PPM mgt

• Management


  The act of getting things done through other people
• Management


  The process of planning, organizing, directing and controlling the efforts of organizational members and using all other resources to achieve stated organizational goals
• Management


  The process of grouping together organizational materials and human resource activities and directing them to use the scarce resources effectively in order to achieve organizational and individual goals
• Management


  The process by which managers create, direct, maintain and operate organizations through systematic co-ordinate and co-operative human effort
• Management


  The act of directing and inspiring people
• Management


  • Utilizes both set science and art in order to achieve the set objectives
• Management as an Art

  The process of management involves the use of know-how, that is knowledge and skills<|>Management seeks to achieve practical results, that is profit and growth<|>Management involves creativity, that is the ability to come up with new knowledge<|>Management just like any other art is a personalized process because each manager has his own style of managing<|>Good management is efficient and the success of managers is measured by the effective realization of organizational goals
• Management as a Science

  There is a systematic body of knowledge in management in which the principles of management help to guide the management practice<|>The principles of management have been developed through continuous observation and empirical verification<|>The principles of management are capable of universal application<|>Science provides the knowledge and skills and art deals with the application of knowledge and skills
• Management


  • Management is universal
  • Management is an integrative force
  • Management has a purpose
  • Management is a social process
  • Management is a continuous process
  • Management is intangible
  • Management depends upon wide knowledge of many disciplines such as Economics, Sociology, Psychology, Engineering, Human Resource, Statistics etc.
  • Management is an art as well as a science
• Planning


  1. Developing the mission and vision of the organization

  2. Forecasting with regard to business environment

  3. Goal setting

  4. Decision making

  5. Establishing strategies

  6. Establishing policies

  7. Establishing procedures

  8. Identifying methods

  9. Making a budget
• Organizing


  1. Establishing departments and allocating duties and responsibilities to the employees

  2. Allocating available resources
• Staffing


  Recruiting, selecting, placing, promoting, appraising, career planning, rewarding, training and development, staff welfare, staff discipline
• Directing/Leading


  1. Influencing people so that they contribute to organizational and group goals

  2. Ensuring that employees are appropriately engaged in working on activities that help to meet goals and plans

  3. Leadership, motivation and communication
• Controlling


  1. Measuring the results of activities and comparing them against predetermined objectives

  2. Continuous monitoring and the way in which goals are being met

  3. Taking of appropriate corrective action to ensure that the plans are met
• Organizational Objectives


  • To make reasonable profit so as to get fair returns on the capital invested in the business
  • Survival and continuity of the business
  • Growth and expansion of the business
  • Be an employer of choice
  • Improving the goodwill or the reputation of the business
  • Producing quality goods and services
• Personal Objectives


  • Seeking to have fair remuneration for work performance
  • Having reasonable working conditions
  • Opportunities for training and development
  • Opportunity for career growth
  • Reasonable security of service (job security)
  • Participation in managerial decision making
• Social Objectives


  • Provision of quality goods and services
  • Provision of quality goods prices and services
  • Fair dealings with the suppliers, dealers as well as the competitors
  • Conservation of the environment and the natural resources
  • Preservation of ethical values in the society
  • Prompt and honest pay of the taxes to the government
  • Being a law abiding citizen
• Other Management Objectives


  • Achieving high production
  • Accelerating the rate of production
  • Betterment in the quality of products through research and control
  • Decreasing the cost of production
  • Satisfying its employees
  • Avoiding wastage of resources
  • Placing right persons in the right jobs
  • Ensuring a regular supplier of goods
• Administration


  The determination of policies, setting of major objectives, identifying of general purpose and laying down of broad programs and projects
• Administration


  The activities of a higher level and it lays down the basic principles of the enterprises
• Administration


  Guidance, leadership and control of the efforts of the groups towards some common goals
• Management


  The art of getting things done through and with the people
• Differences between Management and Administration

  • Function: Management decides who should do the work and how it should be done, Administration determines what is to be done and when it is to be done
  • Process: Management is an executing function, Administration is a decision making function
  • Skills: Management requires technical and human relations skills, Administration requires conceptual and human relations skills
  • Level: Management is a middle and lower level function, Administration is a top level function
• Differences between Management and Administration (Usage and Applicability)

  • Applicability: Management is applicable to business concerns (profit making), Administration is applicable to non-business concerns (not for profit making)
  • Influence: Management decisions are influenced by the values, opinions, beliefs and decisions of managers, Administration is influenced by public opinions, government institutions religious organization etc.
  • Status: Management consists of employees who are paid wages and salaries, Administration represents the owners of the enterprise who earn returns on their capital and profit in term of dividends
• Practically there is no difference between management and administration
• Every manager is concerned with administrative and management functions
• Managers at a higher level devote much of their time an administrative functions and those in the lower level devote most of their time and directing and controlling workers' performance i.e. management
• Differences between Leadership and Management


  • Innovators vs Administrators
  • Focuses on people vs Focus on system and structure
  • Inspires vs Controls
  • He is his own person vs He is a good soldier
  • He sees the long-terms vs He sees the short terms
  • Asks what and why vs Asks how and why
  • Does the right thing vs Does things right
• Manager


  Also known as leader and administrator<|>The primary activities are part of the management process<|>Plans, organizes, leads and controls both financial and non-financial resources
• Roles of a Manager

  • Interpersonal roles
  • Informational roles
  • Decisional roles
• Interpersonal Roles of a Manager

  Figurehead role: Ceremonial activities such as attending a social function, welcoming visitors, presiding a farewell function<|>Leader role: Influencing and or directing others in the organization, building relationships with the subordinates, communicating and even coaching them<|>Liaison Role: Contact that a manager has with those within and outside the organization
• Role


  An organized set of behaviors that are associated with a particular office or position
• Roles of a manager

  • Interpersonal roles
  • Informational roles
  • Decisional roles
• Interpersonal roles


  • Figurehead role
  • Leader role
  • Liaison role
• Figurehead role


  Involves ceremonial activities such as attending a social function, welcoming visitors, presiding a farewell function etc.
• Leader role


  Involves influencing and or directing others in the organization. The manager builds relationships with the subordinates, communicates and even coaches them.
• Liaison role


  Emphasizes the contact that a manager has with those within and outside the organization. The manager gets into contact with fellow managers, customers, suppliers, competitors etc. The manager maintains this network that provides and helps to gather information.
• Informational roles


  • Monitor role
  • Disseminator role
  • Spokesman role
• Monitor role


  The manager seeks for information both within and outside the organization. It can be spoken or written information.
• Disseminator role


  Upon gathering information, the manager transmits information that is obtained from either internal or external sources to fellow colleagues, supervisors, subordinates etc. This information guides them when making decisions.