1. L T J A Y T A R R I E L A P C G
MANAGEMENT 101

2. POINTS OF DISCUSSION
•Definition
•Functions of Management
•Levels of Management
•Management Skills
•Management Styles
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3. WHAT IS MANAGEMENT?
The planning,
organizing, leading and
controlling of a group of
people and other
resources to accomplish
organizational goals
effectively and
efficiently.
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4. • Is it a SCIENCE?
• Assumes that problems can be approached using
rational, logical, objective and systematic ways.
• Requires technical, diagnostic and decision
making skills and techniques to solve the problems
WHAT IS MANAGEMENT?
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5. WHAT IS MANAGEMENT?
• Is it an ART?
• Decisions are made and
problems are solved using a
blend of intuition, experience,
instincts and personal insights.
• Requires conceptual,
communications, interpersonal
and time management skills to
accomplish the tasks.
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6. WHAT IS MANAGEMENT?
or
PREPARED BY: Prof. CHHAYA PATEL
or
Empirically derived
Critically tested
General principles
Cause & effect
principles
Universal
applicability
Practical
know-how
Technical skills
Concrete results
Creativity
Personalized
nature
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7. M A N A G E R S
The people responsible for
supervising the utilization of the
resources of the organization to
accomplish its goals.

8. ORGANIZATIONAL
PERFORMANCE
A measure of how
efficiently and
effectively
managers use
available
resources to
achieve
organizational
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9. FUNCTIONS OF MANAGEMENT
Planning
Organizing
StaffingDirecting
Controlling
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10. Process of
identifying and
selecting
appropriate
organizational
goals and courses
of action.
P L A N N I N G
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11. P L A N N I N G
• What is a PLAN?
It is a predetermined course of action which provides
purpose and direction.
• What does it INVOLVE?
It needs systematic process for achieving the
organizational goals.
• What does it ANSWER?
Questions like What, How, Where, When etc., and bridges
the gap where they are and where they want to be.
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12. P L A N N I N G
GOALS
STRATEGY
MISSION
VISION
OBJECTIVES
 It clarifies long term
direction of a company
 It states the basic purpose
of the company
 Course of action designed to
achieve a long term goal
 Long term aims that a company
wants to achieve
 Concrete attainments that can be
achieved by following certain number of
steps
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13. Task managers
perform to create a
structure of working
relationships that
allow organizational
members to interact
and cooperate to
achieve goals.
O R G A N I Z I N G
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14. • It involves:
Identification of activities
Classification of grouping of activities
Assignment of duties
Delegation of authority and creation of responsibility
Coordinating authority and responsibility relationships
O R G A N I Z I N G
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15. Involves manning the organization structure through
proper and effective selection, appraisal and
development of personnel to fill the roles designed in
the structure.
S T A F F I N G
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16. S T A F F I N G
STRATEGIC
HR PLANNING
RECRUITMENT
& SELECTION
TRAINING
DEVELOPMENT
PERFORMANCE
APPRAISAL
COMPENSATION
Designed to
ensure an
organization’s
labor
requirements
are
continuously
met
Process of
attracting,
screening
and
selecting
qualified
people for
the job
Acquaints new
comers with
the
organization
and its goals
and policies
and informs
their
responsibilities
Compares an
individual’s
performance
with
established
standards for
the job
Encompasses
all activities
concerned with
administration
of the wage,
salary and
benefit
programs

17. • Importance of Staffing:
Helps in discovering and obtaining competent
employees for various job
Improves the quantity and quality of output by putting
the right man for the right job
Improves job satisfaction of employees
Reduces cost of personnel by avoiding wastage of
human resource
Facilitates the growth and diversification
S T A F F I N G
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18. It is the part of
managerial function
which actuates the
organizational methods
to work efficiently for
achievement of
organizational
purposes.
D I R E C T I N G
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19. COMPONENTS OF DIRECTING
• SUPERVISION
Ensuring that the efforts of employees are contributing to
the output.
• MOTIVATION
It moves the person to action.
• LEADERSHIP
It is a continuous process of influencing behavior.
• COMMUNICATION
It is the start and ending of the operation. jaytaryela

20. The measurement and
correction of
performance activities
of subordinates in order
to make sure that the
enterprise objectives
and plans desired to
obtain them as being
accomplished.
C O N T R O L L I N G
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21. STEPS IN CONTROLLING:
Establishment of
standard performance.
Measurement of actual
performance.
Comparison actual
performance with the
standards.
Corrective action.
C O N T R O L L I N G
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22. P U R P O S E O F
C O N T R O L L I N G :
“To ensure that
everything occurs in
conformities with the
standards.”
C O N T R O L L I N G
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23. FUNCTIONS OF MANAGEMENT
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24. LEVELS OF MANAGEMENT
M I D D L E
L O W L E V E L
T O P
Has the job-specific
skills
Has the ability to work well
with others
Has the ability to analyze
complex situations
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25. FUNDAMENTAL
MANAGEMENT SKILLS
•CONCEPTUAL SKILLS
related to the ability to visualize the organization as a
whole, discern interrelationships among organizational
parts and sets strategic goal.
• HUMAN SKILLS
associated with manager’s ability to work well with others
for coordination to maintain the operational goals.
• TECHNICAL SKILLS
reflect both an understanding of and a proficiency in a
specialized field for a day to day output. jaytaryela

26. MANAGEMENT LEVELS AND
SKILLS NEEDED
CONCEPTUAL
SKILLS
HUMAN
SKILLS
TECHNICAL
SKILLS
MIDDLE
LOW-LEVEL
TOP
20 40 60 80 100 jaytaryela

27. MANAGEMENT STYLES
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28. DEMOCRATIC
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•The manager consults their
team before making decisions,
while still maintaining overall
control. Team leaders decide
how tasks will be addressed,
and who will perform them,
while never losing sight of the
fact that the manager bears
ultimate responsibility.

29. LAISSEZ FAIRE
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•Also known as
“delegative“
management in which
managers are hands off
and allow his members
to make the decisions.
Researchers have found
that this style leads to
the lowest outputs.

30. BUREAUCRATIC
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• It makes sure that members
follows procedures
accurately. They expect staff
to respect a strict chain of
command, with the
manager having final say in
all decisions.

31. AUTOCRATIC
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•This is a dictatorial style, where
the person in charge has total
authority and control over
decision-making. They control
the work of the team, and
monitor the completion of
each task under close scrutiny
to ensure everything is
completed on schedule and
exactly to plan.

32. QUESTIONS????
THANK YOU!