Introduction To Management Mehul

Introduction To Management

SUBMITTED TO : PROF. JAIDEEP BANERJEE UNITEDWORLD SCHOOL OF BUSINESS AHMEDABAD

Submitted by : MEHUL PRAJAPATI SEC.: B ROLL NO. : 21

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DEFINITION OF BUSINESS S

S

O

O

C I E T Y

I N P U T

MEN MACHINE METHOD MONEY MARKET MATERIAL NTS E M PAY

ORG. PROCES S

GOODS SERVICES IDEAS

 MANUALS MICHANICAL PAYME

O U T P U T

C I E T Y

NTS

IN BUSINESS,INPUTS ARE NEITHER AVIALABLE AT FREE OF COST NOR AVIALABLE IN UNLIMITED SUPPLY. 2

INTRODUCTION TO MANAGEMENT

Organization is a group of people who are establish relationships maintain and sustain for longtime to achieve a common GOAL. Management is a art of getting effective work from people. MANAGEMENT IS MANAGING MAN “ TACTFULLY “.

MANAGEMENT is not a group of people, it is a process of managing inputs in a most effective manner to generate maximum outputs to achieve GOAL of organization.

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HENRY FAYOL ADMINISTRATIVE MANAGEMENT

Fayol was studying mgt. theory. He treated mgt. as an art of taking effective work from people. His main focus on TOP Mgt.He is also called FATHER OF ADMINISTRATIVE Mgt. THEORY.He worked a monograph which was converted into a book “ GENERAL & MANAGERIAL SKILLS ADMINISTATION “ in 1914. FUNCTION T N E M E G HE SUGGESTED : A N A M MANAGEMENT PRINCIPLE

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FAYOL SUGGESTED : (FAYOL ADMINISTRATIVE MANAGEMENT con’t)

TECHNICAL ACCOUNTING SECURITY FINANCIAL ADMINISTRATIVE

PLANNING ORGANIZING LEADING / DIRECTIO CONTROLLING

1. 2. 3. 4. 5. 6.

DIVISION OF WORK UNITY OF COMMAND UNITY OF DIRECTION REMUNIRATION SCALAR CHAIN AUTHORITY & RESPONSIBILITY 7. STABILITY OF TENURE 8. DISCIPLINE 9. CENTRALIZATION 10.INITIATIVE 11.TEAM WORK 12.ORGANIZATION INTEREST 13.ORDER 14.EQUITY 5

F.W.TAYLOR’S SCIENTIFIC MANAGEMENT FEDRIC Taylor was management scientist, working in MIDVAVE STEEL PLANT ( USA ). HE treated mgt. as a science-his main focus was on BOTTOM LEVEL MGT. He wanted every bottom manager to learn to do work in (1) least possible time and (2) Least possible cost. He also wanted to apply science and scientific principle in mgt..he suggested that these should be one best way Of doing things.

Features : Time & motion study Incentives (piece rate wages system) Separate planning & doing

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SCIENTIFIC MANAGEMENT (con’t) Concept of functional foremanship : Scientific selection & training Standardization Job analysis

Limitation of Taylor mgt. : Time study not easy Incentives ( money) not motivated to everybody. There is no one best way ( method) of doing things.- there are multiple ways.

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PROCESS OF MANAGEMENT PLANNING

ORGANIZIN G LEADING / DIRECTING

CONTROLLING

 MANAGEMENT IS POSDCoRB. 8

PLANNING PLANNING IS thinking in advance for future “ what is to be done,how it is to be done,who will do it,when & where future activites to be done ? Planning is the bridge between present and future. Planning is decreasing fear, uncertainty, problem, assumption and risk of the future. Planning is making and using of assumption,selection and relation of facts in the visualisation and formalisation of the future activity to achieve GOAL of organization. 9

PROCESS OF PLANNING IDENTIFICATION OF PROBLEM PERCEPTION OF OPPORTUNITY SPECIFIC OBJECTIVES

PLANNING PREMISES IMPLEMENTATION/EVALUATION/FEEDBACK OF PLAN

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CONTROLABLE

UNCONTROLABLE

1

3

EXTERNAL

2

4

INTERNAL

PLANNING PREMISES’S DIAGRAM 11

EXAMPLE OF PLANNING : THE FIRM WHICH PLANNED TO INVEST MONEY IN THE CHEMICAL INDUSTRY, MAY SET AN OBJECTIVE BECOMING NO.1 IN THAT INDUSTRY IN 4 YEAR.

IV T C

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P GA E R TU U F VE O M RE

JE OB

PRESENT DIRECTION PRESENT DIRECTION ABSENCE OF FOCUS ABSENCE OF CLARITY WRONG DIRECTION RESOURCES WASTAGE

FUTURE DIRECTION CLEAR DIRECTION CHANNELISATI ON OF RESOURCES CLARITY ABOUT FUTURE CLARITY OF DIRECTION

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ORGANIZING

INDIVIDUAL 1 Group head – 1 Group head –A 2 Group “ A “ 3 4

INDIVIDUAL Group head – 2 1 Group head –B Group “ B “ 2 3

INDIVIDUALGroup head – N Group head –N N Group “ N “

Environment CoOverall ordination Group Authority Head Structure Responsibilit y communicat ion

G O A L

nition of ORGANIZING : zing is a social system where people,process and technology is adjuste ng to environment 2 or more people to attempt to achive organization 13

DIFFERENCE AUTHORITY

AUTHORITY , RESPONSIBILITY & POWER : POWER RESPONSIBILITY

Authority is the power It include…. to take decisions which Obligation Answerability will influence the Accountability behavior of others. It is given to the position not to the person.

People who are having authority may or may not have power.

It can not be delegated Power is created by it can only understood. person with or without authority.

A smart manager may Every employee who award some part of have authority should authority to his junior feel responsible. and keep some authority with himself.

Even when the person is not in position power stage with him.

Authority is given by the top Mgt..in formal organization structure,Top Mgt. have maximum authority

Power can be generated through… Knowledge Resources People Rewards/punishments14 Religion position, etc.

Responsibility & Authority will go hand to hand.

DIRECTING / LEADING DIRECTION : DIRECTING is the process of positive influence the members of The team of organization to make them understand their potential so that They give best performance always not by force ,by self interest knowing DIRECTING / LEADING who they are ? and what they can do ?

LEADING LEADRSHIP is the process Of influencing behavior by the Leader of the employee to make him perform at the best.

MOTIVATION Motivaton is the process of Inspiring the people for Making them contribute to Voluntarily to organization GOAL.

COMMUNICATION Communication is the process of Exchanging thoughts,ideas, Knowledge,information,cul ture,beliefs, Ect.between 2 or more people for common understanding 15

CONTROLLING PROCESS OF CONTROLLING : ESTABLISAING STANDARDS

ACTUAL PERFORMANCE

COMPARE WITH ACTUAL STANDARD

CHECK DEVIATION AND LUANCH CORRECTIVE ACTION

ESTABLISHING NEW STANDARD

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EXAMPLE FOR CONTROL system : ASSUMING A MANAGER WHO GIVE A PERFORMANCE STANDARD OF 100 SHOES TO 5 WORKERS IN 8 HOURS AT MORNING 8 a.m. AFTER 8 HOURS,MANAGER COMPARING AND MEASURING ACTUAL PERFORMANCE WITH STANDARDS FIND A GAP OF 20 SHOES.THE CORRECT GAP AND ACTUAL CORRECTIVE ACTION GIVE NEW TARGET OF 120 SHOES FOR NEXT DAY.

FACTORS AFFECTING TO CONTROL SYSTEM : TIMELY & FORWARD SUITABLE OBJECTIVES & UNDERSTANDABLE FLEXIBLE ( Flexibility Brings Growth ) ECONOMICAL ( BENEFITS > COSTS ) PERSPECTIVE & ORGATIONAL ACCEPTABLE MOTIVATION

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THANK YOU

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