MANAGEMENT PRACTICES AND

ORGANIZATION BEHAVIOR
Session 1
Faculty : Dr. Shikha N Khera

Books Recommended:
1) Principles and Practice Of Management
&
Organisational Behaviour
By Stephen P Robbins
2) Principles of Management
By Harold Koontz
1–1
METHODOLOGY
 Lectures
 Cases

 Presentations
 Discussionsand debates
 Assignments
 Role Plays
HOW DO WE DEFINE MANAGEMENT?
 Management as an art of getting things done.

 Management as a process

 Management as a Discipline

 Management is science as well as Arts.

NATURE OF MANAGEMENT
 An Intangible force

 A Goal Oriented process

 Universal Application

 A System of Authority

 A dynamic process

 Multi-disciplinary subject
1–5
1–6
WHAT MANAGERS DO
Managers
Individuals who achieve goals through other people.

Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
WHERE MANAGERS WORK
Organization
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.
ORGANIZATIONS
 Organization
 A systematic arrangement of people brought
together to accomplish some specific purpose;
applies to all organizations—for-profit as well as
not-for-profit organizations.
 Where managers work (manage)
 Common characteristics
 Goals
 Structure
 People
COMMON CHARACTERISTICS OF ORGANIZATIONS
MANAGEMENT FUNCTIONS

Planning Organizing

Management
Functions

Controlling Leading
MANAGEMENT FUNCTIONS
(CONT’D)

Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.
MANAGEMENT FUNCTIONS
(CONT’D)
Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.
MANAGEMENT FUNCTIONS
(CONT’D)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
MANAGEMENT FUNCTIONS
(CONT’D)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.
MANAGEMENT
PROCESS
ACTIVITIES

Management process:
planning, organizing,
leading, and controlling
PEOPLE DIFFERENCES
 Operatives
 People who work directly on a job or task and
have no responsibility for overseeing the work of
others
 Managers
 Individuals in an organization who direct the
activities of others
ORGANIZATIONAL LEVELS
IDENTIFYING MANAGERS
 First-line managers
 Supervisors responsible for directing the day-to-
day activities of operative employees
 Middle managers
 Individuals at levels of management between the
first-line manager and top management
 Top managers
 Individuals who are responsible for making
decisions about the direction of the organization
and establishing policies that affect all
organizational members
MANAGEMENT SKILLS
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with,
understand, and motivate other
people, both individually and in
groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
SKILLS REQUIRED VS LEVELS OF
MANAGEMENT

Top Management

Middle Management

Lower Management
EFFECTIVE MANAGERIAL ACTIVITIES

 Traditional management
 Decision making, planning, and controlling
 Communication
 Exchanging routine information and processing
paperwork
 Human resource management
 Motivating,disciplining, managing conflict, staffing,
and training
 Networking
 Socializing, and interacting with others
MANAGEMENT DEFINED
 Management
 The process of getting things done, effectively
and efficiently, through and with other people
 Efficiency
 Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
 Effectiveness
 Means doing the right things; goal attainment
EFFICIENCY AND EFFECTIVENESS

.
 ASSIGNMENT NO 1
SUBMISSION DATE : 12/08/15
IS THE MANAGER’S JOB UNIVERSAL?
 Level in the organization
 Do managers manage differently based on where they are in the
organization?
 Profit versus not-for-profit
 Is managing in a commercial enterprise different than managing
in a non-commercial organization?
 Size of organization
 Does the size of an organization affect how managers function
in the organization?
 Management concepts and national borders
 Is management the same in all economic, cultural, social and
political systems?

Hand Written in a group of Four Members

MINTZBERG’S MANAGERIAL ROLES

 Interpersonal  Decisional
 Figurehead  Entrepreneur
 Leader  Disturbance handler
 Liaison  Resource allocator
 Informational  Negotiator

 Monitor
 Disseminator
 Spokesperson
MINTZBERG’S MANAGERIAL ROLES
MINTZBERG’S MANAGERIAL ROLES
(CONT’D)
MINTZBERG’S MANAGERIAL ROLES
(CONT’D)
IMPORTANCE
OF
MANAGERIAL
ROLES IN
SMALL AND
LARGE
BUSINESSES

Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles:
Small vs. Large Firms,” American Journals of Small Business, January–March 1984, pp.61–62.
GENERAL SKILLS FOR MANAGERS
 Conceptual skills
 A manager’s mental ability to coordinate all of the
organization’s interests and activities
 Interpersonal skills
 A manager’s ability to work with, understand, mentor,
and motivate others, both individually and in groups
 Technical skills
 A manager’s ability to use the tools, procedures, and
techniques of a specialized field
 Political skills
 A manager’s ability to build a power base and establish
the right connections
SPECIFIC SKILLS FOR MANAGERS
 Behaviorsrelated to a manager’s
effectiveness:
 Controlling the organization’s environment and
its resources.
 Organizing and coordinating.
 Handling information.
 Providing for growth and development.
 Motivating employees and handling conflicts.
 Strategic problem solving.
MANAGEMENT COMPETENCIES FOR MIDDLE
MANAGERS
1. Initiate and implement change 6. Develop teams, individuals,
and improvement in services, and self to enhance
products, and systems performance
2. Monitor maintain, and improve 7. Plan, allocate, and evaluate
service and product delivery work carried out by teams,
individuals and self
3. Monitor and control the use of
resources 8. Create, maintain, and enhance
effective working relationships
4. Secure effective resource
allocation for activities and 9. Seek, evaluate, and organize
projects information for action
5. Recruit and select personnel 10. Exchange information to solve
problems and make decisions

EXHIBIT 1.8
HOW MUCH IMPORTANCE DOES THE
MARKETPLACE PUT ON MANAGERS?
 Good
(effective) managerial skills are a scarce
commodity.
 Managerial compensation packages are one measure of
the value that organizations place on them.
 Management compensation reflects the market forces
of supply and demand.
 Management superstars, like superstar athletes in professional
sports, are wooed with signing bonuses, interest-free loans,
performance incentive packages, and guaranteed contracts.
WHY STUDY MANAGEMENT?
 We all have a vested interest in improving
the way organizations are managed.
 Better organizations are, in part, the result of
good management.
 You
will eventually either manage or be
managed
 Gaining an understanding of the management
process provides the foundation for developing
management skills and insight into the behavior
of individuals and the organizations.
HOW DOES MANAGEMENT RELATE TO
OTHER DISCIPLINES?
Sociology
Political Science Psychology
Management
Economics Philosophy
Anthropology
Managing in a Dynamic
Environment
 Introductory Concepts: What Are
Managerial Competencies?

▪ Competency – a combination of knowledge,

skills, behaviors, and attitudes that contribute to
personal effectiveness

▪ Managerial Competencies – sets of knowledge,

skill, behaviors, and attitudes that a person
needs to be effective in a wide range of positions
and various types of organizations
 Why are Managerial Competencies
Important?

➢ You need to use your strengths to do your best

➢ You need to know your weaknesses
➢ You need developmental experiences at work to become
successful leaders and address your weakness
➢ You probably like to be challenged with new learning
opportunities
➢ Organizations do not want to waste human resources
➢ Globalization deregulation, restructuring, and new
competitors add to the complexity of running a business
A MODEL OF MANAGERIAL
COMPETENCIES

Communication
Competency
Planning and
Teamwork
Administration
Competency
Competency

Global Strategic
Awareness Action
Competency Self-Management Competency
Competency
A MODEL OF MANAGERIAL
COMPETENCIES

Communication
Competency
Planning and
Teamwork
Administration
Competency
Managerial Competency
Effectiveness
Global Strategic
Awareness Action
Competency Self-Management Competency
Competency
 Six Core Managerial Competencies:
What It Takes to Be a Great Manager

➢ Communication Competency

➢ Planning and Administration Competency

➢ Teamwork Competency

➢ Strategic Action Competency

➢ Multicultural Competency

➢ Self-Management Competency
 Communication Competency
▪ Ability to effectively transfer and exchange information
that leads to understanding between yourself and others
▪ Informal Communication
✓ Used to build social networks and good
interpersonal relations
▪ Formal Communication
✓ Used to announce major events/decisions/
activities and keep individuals up to date
▪ Negotiation
✓ Used to settle disputes, obtain resources,
and exercise influence
 Planning and Administration
Competency
➢ Deciding what tasks need to be done, determining
how they can be done, allocating resources to enable
them to be done, and then monitoring progress to
ensure that they are done
➢ Information gathering, analysis, and problem solving
from employees and customers
➢ Planning and organizing projects with agreed
upon completion dates
➢ Time management
➢ Budgeting and financial management
 Teamwork Competency

▪ Accomplishing tasks through small groups of

people who are collectively responsible and
whose job requires coordination
▪ Designing teams properly involves having
people participate in setting goals

▪ Creating a supportive team environment gets

people committed to the team’s goals

▪ Managing team dynamics involves settling

conflicts, sharing team success, and assign tasks
that use team members’ strengths
 Strategic Action Competency

▪ Understanding the overall mission and values of

the organization and ensuring that employees’
actions match with them

▪ Understanding how departments or divisions of

the organization are interrelated

▪ Taking key strategic actions to position the firm

for success, especially in relation to concern of
stakeholders

▪ Leapfrogging competitors
 a t e g i c Ac tion Competenc
Str y

Snapshot

“Sony must sell off businesses that don’t fit

its core strategy of fusing gadgets with films,
music, and game software. That means
selling off its businesses in its Sony Financial
Holdings, which are very profitable.”

Howard Stringer, CEO, Sony

MULTICULTURAL COMPETENCY
▪ Understanding, appreciating and responding to
diverse political, cultural, and economic issues
across and within nations

▪ Cultural knowledge and understanding of the

events in at least a few other cultures

▪ Cultural openness and sensitivity to how others

think, act, and feel

▪ Respectful of social etiquette variations

▪ Accepting of language differences

 Self-Management Competency

❑ Developing yourself and taking responsibility

❑ Integrity and ethical conduct

❑ Personal drive and resilience

❑ Balancing work and life issues

❑ Self-awareness and personal development

activities
 Self-Management Competency

Snapshot

“My strengths and weaknesses haven’t

changed a lot in 51 years. The important
thing is to recognize the things you don’t do
well and build a team that reflects what you
know the company needs.”

Anne Mulcahy, CEO, Xerox

 Describe The Competencies Used In
Managerial Work And Assess Your Current
Competency Levels.
SITUATIONAL ANALYSIS EXERCISE
 Assume you are a project manager at a
biotechnology company, working with managers
from research, Production and Marketing on a
major Product Modification. You notice that
every memo you receive from the Marketing
Manager has been copied to Senior Management.
At every company function, he spends time
talking to the big shots. You are also aware that
sometimes when you and the other project
members are slaving away over the project, he is
playing golf with senior managers.

 What is your evaluation of his behavior? As

Project Manager, What do you do?