management process ppt

8/3/2019 Management Process Ppt

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MANAGEMENT PROCESS

By

R.C. Nwalupue (Mrs)



Learning Objectives

• At the end of the session, the participants will beable to:

– identify the concept of management process;

– identify the functions of management and

– discuss management roles and activities.



INTRODUCTION

• Managers work through and with other peoplein the course of the performance of theirfunctions.

• The core part of this function is to excel in

assisting an organization to achieve theutilization of all its human and materialresources.

• It is the responsibility of the managers tosuccessfully mobilize technology and talent bycreating work environments within whichothers work hard and perform to the best oftheir abilities.



DEFINITION OF MANAGEMENT

• Management has been defined as the ‘art of getting things done through people’.

• Management has been described as the processof designing and maintaining an environment inwhich individuals, working together in groupseffectively accomplish aims.

• This definition implies the following:

• as managers, people perform the managerialfunctions of planning, organizing, staffing, leadingand controlling.



• Management applies to any kind of

organization.

Applies to managers at all levels.Managing is concerned with productivity andthis implies efficiency and effectiveness.

Management has also been defined in reference to

corporate leadership as a body or group of peoplewho assume joint responsibility for setting objectives,formulating policies and taking major decisions in theorganization.



OBJECTIVES OF MANAGEMENT

• Objectives have been defined as the long-term resultsthat an organization seeks to achieve in pursuing itsbasic mission, (which is its’ raison d’etre – the reasonfor its existence).

• The objectives are vital to the success of an

organization because they provide direction, revealpriorities and are essential for effective planning,organizing motivating and coordinating activities.

• The objectives of an organization provide a blue-printfor the managerial activities of the organization.



Contd.

• Organisations have different objectives but two objectivesare common to all. These are social and profit objectives.

Organizations help in improving the quality of life of the

society through the quality of service rendered.Profit maximization is a cardinal requirement for survivaland success.A clear statement of objectives is a necessary requirement

for performance, performance measurement, harnessing ofresources, singleness of purpose, direction andcommitment.



A breakdown of some common objectives are as

follows:

1. Financial Objectives • Profits

• smooth cash flow

• good and reliable financial records• good and timely financial statements

• prudent management of funds

• mix of debt and equity capital which gives thelowest cost of capital

Major policies can have significant impact on profits



2. Production/Operations Objectives

• The overall production objectives relate to theachievement of:

• quantity (volume) targets

• quality targets

• capacity utilisation level• productivity level

• reduction/control of waste, production cost

• use of appropriate technology, methods,processes

• industrial health and safety

• effective use of resources



3.Marketing Objectives

• quality goods and services

• customer satisfaction (through quality productsand service delivery)

• achievement of sales volume

• development of new products and markets]

• maintenance of market share

• achievement of market leadership



4.Service Delivery

• Many government or non-commercialorganisations are not very conscious ofmarketing objectives, although they have agreater need to think of themselves as offering aservice that ought to be appropriately marketed.

• Industrial, commercial, service, not for profit and

government organisations have a compellingneed to think about service delivery. The mainobjectives in service delivery generally include:



5. Human Resource Objective

• good, fair and competitive wages

• quality of work life

• concern for people and results

• shared values and interest

• recognition of contribution

• skilled, committed and satisfied work force

• discipline



6. Social and Community RelationsObjectives

• Corporate responsibility

– Giving back to society through qualityproducts and services

– Good public image

– Community relations and communication

– Community relations projects



7. General Organizational objectives

• Expansion and growth

• Participatory leadership

• good communication and interpersonal relations

• Healthy work climate

• Strategic options

– Ownership

– Partnerships, collaboration

– Consolidation, capitalisation, integration

• Leadership with vision and sense of direction



MANAGEMENT FUNCTIONS

Managers perform their core job function of

harnessing the human and material resources throughthe process of management.

Planning, organizing, leading and controlling the use ofresources to accomplish performance goals.

These functions are performed by all managers

regardless of the level, type and organizational setting.



• Planning

• Organising

• Leading• Controlling

Cont’d



Other Management Functions include

• Staffing

• Delegating

• Providing resources

• Monitoring

• Evaluating, appraising• Communicating

• Training, developing

• Negotiating, representing• Problem solving

• Decision making



• Handling conflict

• Team building

• Facilitating change

• Entrepreneurship

• Innovating

Each of these functions has basic principles and skills.

The effective manager must have a good understanding

of these functions and skills.



THE MANAGERIAL ROLES

An effective manager plays different roles at

different times in the performance of his functions. The

recognition and interpretation of these roles helps in the

achievement of overall success in the accomplishment

of goals and objectives.

a. Interpersonal Roles

This refers to how a manager interacts with other people• figure-head

• leader

• liaison



a. Interpersonal Roles

• This refers to how a manager interacts with otherpeople

• figure-head

• leader

• liaison

b. Informational roles

A manager exchanges and processes information – monitor

– Disseminator

– Spoke person



• A manager needs to apply information in decisionmaking

• Entrepreneur

• Resource allocator

• Negotiator



MANAGEMENT RESOURCES

• Money

• Men (human resource)

• Machines• Materials

• Methods

• Information• Time



Managers have to make effective use of theirresources.They have the responsibility to invest their

organisation’s funds in profitable ventures,develop and manage their human resourcecapability, utilise and maintain their machinery

effectively and take measures that will ensureattainment of their goals.



MANAGERIAL SKILLS AND COMPETENCES

A skill is defined as an ability to translate knowledge intoaction for effective results in desired performance. In

the scope of the performance of management function, a

lot of skills are necessary but according to Katz, thereare three main skills – technical, human and conceptual.

However, it is necessary to state that the relative

importance of the skills tends to vary with the level of

managerial responsibility.



ESSENTIAL MANAGERIAL SKILLS

Lower Level Middle Level Top LevelManager Manager Manager



Technical Skills – This is the ability to use a special

proficiency or expertise to perform a particular job.

Human Skills – This refers to the ability to work

well with other people. It emerges in the workplace

environment as trust, enthusiasm and genuine

involvement in interpersonal relationships.



PERSONAL COMPETENCIES FOR



PERSONAL COMPETENCIES FORMANAGERIAL SUCCESS

• leadership skills

• self-objectivity

• analytical thinking

• Behavioural flexibility

• Oral communication

• Written communication

• Personal impact

• Resistance to stress

• Tolerance for uncertainty



MANAGEMENT ENVIRONMENTOrganisations have both internal and external

environment each of which play an important part inthe management of an organisation.

• Internal environment has to do with objectives,management styles, resource capabilities andorganisational climate.

• The external environment - economic, social,political, cultural, legal and technological.

The task environment comprises financers,suppliers, distributors, customers and competitors.



CHALLENGES FACING MANAGERS

• Many organisations in our country today are at a

critical point.

• Factors in the environment create severe threats tosurvival.

• Many industrial organisations had for many yearsoperated below capacity.

• Many organisations have not made profits for years.Many government establishments still exist today

because of a benevolent lifeline extended to them bygovernment.

• Many are calling for turn-around strategies.

Th h ll f i b d th



• The challenges facing managers go beyond the

individual organisation fighting to survive.

• Public infrastructures are in a state of near total

collapse. Cost of running business has increasedphenomenally.

• Our economic and social life is characterized by deeplevel of poverty, unemployment, corruption, socialinstability, crime .

• The level of competition has intensified, especially

considering the impact of globalisation on ourindustries.



• Managers have a critical role to play in turning aroundtheir organisations and improving performance.

They are expected to set objectives, allocate resourcesand create the climate for effective job performance.

They have to evolve and implement strategies which

will lead to the realisation of desired change andattainment of goals.



Managers have a collective responsibility to managetheir organisations competently throughEffective management of resources

Quality management practices,Decisions,Programmes,ProductsService delivery.

O O



CONCLUSION

Managers have a great role to play in organisationalperformance and success. Most of the problemswhich face organisations are internal rather thanexternal. With the right skills, therefore, managers can

solve many of their problems.

Environmental factors play a significant role inorganisational performance. Managers who are adept

in environmental scanning can adapt theirprogrammes to environmental demands and exploitfactors in the environment to their advantage.



• THANK

• YOU

management process ppt

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