills required Conceptual and human skills Technical and Human skills 8 Usage Used in Govt. & Public sector Business organizations 9 Designations Administrator, In charge, Officer Manager, Supervisor Commissioner A person responsible for controlling or administering an organization or group of staff. A manager wears many hat. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker all rolled into one. And these are just a few of a manager's roles.
The roles in this category involve providing information and ideas. Figurehead - A manager has social, formal and legal responsibilities. He is expected to be a source of inspiration. People look up to him as a person with authority, and as a figurehead. Leader - This is where manager provide leadership for his team, his department or perhaps his entire organization; and it's where he (manager) manage the performance and responsibilities of everyone in the group. Liaison - Managers must communicate with internal and external contacts. He needs to be able to network effectively on behalf of his organization. The roles in this category involve processing information. Monitor - In this role, manager regularly seek out information related to his organization and industry, looking for relevant changes in the environment. He also monitors his team, in terms of both their productivity, and their well-being. Disseminator - This is where manager communicate potentially useful information to his colleagues and his team. Spokesperson - Manager represents and speaks for his organization. In this role he is responsible for transmitting information about his organization and its goals to the people outside it.
The roles in this category involve using information. Entrepreneur - A manager creates and control change within the organization. This means solving problems, generating new ideas, and implementing them. Disturbance Handler - When an organization or team hits an unexpected roadblock, it's the manager who must take charge. He also needs to help mediate disputes within it. Resource Allocator A manager also needs to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources. Negotiator A manager may be needed to take part in, and direct, important negotiations his team, department, or organization.
In addition to fulfilling numerous roles the manager also need a number of specific skills if he wants to be succeed. The most fundamental management skills are technical. Interpersonal, conceptual, communication decision making and time management skills.
Technical Skills: Technical skills are the skills necessary to accomplish or understand the specific kind of work being done in an organization. Technical skills are especially important for first line managers. These managers spend most of their time training subordinates and answering question about work related problems. They must know how to perform tasks assigned to those they supervise if they are to be effective managers.
Interpersonal Skills: Managers spend considerable time interacting with people both inside and outside the organization. For obvious reasons then the manager also needs interpersonal skills- the ability to communicate with, understand and motivate both individuals and groups. As a manager climbs the organizational ladder, he or she must be able to get along with subordinates, peers and those at higher level of the organization. Because of the multitude of roles manager must fulfill, a manager must able to work with suppliers, customers, investors, and others outside of the organization. Although some managers have succeeded with poor interpersonal skills, a manager who has good interpersonal skills is likely to be more successful.
Conceptual Skills: Conceptual skills depend on the managers ability to think in the abstract. Managers need the mental capacity to understand the overall working of the organization and its environment, to grip how all the part of the organization fit together, and view the organization in a holistic manner. This allows them to think strategically, to see the big picture, and to make broad based decisions that serve the overall organization.
Diagnostic Skills: Diagnostic skill means ability to visualize the possible future events. Successful managers also possess diagnostic skills, or skills that enable a manager to visualize the most appropriate response to a situation. A physician diagnoses a patient illness by analyzing symptoms and determining their probable cause. Similarly, a manager can diagnose and analyze a problem in the organization by studying its symptoms and then developing a solution.
Communication Skills: Communication skills refer to the managers ability both to effectively convey ideas and information to others and to effectively receive ideas and information from others. This skills enable a manager to transmit ideas to subordinates so that they know what is expected, to coordinate work with peers and colleagues so that they work well together properly, and to keep higher level managers informed about what is going on. In addition, communication skills help the manager listen to what others say and to understand real meaning behind letters, reports, and other written communication.
Decision-Making Skills: Effective managers also have good decision making skills. Decision making skills refers to the managers ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve the problems and capitalize on opportunities. manager makes the right decision all the time. However, effective managers make good decision most of the time. And when they do make a bad decision, they usually recognize their mistake quickly and then make good decision to recover with as little cost or damage to their organization as possible. Following are some of the skills and personal characteristics: Leadership ability to influence others to perform tasks Self-objectivity ability to evaluate yourself practically Analytic thinking ability to interpret and explain patterns in information Behavioral flexibility ability to modify personal behavior to react objectively rather than subjectively to accomplish organizational goals Oral communication ability to express ideas clearly in words Written communication ability to express ideas clearly in writing Personal impact ability to create a good impression and instill confidence Resistance to stress ability to perform under stressful conditions Tolerance for uncertainty ability to perform in ambiguous situations