mccp intro prince dudhatra 9724949948

8/7/2019 MCCP Intro Prince Dudhatra 9724949948

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MCCP Intro

Management is a practice of consciously andcontinuously shaping the organization.

Features of Management:-

Organization is an organized activity. Existence of objectives

Relationship among resources.

Working with and through people

Decision making (selection of best option)

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IMPORTANCE OF MANAGEMENT:-

Effective utilization of resources is a must for an

efficient management.

Development of resources. (upgrade of machinery,etc.)

Incorporate innovations are done.

Stability in the society.

Competancies formanagerialsuccess:-

1. Leadership

2. Communication

3. Self management

4. Intellectual/critical thinking

5. Professionalism

6. Team work.prince dudhatra-9724949948


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Criticalsurvivalskills fora newworkplace:-

1. Mastery2. Contacts

3. Marketing

4. Enterpreneurship

5. Love of technology

6. Passion of renewal



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Management as Science

The basic concept of science are clear and specified in

terms of procedures and their measurements. As a rule

of science concept has been defined clearly in terms of

procedures and their measurements i.e. one has to be

very clear in what one is talking about using a particular

term, whereas in mgt. various terms are not used insome way and giving some meaning.

Science in terms ofempiricalconfirmation:-

Scientific statements in the case of science are tested or

proved but mgt. lacks empirical evidences and are nottestable.

Conclusion:- Mgt. is not pure science but it may be

called as inexact science, hence mgt. is partial science.



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Management asan Art

Bringing of desired result through application of skills,art is related to knowledge or expertness in the

performance.

1. In the process of mgt. it involves various skills likemusic, painting, sculpture, dancing, etc.

2. The process of mgt. is directed to achieve the goal in

the same way in art they perform to achieve the goal in

their fields.

3. Mgt. is creative like art.



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Mgt. both Science & Arts

Science

1. It proves

2. Mgt. predicts

3. It defines

4. Advanced by

knowledge

Arts

1. Do not proves but

feels

2. Art guesses

3. Describes

4. Advanced by

practice.



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MANAGEMENT ROLES

In late 1960s, Henry Mintzberg undertook a study of

five executives to determine what those managers did

on their jobs. On the basis of his observations, he

concluded that managers perform 10 different, highly

interrelated roles. These roles can be grouped as

being primarily:

1. Interpersonal roles

2. Informational roles

3. Decisional roles



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1. INTERPERSONAL ROLES:

a.) Figurehead role

b.) leadership role

c.) Liaison role

2. INFORMATIONAL ROLES:

a.) monitor roleb.) disseminator role

c.) spokesperson role

3. DECISIONAL ROLES:

a.) entrepreneur role

b.) disturbance handlers

c.) resource allocators

d.) negotiator roleprince dudhatra-9724949948


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FUNCTIONAL AREAS OF MGT.

1. PRODUCTION:-

Purchasing

Material mgt. Research and development

2. MARKETING:-

Advertisement

Marketing research

Sales mgt.

3. FINANCE AND ACCOUNTING:-

Financial accounting

Mgt. accounting

Cost accounting

Investment mgt.

Taxation

4. PERSONNEL:-

Recruitment and selection

Training and development

Wage and salary

Industrial relation prince dudhatra-9724949948


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MGT. SKILLS

Practical ability or expertness is an action in doing

something.

According to Robert Katz, there are three types of mgt.

skills. They are:-

1. TECHNICAL SKILLS

2. HUMAN SKILLS

3. CONCEPTUAL SKILLS



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PLANNING Planning is an activity and it consists of a process. It is a selection

and relating to the fact and making use of assumptions regarding

future in visualization and formalization of proposed activity andbelieving necessary to achieve desired results.

Plan means a commitment to a particular course of action.

FEATURES OF PLANNING:- Planning is concerned for looking into

the future.

Planning is a continuous process which determine future course of

action.

Selecting suitable course of action.

Planning is undertaken in all levels of mgt.

Planning is flexible.

Planning is more pervasive in nature.



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Planningis to set the direction

Decide where you want to go

Decide how to best go about it

Leadingto inspire effort

Controllingto ensure results

Measure performance

Take corrective action

Organizingcreate a structure.



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Planning in Indian organization (E.g.)

Planning in ACC ltd. Includes long term planning and short term

planning. Long term planning consists of policy decision and which is made

by top mgt. that is BOD level and this plan is based on generally 5

years plan.

1. Rehabilitation

2. Expansion3. Diversification

SHORT TERM PLANNING:

1. Production

2. Dispatches

3. Costs.



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BENEFITS OF PLANNING

Improves focus and flexibility

Improves action orientation

Improves coordination Improves time mgt.

Improves control.



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TYPES OF PLANNING

Corporate planning and functional planning

Strategic planning and operational planning

Long term and short term planning

Proactive and reactive planning

Formal planning and informal planning

Strategicplanningand operationalplanning

Strategic plans is to set broad, comprehensive and

longer-term action directions for the entire org.

Operational plans define what needs to be done in

specific areas to implement strategic plans.



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TYPES OF PLANS

Single use plans

Budgets Projects

WHAT ARE THE USEFUL PLANNING TOOLS ANDTECHNIQUES???

1. Forcasting:- Making assumptions about what willhappen in the future.

- Qualitative forecasting uses expert opinions

- Quantitative forcasting uses mathematical and

statistical analysis.- All forecasts rely on human judgment.

- Planning involves deciding on how to deal with theimplication of the forcast.



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2. CONTINGENCY PLANNING

3. SCENARIO PLANNING

4. BENCHMARKING

5. USE OF STAFF PLANNERS

6. PARTICIPATON AND INVOLVEMENT



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Strategic Management Strategy:- A course of action through which an organisation tries to

achieve to relate itself to the environment to develop certain

advntage which help in achieving objectives. According to Havard business school- Andrew strategy is a patern

of objectives, purpose and goals and major policies and plans forachieving these goals stated in such a way so as to define whatbusiness the company is in or is to be and kind of the company it isor is to be.

According to glureck- strategy is a unified comprehensive andintegrated plan relating strategic advantages of the firm to thechallenges of env. And is designed to achieve organizationalobjectives.

Acording to Potter- it is a creation of unique and valued positioninvolving different set of activities. According to him a company thatis strategically positioned is which performs different activities fromrivals or performs similar activities in different ways is called acompany strategically positioned.



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Steps of strategic mgt. process

1. identifying organization mission, goals

and strategies

2. external analysis3. internal analysis

4. Formulating strategies

5. Implementation of strategies



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Levels ofstrategy

1. Corporate level

2. Business level3. Functional level

CRITICISM OF PLANNINGEFFECTIVE PLANNING

HOW DO MANAGERS PLAN- GOALS OFPLAN AND TYPES OF GOALS

WHY DO MANAGERS PLAN PURPOSEOF PLANNING AND PLANNING OF 216 TO 260 Pg. - ROBBINS



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Types of organizational strategies

CORPORATE STRATEGY:-

1) GROWTH STRATEGY:- Robbins (pg. 216-127)2) STABILITY STRATEGY:-

3) RENEWAL STRATEGY:- a) retrenchment strategy

b) turnaround strategy

(216-230 pg.)

4) OTHER COMPETITIVE STRATEGIES:-

i. Cost leadership

ii. Differentiation

iii. Focus



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CURRENT ISSUES ON STRATEGIC MANAGEMENT(ROBBINS OR STONNER)

7 S MODEL STRATEGY IMPLICATION:- (STONNER)

1. STRUCTURE

2. STRATEGY

3. SYSTEM

4. STYLE

5. STAFF

6. SKILLS

7. SUBORDINATE GOALS



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POTERS 5 FORCES MODEL:-

1. threat of new entrance2. threat of substitutes

3. bargaining power of buyer

4. bargaining power of suppliers5. current rivalry



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DECISION MAKING

Decision making is both organizational process andmanagerial function.

It is a managerial function because it is a fundamentalresponsibility of a manager for decision making.

It is organizational process because many decision are takenby individual managers and more imp. decisions are made bygroup of managers. Therefore manager should developdecision making skills and ability.

Decision making is a concious human process involving both-individual and social phenomenon. Based on the factual andvalue premises which concludes with choice of onebehavioural activity from among one or more alternatives withintention of moving towards some desired state of affairs.



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In decision making 3 aspects of

human behaviour are involved

1. Cognition

2. Conation

3. Affectation aspect of mind



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Types of decision making

Programmed decision

Un programmed decision



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Decision making conditions

Certainty- manager knows the outcome

Uncertainty- something is known like it

may happen Risk- whenever anyone cannot predict any

alternative outcome



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Decision making process

1) Identify the problem

2) Identify the decision criteria

3) Allocating weights to the criteria4) Development of alternatives

5) Evaluation of the alternatives

6) Selection of the alternatives

7) Implementing the alternatives

8) Evaluating the decision effectiveness


mccp intro prince dudhatra 9724949948

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