SKILL OF MANAGEConceptual skills The ability to analyze and diagnose a situation and distinguish between the causes and effectHuman skills The ability to work with, understand, mentor lend and control the behavior of other for individual and groupsPolitical Skills ability to enhance one position, build a power base and establish a right connectionTechnical Skills the specific knowledge and technique are require to perform organization roleCRITICISM OF FORMAL PLANNINGPlanning may create rigidityformal planning are reinforce to success, which may lead to failure DEFINE OF DECISION MAKINGA choice from two or more alternative.The process by which managers response to opportunities and threats APPROACH TO DECISIONProgrammed Decision making is the efficient way to handle the well-structured problems.Non-Programmed Decision making used for ill-structured problemsWell-Structured problems straightforward, familiar, easily to define the problemsIll-Structured problems New problems in which information is uncertain and uncompleted.DISADVANTAGE OF GROUPS DECISIONSIs more time consumingambiguous responsibility.TYPE OF POWERCoercive power power based on fearlegitimate power power based on ones position in the formal hierarchyReward power power based on the ability to distribute something that others value.Expert power power based on ones expertise, special skills or knowledgeReferent power power based on identification with a person who has desirable resources or personal traits.DELEGATION PROCSSAssignment of task identify specific taskDelegation of authority for a subordinates to complete the task, manager should delegate authority to the subordinate.Acceptance of responsibility responsibility, obligation to carry out a duty assigned to a subordinate to their best abilityCreation of accountability Accountability, the need to answer to someone for your actions.CENTRALIATION AND DECENTRALIZATIONCentralization focuses on systematic retaining authority in the hands of high level managers.Decentralization focuses on systematic delegate the authority.Advantages require only a few good managers to run the organizationDisadvantages overload of top manager because they have to make all the decision; does not give top manager enough time to do strategic planning.TYPE OF ORGANIZATION STRUCTUREFunctional the organization design that groups position into departments based on similar skills, expertise and resources such as HR, FINANCE, and MARKETING. Divisional Flexible and responsive to change because they focus on its own environment.Matrix uses functional and divisional chain of commands simultaneously in the same part of the organization.Team - Network - LEADERSHIP TYLE

7TRAITS

MASLOW HIERARCHY OF NEEDS

THEORY X AND Y

FORMAL AND INFORMAL COMMUNICATIONFormal planning official and formal channel establish in organization for information transmissionInformal planning more unofficial, its more spontaneous and springs up to stratify the needs of the member in the organization.WRITTEN VERBAL NON VERBAL COMMMUNICATION

COMMUNICATION VERRIES

FORMING STORMING NORMING AND PERFORMING

CONTROL PROCESS AND CHARACTERISTIC