Management presentation

1. POSDCORB
Ramesh chandre nautiyal
I.D.- 53981

2. Definition of management
Henri Fayol
“Management is to forecast, to plan, to organize, to command,
to coordinate and control activities of others.”
Joseph Massie
“Management is defined as the process by which a cooperative
group directs action towards common goals.”
M.P. Follett
“Management is the art of getting things done through
people.”

3. Conceptual definition
Management is an art or process consisting of planning, organizing,
staffing, directing, coordinating, reporting, budgeting and followed
each in order to achieve a pre-determined goal.

4. Role of management
Role
INTERPERSONAL
ROLE
INFORMATIONAL
ROLE
DECISIONAL
ROLE
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator

5. Management Roles
 Role -A set of expectations of how one will behave in a given situation.
1. INTERPERSONAL ROLE
The roles in this category involve providing information and ideas.
I. Figurehead - Manager is expected to be a source of inspiration. People
look up to him as a person with authority, and as a figurehead.
II. Leader - This is where manager provide leadership for his team, his
department or perhaps his entire organization; and it's where he manage
the performance and responsibilities of everyone in the group.
III. Liaison - Managers must communicate with internal and external
contacts.

6. 2. INFORMATIONAL ROLE
The roles in this category involve processing information.
I. Monitor - In this role, manager regularly seek out information
related to his organization, looking for relevant changes. He also
monitors his team, in terms of both their productivity, and their well-
being.
II. Disseminator - This is where manager communicate potentially
useful information to his colleagues and his team.
III. 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.

7. 3. DECISIONAL ROLE
The roles in this category involve using information.
I. Entrepreneur - A manager creates and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
II. 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.
III. 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.
IV. Negotiator – A manager may be needed to take part in, and direct,
important negotiations his team, department, or organization.

8. Management Functions
 P PLANNING
 O ORGANIZING
 S STAFFING
 D DIRECTING
 Co CO-ORDINATING
 R REPORTING
 B BUDGETING

9. POSDCoRB
 Created by Luther Gulick and Lyndall Urwick in
their “Papers on the Science of Administration”
(1937).
 According to Gullick the POSDCoRB activities are
common to all organisations.

10. Kreitner: planning is process coping with
uncertainty by formulating a future course of
action to achieve specified results.
Joseph Massie: planning is a process by which a
manager looks to future and discovers alternatives.
Gulick: outlining the things that need to be done
and the methods for doing them to accomplish the
purpose set for the enterprise.
PLANNING

11. Features of planning
• Planning is oriented towards the future.
• Goal oriented.
• Planning is a mental exercise.
• Planning involves choices from alternatives.
• Planning is the basics for all other functions.
• It is a continuous process.
• Planning is directed towards efficiency.
• Flexible nature.

12. Steps in planning
• Defining objectives- clear, specific
• Developing planning premises
a) external : political, social, technological
b) internal : finance, mgt
• Discovering alternative course of action.
• Evaluating alternatives- check feasibility
• Choosing the best alternatives- acceptable
• Formulation and implementation- explain to workers
• Periodic revision and review of plans-remedial action

13. Advantages of planning
 It focuses attention on desired objectives.
• It helps to minimize risk.
• It improve efficiency.
• It avoid confusions.
• It encourage innovation and creativity.
• It serves as the basis of control.

14. Limitations of planning
• Lack of accurate information.
• Time consuming.
• Expensive.
• Unwillingness to people change.
• External limitations (political ).

15. Organizing
Organize:
Teams Tasks

16. How to Organize?
Determine the roles needed
Obtain resources and allocate
them to roles
Determine best resource
(people or equipment) for the
role
Assign resources to roles
and delegate authority and
responsibility to them.
Assign tasks to the roles
Organize offices and data
systems.

17. Steps in organizing
 Division of work –divide works to small group
• Grouping jobs into departments - large into small
• Assigning duties –clearly defined ,
• Delegation of authorities –to subordinates
• Coordination of activities - individual & department.
• Establishment of structural relationship

18. Importance of organizing
 Specialization – duty, authority, responsibility
• Unity of command and unity of direction
• Optimum utilization of resources –physical
resources
• Optimum utilization of HR
• Creativity –initiative
• Better Industrial relation- team spirit

19. STAFFING
The whole personnel function of bringing in and
training the staff and maintaining favorable conditions
of work
 HR Planning
 Recruitment
 Selection
 Orientation
 Training and Development
 Performance Appraisal
 Transfer, Promotion, Demotion
 Separation, Termination, Retirement

20. Importance of staffing
 It helps in discovering and obtaining competent
employees for various job.
 It improve the quantity and quality of output by
putting right man for right job.
 It improves job satisfaction of employees.
 It reduces cost of personnel by avoiding wastage of
human resource.
 It facilitates the growth and diversification.
 It help to maximum utilization of human resources.

21. DIRECTING
continuous task of making decisions and embodying
them in specific and general orders and instructions
and serving as the leader of the enterprise
Motivation (induces
and inspires to
perform better)
Communication
Competent leadership
( work w/ zeal &
confidence)

22. Pull, Don’t Push
Pull
• Pull (lead people) by
effective directing
• Motivate
• Assist and inspire
Push
• sit back and give
orders

23. Elements
• Supervision
• Motivation
• Leadership
• Communication

24. Supervision
• It means overseeing subordinates at work
• Supervision is instructing , guiding and controlling
the work force with a view to see that they are
looking according to plans , policies , programmers'
, and instructions.
motivation
• Stimulating people to action to accomplish desired
goal.
• It aimed at inspiring and stimulating the
subordinates to work hard.

25. Leadership
• G.R. terry defined as ”leadership is the activity
influencing people to strive willingly for group
objectives.
Communication
• Newman & summer defined as “ communication
means an exchange of facts , ideas , opinion ,
information or emotions by two or more person”
• It involves at least two person

26. COORDINATING
-The all important duty of interrelating the various parts of the work
- The very essence of management. It is required in each & every
function and at each & every stage & therefore it cannot be
separated.
responsibility
of every
manager
right from
the bottom to
the top
Synchronized
efforts
understanding
of interpersonal
and horizontal
relationships of
people
good
communication

27. RELATIONSHIP WITH OTHER
FUNCTIONS:
ORGANIZING AND
COORDINATION.
PLANNING AND
COORDINATION
STAFFING AND
COORDINATION.
DIRECTING AND
COORDINATION.
integrating the various plans through mutual
discussion, exchange of ideas. e.g. - co-ordination
between finance budget and purchases budget
when a manager groups and assigns various activities
to subordinates, and when he creates department’s co-
ordination uppermost in his mind.
A manager should bear in mind that the right no. of
personnel in various positions with right type of
education and skills are taken which will ensure right
men on the right job.
The purpose of giving orders, instructions & guidance
to the subordinates is served only when there is a
harmony between superiors & subordinates

28. REPORTING
Reporting is keeping those to whom the executive is
responsible informed as to what is going on, which
thus includes keeping himself and his subordinates
informed through records, research and inspections.

29. BUDGETING
- means fiscal planning, control and accounting
- Quantification of plans
- Financial planning
- Monitoring & controlling scarce resources through
performance measurement