ORGANIZTION A consciously coordinated social unit composed of

ORGANIZTION A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. The place where the managers work--- the organization Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Management : If you don’t know where you are going any road will get you there. Since organization exist to achieve goal/s, someone has to to define those goals and the means by which they can be achieved. Management is that someone. The Environment : The organizations nowadays working or performing in a very topsy and turvy world. So it is very essential to understand, analyze and manage the changes that the organizations face today.

• Organizations are neither self sufficient nor self contained. Rather they exchange resources with , and dependent upon the external environment. • Organizations take inputs(raw materials, money, labour, and energy) from external environment, transform them into product or service and then send them back to the external environment. • The external environment has both Direct and Indirect action elements. • Direct action elements are called stakeholders, which includes shareholders, Unions, suppliers and many others who directly influence the organization. • Indirect action elements such as technology, political , economic and social environment in which the organization operates • Elements of the Direct Action Environment agencies etc. b) Internal Stakeholders: - Includes employees, shareholders, board of directors

Technological Variables Social Variables Competitors Customer Employee Financial Institute Labor Union Suppliers The Organization Shareholders & Board of Directors The Media Special Interest Govt group Economic Variables Internal Stakeholders Political Variables External Stakeholders Indirect Action Elements (PEST)

MANAGEMENT: There are huge differences of opinion and controversies around the concept of management, by different schools. These schools range from the operational school to the mathematical school, the human behaviour school, the system school and the decision theory school. Earlier defination of Management: Management can be defined as a dynamic process that help to get things done through and with the effort op people. But this definition is inadequate, since in the competitive world, management as a process helps in optimizing scarce resources The defination of management can be catagorized into different approaches according to their different dimensions and orientation pioneered by different management gurus. They are like Productivity orientation, Human relations orientations, Decision making orientation, Leadership orientation, Process orientation. Understanding the dimensions of management in the different definitional context helps to develop a holistic, all-inclusive, and all purposive definition. Thus management can be defined as the optimisation of constraining resources to achieve intended goal or set of goals

• RESOURCES : • • THE 4 M : Men, Money, Material, Machine Resource is a broad term and it encompasses everything that one require as inputs( including knowledge and information inputs The list is extending now People Intellectual Porperty Information Organizational cherecteristics Technology Time Customers Suppliers Plant and Equipments Facilities Finance

CHARACTERISTICS OF MANAGEMENT Management is characterised by the following features 1) Management is organized activities : It is an activity of getting things done through others. It involves coordinated effort of a group of people towards a common end or goal. 2) Management is aligned with organizational objectives : 3) Management optimizes constraining resources : 4) Management works with and through people. : An organization is not just brick and mortar, nor is it just system and structure. It consists of its people 5) Management is decision making : One of the most important task of a manager is decision making 6) Management is a science as well as art 7) Management is universal : Management is required for every type of organization. 8) Management is intangible : Management is a structured approach encompassing different fields like political science, economics and even engineering. Inputs from all these disciplines have strengthened management and managerial functions.

9) Management is a social process : As a social process, management has to be responsive to social needs. The social responsibility of an organization is now a well developed concept that requires management to take input from society and give output to society. Efficient management through proper utilization of resources of society can improve the quality of life. 10) Management is a system of authority 11) Management is dynamic : 12) Management principles are relative and not absolute : The application of management principles depends on situation. Every organization may have a situation differentfrom that of others. 13) Management is a profession 14) Management is a strategic function : Every organization has to move strategically to chart their action plan in order to sustain their competitive edge in a changing environment.

Importance of management 1) It optimizes use of scarce resources : Management helps an organizationutilise its scarce resources( human, physical and financial) efficiently. 2) It ensures effective leadership and motivation 3)It promotes harmony among industrial relations. 4) It facilitates achievement of goals. 5) It facilitates change and growth. 6) It enhance quality of life 7) It improves productivity. 8) It contributes to organizational competitiveness. 9) It developes professionalism

What Managers Do( Different roles performed by managers) According to Mintzberg managers perform 10 different but highly related roles. These 10 roles can be grouped under three primary headings Interpersonal relationship, the transfer of information, and decision making. INTERPERSONAL i) Figurehead

10) It contributes to organizational growth. MANAGERIAL SKILLS (By Robert L. Katz Managerial skills has special reference to the levels of management. The need to exercise these skills depending on the organizational levels can be understood through the following figure al ptu ce MIDDLE ill sk l kil ns ma Hu l kil ls a nic ch Te n Co TOP LOWER

Conceptual Skill : These skills refers to mental ability of managers to co-ordinate and integrate the organization’s internal environment with it’s external environment. This skill means the ability to see the organization as a whole and it includes recognizing how the various functions of the organization depends on one another. It makes the individual aware how changes in any part of the organization affect all the others. One’s success as a manager heavily depends on his/her conceptual skill or creative ability to perceive and respond to the direction in which the business should grow. Top level managers use the conceptual skill to deal with the environmental demands. Human skill : Human skill is the managers ability to work effectively as a group member and to build cooperative effort within the team he/she leads. Technical skill : It implies an understanding of, and proficiency in, a specific kind of activity. It is the ability to work with resources in particular area of expertise. Managers at the lower levels possess higher degree of technical skill.

Levels of Management : TOP LEVEL(Top Managers) Chairman of the Board, President CEO, Chief Operating Officer, Vice President Establish objectives, policy and strategies, make long term decisions MIDDLE LEVEL(Middle Managers) Divisions Directors, Area Managers, Plan Managers, Department Managers Interpret directives given by top management into operating plans and make implementation decision First-line Management( Supervisory Managers) Direct and support work of non -managerial personnel's; make short term decisions at the operational level

WHAT MANAGERS DO Managers are organizational planners, organisers, leaders, and, of course, controller. However , every managers assumes a much wider range of roles to move the organization towards its declared objectives. In fact, the manager performs the following additional functions. 1) Firstly, the manager assumes responsibility ; The manager is assigned a specific task. He must see to it that these tasks are accomplished successfully. A manager is usually evaluated on the basis of how well he(she) organizes these tasks to be fulfilled. Moreover, since the manager has to work through subordinates, he/she is held responsible for the actions of subordinates. 2) Secondly, the manager has to achieve a balance among competing( and often conflicting) goals : At a particular point of time, a manager is usually faced with diverse organizational goals, problems and needs. All these compete for the managers valuable time and resources. Since the total stock of resources of an organization is much less than the total demand for resources, each manager must strike a balance between diverse goal and needs. He also has to decide who is to perform a particular task, assigning each task to the most competent person.

3) The manager is a conceptual thinker : A manager is basically a n analytical thinker. He must be able to think a specific, concrete problem through and must suggest a feasible solution to it. But what is more important is a he also a conceptual thinker. He must so work as to achieve not only goals of his own unit or division but also the larger organizational goals 4) The manager works with and through other people : These people refer not only subordinates and supervisors but also his/her peers. 5) The manager also acts as a channel of communication within the organization : Managers often work together to assist one another on a reciprocal basisby providing accurate information needed to perform the tasks. Managers also find it necessary to work out plans to achieve them. 6) The manager is a mediator : Since organizations consist of human beings, there is often interaction among them. This, in turn, often leads to disagreement among efficient people. If there is dispute within a division or organization the moral of the employee is likely to be impaired and the productivity of the total organization is likely to suffer. So the manager has to settle a dispute as and when it occurs. A good manager is a harbour in the storm of office work. A bad manager is a storm in the harbour

7) The Manager is a politician : Politics is the art of possible, while management is the art of business realism. It is one of the tasks of manager to use, like a politician, the art of persuasion and compromise to achieve organizational goals. 8) The manager is a diplomat : The manager is supposed to be an official representative of his/her division or department at organizational meetings. He is also considered to be the representative of the whole organization when he deals with clients, customers, suppliers, govt departments and with other organizations. 9) The manager makes difficult decisions : Organization donot always run smooth. There always problems of different types. It is the task of the manager to come up with effective solutions to difficult problems.

Managerial Roles According Henry Mintzberg managers perform 10 different but highly interrelated roles. The term managerial roles refers to specific categories of managerial behaviour. These 10 roles can be grouped under three primary headings: interpersonal relationship, the transfer of information, and decision making. The formal authority granted to managers by the organization is accompanied by a certain degree of status. There are three interpersonal roles, three informational roles and four decisional roles. FORMAL AUTHORITY STATUS Provide Managers with Interpersonal roles 1. Figurehead 2 Leader 3 Liaision Informational roles 1 Monitor 1. Disseminator 3. Spokesperson Decisional roles 1. Entrepreneur 2. Disturbance handler 3. Resource allocator 4. Negotiator

ROLE Interpersonal Figurehead ------------- DESCRIPTION IDENTIFIABLE ACTIVITIES Symbolic head, obliged to perform Greeting visitors, signing a number of routine duties of a legal documents. legal or social nature --------- Leader --------------- Responsible for the motivation Performing virtually all the and activation of employees, activities that involve responsible for staffing, training employees and associated duties. -------- Liaison Maintains self development network of outside contacts and informers who provide favors and information. -------------- Acknowledging mail, doing external board work, performing other activities that involve outsiders Seeks and receives wide variety of special information Reading periodicals and reports, maintaining personal contact. INFORMATIONAL Monitor -------------- to develop through understanding of organization and environment, emerges as nerve center of internal and external information about the organization.

ROLE Informational Disseminator ----------- DESCRIPTION Transmits information received from other employees to members of the organization Spokesperson Decisional Entrepreneur ----------- Disturbance handler IDENTIFIABLE ACTIVITIES Holding informational meetings, making phone calls to relay information. Transmits information to outsiders on organizations plans, policies, actions, results etc; serves as expert on organization’s Holding board meetings, giving information to the media. Searches organization and its environment for opportunities and initiates “improvement projects” to bring about change, supervises design of certain projects as well. Organizing strategy and review sessions to develop new programs. Organizing strategy and Responsible for corrective action when organization faces review sessions that involve disturbances and crises. important disturbances.

ROLE DESCRIPTION IDENTIFIABLE ACTIVITIES Resource allocator Responsible for the allocation of organizational Scheduling, requesting, resources of all kinds. authorization, performing any activity that involves budgeting and the programming of employees’ work. Negotiators Responsible for representing the organization at major negotiations Participating in union contract negotiations or in those with suppliers

IMPORTANCE OF ROLES ROLE PLAYED BY MANAGERS IN SMALL FIRMS Spokeperson Entrepreneur Figurehead Leader Disseminator ROLE PLAYED BY MANAGERS IN LARGE FIRMS High Moderate Low Resource allocator Liaison Monitor Disturbance handler Negotiator Entrepreneur