pers mgmt main.pptx

7/27/2019 pers mgmt main.pptx

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DEFINITIONMary Parker:

Art of getting things done through people.

George R Terry defines management as a process

consisting of planning, organizing, actuating and controlling,

performed to determine and accomplish the objectives by the

use of people and resources.


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CHARACTERISTICS OF MANAGEMENT1. It is a critical element in the economic growth of a country.

2. It is a dynamic, life-giving element in every organization.

3.It is an art of getting things through others.4.It is the process by which the objectives are achieved.

5.It is a science as well as an art.


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MANAGEMENT-A SCIENCE OR AN ART?Management as a Science

Science is based on why concept.

It is under the category of Behavioral Science. It is based on some principles and facts.

It has theoretical concepts and application of concepts as well.

Its concepts has universal application.

Every application has some findings as a resultant.


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Management as an art

Art is concerned with how concept.

It is an art of getting things from others. It involves application of skills.

The art of doing it varies from person to person.

It depends on individuals skills, ability, style, applications etc.


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Management Functions/ ProcessBroad classification of Management functions are:

1. Planning

2. Organizing3. Staffing

4. Directing

5. Coordinating6. Controlling


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PlanningPlanning is the function that determines in advance WHAT

should be done.

It is a forward looking or future-oriented function.

It is the process of deciding the objectives and charting out the

methods to achieve it.

It is the process which includes what,when,where,how,by

whom etc.

It is done at all levels of management i.e, top, middle and lower

level.


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ORGANIZING It is a stage when the implementation of the planning done

takes place.

It brings together all the resources (6 Ms) and make them

function.


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DIRECTING Directing involves three sub-functions

a. Leadership- It is the process by which a manager guides and

influence the work of his subordinates.

b. Communication- It is the process of passing the instructions,

information and understanding from one person to another.

c. Motivation- It is the process of creating desire in the minds

of the worker and promote them to give their best for the

organization and for themselves.


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CO-ORDINATINGIt is the orderly synchronization or fitting together of the

interdependent efforts of the individuals, in order to attain a

common goal.


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CONTROLLINGControlling involves three elements

1. Establishing standards of performance.

2. Measuring current performance and comparing it against the

established standards.

3. Taking action to correct any performance that does not meet

those standards.


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ROLES OF A MANAGERInterpersonal Roles

1.Figurehead- In this role, every manager has to perform someduties of a ceremonial nature, such as greeting the touristdignitaries, attending the wedding of an employee, taking animportant customer to lunch and so on.

2.Leader- As a leader , every manager must motivate andencourage his employees. He must also try to reconcile theirindividual needs with the goals of the organization.

3. Liaison- Every manager must cultivate contacts outside hisvertical chain of command to collect information useful for hisorganization.

iason


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INFORMATIONAL ROLES

1.Monitor- As monitor, the manager has to perpetually

scan his environment for information and pass it on toits subordinates. He act as a representatives.

2. Disseminator- the manager passes some of hisprivileged information directly to his subordinates

who would otherwise have no access to it. 3. Spokesman- A manager has to represent his

organization before various outside groups, whichhave some stake in the organization. He advices them,

answers them and listen to their queries.


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DECISIONAL ROLES1.Enterpreneur- In this role the manager proactively looks out for

innovation to improve his organization. For a constant growthof any organization innovation is very important function of a

manager.

2.Disturbance Handler- the manager has to work reactively like a

fire fighter. He must seek solution for the various unanticipated

problems.

3. Resource Allocator- The manager must divide work and

delegate authority among his subordinates.


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4. Negotiator- The manager at all levels has to do negotiationb/w employer& employee, b/w employee & employee, b/wcustomer & employee on various issues.


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MANAGEMENT THOUGHTS OR

APPROACHESEARLY CLASSICAL APPROACH

Scientific Management: Developed by Frederick WinslowTaylor. He is considered as the Father of Scientific

Management. His contribution under Scientific managementare:

1. Time and Motion Study

2. Differential Payment

3. Drastic Reorganization of Supervision4. Scientific Recruitment and Training

5. Intimate Friendly Cooperation between the management andthe workers.


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Administrative Management: Developed by Henry Fayol. He isconsidered as Father of Administrative Management theorywith focus on the development of broad administrative

principles applicable to general and higher managerial levels.Fayol has given 14 principles of management as a general guide

to the management process and practice. They are:

1.Division of work

2.Authority and Responsibility

3. Discipline

4.Unity of Command

5.Unity of Direction


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6. Subordination of Individual Interest to General Interest

7. Remuneration

8. Centralization

9. Scalar Chain

10. Order

11.Equity

12. Stability of Tenure of Personnel13. Initiative

14. Esprit de Corps


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CONTINGENCY APPROACHAccording to contingency Approach, management principles

and concepts of various schools have no general and universal

applicability under all conditions. In other words there is no

best way of doing things under all conditions. Methods andtechniques which are highly effective in one situation may not

work in other situation. Accordingly, the contingency approach

suggests that the task of manager is to try to identify which

technique will in a particular situation best contribute to theattainment of management goals. Managers therefore, have to

develop a sort of situational sensitivity and practical selectivity.


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SOCIAL RESPONSIBILITYMeaning:

Acc to Adolf Berle: Managers responsiveness to public consensus.

Acc to Keith Davis, the term social responsibility refers to two types of

business obligations:(a) The socio-economic obligation: This obligation of every business is to see

that the economic consequences of its actions do not adversely affect public

welfare. This includes obligations to promote employment opportunities , to

maintain competition, to curb inflation etc.

(b) The socio-human obligation: This includes obligation of every business isto nurture and develop human values such as morale, cooperation,

motivation and self-realisation in work.


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SOCIAL RESPONSIBILITIES OF BUSINESS

TOWARDS DIFFERENT GROUPSTowards the Consumer and the Community

1. Production of cheap and better quality goods and services by

developing new skills, innovations and techniques.

2. Leveling out seasonal variations in employment and

production through accurate forecasts, production scheduling

and product diversification.

3. Deciding priorities of production in the countrys interest and

conserving natural resources.

4. Honouring contracts and following honest trade practice.

5. Preventing the creation of monopolies.


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6. Providing for after sale services

7. Ensuring hygienic disposal of smoke and waste and

voluntarily assisting in making the town environment

aesthetically satisfying.

8.Supporting education and slum clearance and similar other

programmes.

9. Achieving better public relation by giving to the community

true and adequate information about its working.


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Towards Employees and Workers

1. A fair wage to workers.

2. Just selection, training and promotion.

3. Social security measures and good quality of work life.

4. Good human relations.

5. Freedom, self-respect and self-realization.

6. Increase in productivity and efficiency by recognition ofmerit, by providing opportunities for creative talent and

incentives.


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Towards Shareholders and other Businesses

1. Promoting good governance through internal accountability

and transparency.

2. Fairness in relation with competitors.


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Towards the State

1. Showing an active participation in and direct identification

with any political party.

2. To provide safeguard against errant business practices.

3. To compel business to play fair to all the participants in the

economy- employees, shareholders, customers etc.

4. To enforce maximum production according to the priority of

sectors and production lines laid down by the government.

5. To allocate limited resources according to social priorities and

preferences.


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PLANNINGDEFINITIONS: Planning is deciding in advance what to do, how to do it,

when to do it and who is to do it.- Koontz & ODonnell

Planning is deciding in advance what is to be done in future-

Koontz

Planning is anticipatory decision making.- R.L.Ackoff

Planning is a thinking process, an organized foresight, a

vision based on fact and experience that is required for

intelligent actions.- Alford and Beatty


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NATURE/ FEATURES OF PLANNING1. It is the primary function of management.

2. It is an intellectual or mental process.

3. It is a continuous process.

4. It is flexible in nature.

5. It is goal-oriented.

6. It is an all-pervasive function.

7. It is forward looking.8. It is based on facts.

9. It involves choice

10. It is essentially decision making


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PRINCIPLES OF PLANNING1. Principle of contribution to objective.

2. Principle of primacy of planning.

3. Principle of pervasiveness of planning.4. Principle of flexibility.

5. Principle of limiting factors.


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IMPORTANCE OF PLANNING1.Minimise risk and uncertainty.

2. Focus on organization's goals and objectives.

3. Promotes coordination

4. Facilitates control.

5. It provides a unifying framework.

6. Improves competitive strength.

7. Encourager innovation and creativity8.Tackling complexities of modern business

9. It provides direction

10. It leads to effective economy

11.It improves morale of employees.


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APPROACHES TO PLANNING1.Top- down approach

2. Bottom-up approach

3. Composite approach

4. Team approach


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TYPES OF PLANNING1. Financial and Non-financial planning

2. Formal and Informal planning

3. Short-range and Long-range planning

4. Standing and Ad hoc planning

5. Administrative and Operational planning

6. Functional and Corporate planning

7. Proactive and Reactive planning8. Strategic and Operational Planning


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LIMITATIONS OF PLANNING1. Costly Process

2. Rigidity

3. Limited scope

4. Influence of external factors

5. Non-availability of data

6. Peoples resistance

7. Time consuming8. False sense of security

9. Prevents Innovation


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STEPS OR PROCESS OF PLANNING1. Establishing Objectives

2. Establishing planning premises

3. Deciding the planning period

4. Finding alternative course of action

5. Evaluation of alternative course of action

6. Selecting the best course of action

7. Developing derivative planning8. Measuring and controlling the progress


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