Introduction to Extreme Programming

1
Principles and Practices of Management
2
Meaning Nature of Management
3
Meaning Nature of Management

• In the modern world, one should utilize
  economically efficiently, resources of all
  kinds- human, physical, technological, financial,
  intangible etc.
• Management plays a catalytic role in optimizing
  the use of these resources.
• The people who manage the resources in
  organization is known as Manager.
• The knowledge, skills, techniques and practices
  they use in managing are broadly referred to the
  Field of Management.

4
Meaning Nature of Management Contd..

• Management is a broad field as it is an attempt
  to create a desirable future, keeping the past
  and present in Mind.
• Thus Management is the process that unifies
  various resources together and co-ordinate them
  to help accomplish the organizational goal.
• Management is the principal activity that makes a
  difference in how well organizations serve people
  affected by him.

5
Meaning Nature of Management Contd..

• Manager is the thinking organ of the enterprise.
  All the policy decisions are taken by him.
• How successfully an organization achieves its
  objectives and satisfies social responsibilities
  as well, depends to a large extent on its
  managers.
• If managers do their jobs well, the organization
  will definitely achieve its goal.

6
Definitions of Management

• Definitions can be categorized on the basis of
• Art of Getting Things Done
• The Term Management refers to the process of
  getting things done, effectively and efficiently,
  through and with people, in formally organized
  groups.
• It is also the art of creating friendly
  environment in which people can perform as
  individuals and yet cooperate towards achievement
  of group and organizational goal.
• The primary job of management is to convert the
  disorganized resources of men, money, machines,
  methods and materials into a productive
  organization.
• Management is the practice of Intentionally and
  continually shaping organizations.

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Definitions of Management Contd

• Process Of Managing
• Management is a different process.
• This process consists of planning, organizing,
  staffing, directing and controlling.
• It utilizes both human and other resources.
• It leads to accomplishment of predetermined
  objectives.

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Definitions of Management Contd

• Management as a group of Team/ Managers
• Management is a group or team of managers who
  together carry out various managerial activities
  in the form of POSDC.
• It includes all managers from CEO to the first
  line supervisors.
• Practically, the term management is used to
  indicate only the TOP MANAGEMENT that has the
  authority for making important decisions like
  introduction of a new product, issue of shares,
  joint venture with MNCs etc.

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Definitions of Management Contd

• Management as a Discipline or Field of study
  Management is the organized body of knowledge
  which can be learnt in business schools
  Institutes which consists of principles,
  practices, techniques and skills of management
  that help in achieving organizational objectives.

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Management Systems and Processes

• Management is called a PROCESS as it involves a
  series of functions as shown
• Planning.
• Organizing.
• Staffing.
• Directing
• Controlling.
• It starts with planning and ends with controlling
  but they always do not maintain a rigid sequence.
• A practical manager performs all the functions
  simultaneously as management is a never ending
  process.

11
Management Systems and Processes

• Management is regarded as an Integrating Process
  as it integrates all human efforts with non-human
  resources like materials, machines, methods,
  money etc. by their concerted efforts.
• Management is regarded as a Social Process as
  every manager is required to use various skills
  of human relations to achieve good relations with
  the various groups of stakeholders like
  shareholders, workers, consumers, government,
  suppliers etc.

12
Management Systems and Processes

• Finally, A process is a systematic way of doing
  things. We refer to management as a process as it
  emphasizes that all managers, regardless of their
  particular aptitudes or skills, engage in certain
  interrelated activities in order to achieve their
  desired goals.

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WHAT IS MANAGEMENT?

• DEFINITION
• F.W. Taylor -Art of knowing what you want to do
  and
• then seeing that it is done the best and cheepest
  way.
• Henry Fayol To Manage is to forecast, to plan,
  to
• organise, to command, to co-ordinate and to
  control.
• Peter F.Drucker Management is work and as such
  it
• has its own skills, its own tools and its own
  techniques.
• Management is the art of getting things done
  through and with people.

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• Multi-disciplinary subject
• 1.Psychology Includes determinants of behavior
  in the form of personality, perception, attitude,
  learning, motivation etc.
• 2.Sociology
• Focuses attention on behavior of groups,
  organization and societies rather than
  individuals.
• 3.Anthropology Its studies include individual
  culture, organizational culture and external
  environment.
• Its major subfields are archaeology, physical
  anthropology, cultural anthropology
• The scientific study of the origin and behavior
  of man, including the development of societies
  and cultures.

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• Objectives of management
• Determination of objectives
• Achievement of objectives
• Co-ordinate human efforts
• Meeting challenges
• Efficient use of resources
• Satisfaction of customers
• Good working conditions
• Good relationship with suppliers
• Contribution to national goals

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MANAGEMENT V/S ADMINISTRATION

• MANAGEMENT AND ADMINISTRATION
• I . No Distinction
• Fayol-cannot distinguish which activities belong
  to Management and which to administration .
• Administration -Higher executive functions in
  government public utility etc.
• Management Used for the same function in the
  business sector,company,corporate.

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MANAGEMENT

• MANAGEMENT AND ADMINISTRATION (American
  viewpoint)- Administration Includes Management
• I. Different

Oliver Sheldon Administration -With determination of corporate policy -Co-ordination of finance, production and distribution -Under the control of the commissioner, registrar, Chancellors . -Public/govt. Management -In the execution of policy -Within the limits setup by administration. -Under the managers -Private companies

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MANAGEMENT

• MANAGEMENT AND ADMINISTRATION
• Different

Florence Tead Spriegal Lansburg Administration A process of thinking more at higher levels -More at higher levels -Less at lower levels Management A process of actual operation. -Less at higher levels(-More at lower levels(middle levels) -More at lower levels
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FUNCTIONS OF MANAGEMENT

• First Time HENRI FAYOL Suggested-
• Forecasting and planning
• Organizing
• Commanding
• Coordination
• Control

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FUNCTIONS OF MANAGEMENT

• According to Luther Gulick
• PODSCORB
• Planning
• Organizing
• Directing
• Staffing
• Coordinating
• Reporting
• Budgeting

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FUNCTIONS OF MANAGEMENT

• Koontz and ODonnell
• Planning
• Organizing
• Staffing
• Directing (communication, leadership, motivation,
• supervision)
• 5.controlling

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Basic Managerial Functions
23
Basic Managerial Functions

• Planning involves tasks that must be performed
  to attain organizational goals, outlining how the
  tasks must be performed, and indicating when they
  should be performed.

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Basic Managerial Functions

• Organizing
• who will perform what jobs and tasks, who will
  report to whom in the company
• Includes creating departments and job descriptions

• Organizing means assigning the planned tasks to
  various individuals or groups within the
  organization and mechanism to put plans into
  action.
• Authority to perform duty
• Assignment of job to the employee

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• Staffing
• Human Resource Planning(No. and kind of employee
  etc).
• Deciding sources of recruitment(attracting
  suitable candidate.).
• Receiving applications.
• Testing Interviewing.
• Final selection Appointment letter.
• Orientation.
• Training Development.

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Basic Managerial Functions

• Directing/Leading
• Act of guiding, managing and leading people.
• Motivation (inspire the employee ),
• Leadership(guide and influence the bahaviour of
  subordinate), decision making, Communication (for
  deligation,instruction,two-way,guide,motivate
  them).
• Leading (Influencing) means guiding the
  activities of the organization members in
  appropriate directions.
• Objective is to improve productivity.

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Basic Managerial Functions

• Controlling
• 1.Gather information that measures recent
  performance
• 2. Compare present performance to pre-established
  standards
• 3. Determine modifications to meet
  pre-established standard
• Establishment of standard
• Measurement of performance
• Appraisal of performance
• Taking corrective action

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WHAT A MANAGER DOES?
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WHAT A MANAGER DOES?
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• Levels of Management

• No of level more if size of the business increase
  or large
• Level should be min otherwise it will create
  problem.
• Because communication process,controlling,coordina
  tion will be challenge to managers.

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Basic Levels of management

• Levels of Management

Top Managers Middle Managers First-Line
Managers Non-managers
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Basic Levels of management

• First-line Managers
• Have direct responsibility for producing goods or
  services Foreman, supervisors, clerical,
  accountant
• Spend little time with top managers in large
  organizations
• Technical expertise is important
• First line managers or supervisors represent link
  between management and the workers.
• Provide training to the workers.
• Supervise and guide the workers
• Solve the problem of workers by top level
  management

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Basic Levels of management

• Middle Managers
• Determine which goods or services to provide
• Assistant Manager, Manager (Section Head)
• Responsible for setting objectives that are
  dependable with top managements goals and
  translating them into specific goals and plans
  for first-line managers to implement.
• Responsible for coordinating activities of
  first-line managers
• Establish target dates for products/services to
  be delivered
• Need to coordinate with others for resources
• communication, teamwork, planning and
  administration competencies to achieve goals
• Build a team spirit
• Develop leaders for the future by broad training
  and experience

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Basic Levels of management

• Top Managers
• Chief Executive Officer(CEO), President, Vice
  President
• Responsible for providing the overall direction
  of an organization
• Develop goals and strategies for entire
  organization
• Spend most of their time planning and leading
• Communicate with key stakeholders, stockholders,
  unions, governmental agencies, etc.,
• Company policies
• Use of multicultural and strategic action
• Competencies to lead firm

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• What are Managerial Competencies/Capability/Abilit
  y/Skills qualities Important?
• Education (Mgmt/admin knowledge)
• Training (For develop the skills)
• Intelligence (Ability to think,predict,analyse
  the problem accurately)
• Leadership (Manager can motivate if he has
  leadership qualities)

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• Foresight (open minded,forecast,predict the
  problems which might be faced by the business in
  near future)
• Maturity (emotionally mature, balanced
  temperament, should have high frustration
  tolerance)
• Technical knowledge (other wise subordinates may
  misguide)
• Human relation attitude (social understanding,
  maintain good relation solve the problem, help
  them. treat as human being not as machine.)

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A Model of Managerial Competencies

• A Model of Managerial Competencies/skills/abilitie
  s

Communication Competency
Teamwork Competency
Planning and Administration Competency
Global Awareness Competency
Strategic Action Competency
Self-Management Competency
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A Model of Managerial Competencies

• A Model of Managerial Competencies

Communication Competency
Managerial Effectiveness
Teamwork Competency
Planning and Administration Competency
Global Awareness Competency
Strategic Action Competency
Self-Management Competency
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MISTAKES OF MANAGERS

• 1. Insensitive, intimidating (unapproachable),
  bullying (harassment)
• 2. aloof (unfriendly), arrogant
  (proud,superior,overconfidence)
• 3. Untrustworthy (unreliable, dishonest)
• 4. Too ambitious, playing politics
• 5. Specific performance problems

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MISTAKES OF MANAGERS

• 6. Over managing -- not delegating
• 7. Ineffective staffing
• 8. Cant think strategically
• 9. Cant adapt to different bosses
• 10. Over dependency on mentor (guru,teacher,guide,
  advisor)

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Managerial Skills

• Manager demand rainbow or mixture of skills
• The job of a manager demands a combination of
  many types of skills, whether he belongs to
  business organization, educational institution, a
  hospital or a club.
• A manager is successful when he is able to make a
  smooth functioning team of people working under
  him.

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Management and Organizational Resources
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Business Ethics and management
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Business Ethics and management

• Example of Ethical business practices-
• To charge fair prices from the customers.
• To pay taxes to the government honestly.
• To charge reasonable profits from the customers.
• To give fair treatment to the workers.
• Business should follow the ethical or moral norms
  of the society.
• Ethical values in business operations.
• Honest dealing
• If a manager is just and fair in his action, his
  behavior will be deemed to be ethical.

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Business Ethics and management

• Nature of business Ethics
• Is an umbrella term which covers all business
  practices.
• Perfection in the conduct of life.
• Equity-fair and reasonable treatment to all.
• Honest business, responsible citizen
• -Sense of right and wrong
• Unethical practices
• -Sale of products injurious to public
  health.ex-charas,heroine
• -False claims in advertisement
• -Exploitation of workers
• -Plain water in injuction
• -Duplicate products under popular brand names.
• -Using company property for personal use.

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SOCIAL RESPONSIBILITY
SOCIAL RESPONSIBILITY

• Social responsibility refers to a firms
  obligation to act for benefit of society.
• It is based on the assumption that what is good
  for the society.
• Several corporations have been engaged in
  discharging their social responsibility.

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• Classical view of social responsibility
• Business is an economic institution and major
  responsibility is to produce more goods and earn
  more profit to owners.
• Modern view of social responsibility
• The business houses are a part of the society,
  take input and resources from society. so must
  respond to the social needs and values.

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• J.R.D Tata was the first leading businessman to
  explicitly recognize that business does not
  operate in isolation from society.
• Solve the problems of people
• Ex.TISCO has contributed a lot in the areas of
  community development, social welfare, tribal
  development, rural industrialization.
• Reliance foundation

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• -Lupin laboratories launched Lite for
  Lifeprogramme in 1973 to control and eliminate
  tuberculosis from India.
• Finolex industries started the Hope foundation in
  1979 for the detection and treatment of cancer.
• -Microsoft corporation donated 100 million (more
  than 400 crore) for the containment of AIDS in
  India.

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• Case Study

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Case Study-1

• General Motors Company's (GM) foray into China
  was a successful one. Of all the leading auto
  markets, China was the highest growth market for
  GM as could be seen from the fact that it sold
  2.35 million vehicles in FY 2010, 29 percent more
  than in 2009. This was the first time in the
  102-year-old history of GM where it had sold more
  cars and trucks in China than in the US. Going
  forward, GM China had set ambitious plans to
  garner a market share of 14 percent and produce 5
  million units by 2015. Its decision to launch a
  new brand, the Baojun 630, in 2011 was viewed as
  an attempt by the company to target first time
  car buyers living in Tier II and Tier III markets
  in China and also to compete against domestic car
  manufacturers in China.

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Case Study-1

• Some experts opined that GM China's changing
  strategy was a bid to cope with the change in the
  industry structure in the rapidly growing Chinese
  auto market. According to a September 2010 draft
  plan by the Ministry of Information and Industry
  (MII) in China, foreign automakers in China were
  required to transfer their technology to their
  Chinese partner. The plan was in stark contrast
  to the partnership deals the foreign automakers
  had with their Chinese partners. The partners had
  a 5050 stake in the JV where the foreign partner
  could keep its intellectual property and
  technology with it while the local partner would
  offer it market access.

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Case Study-1

• The proposed plan received mixed reactions with
  some foreign automakers feeling that the move was
  a "technology shakedown" as they were forced to
  share their technology with their domestic
  partners and eventually their rivals. Moreover,
  industry analysts felt that low-cost brands such
  as Baojun could become a threat to GM's existing
  brands. They were of the opinion that the move to
  go downmarket to target the middle-class segment
  could jeopardize the brand image of GM which
  enjoyed the reputation of launching quality
  brands in the Chinese automobile market. This
  case is meant for MBA/MS level students as part
  of their Strategic Management/ International
  Business Curriculum.

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Case Study-1

• Issues
• Understand the reasons for GMs success in
  China, and the growing importance of the Chinese
  market for GMs overall strategy.
• Discuss and debate whether the Chinese
  automobile industry was witnessing structural
  changes and what GM could do about it.
• Understand the threats to GM Chinas long-term
  success and how it could overcome these threats
  while taking advantage of the opportunities
  provided by China.

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Case Study-2

• This case is about the various advertising
  campaigns undertaken by Cadbury Dairy Milk at
  different points of time to achieve certain
  objectives. Cadbury was the market leader in
  chocolates in India and it also was a very
  popular brand which enjoyed the trust of its
  consumers. It already had a market share of
  around 70 in 2011 in chocolates with its
  flagship brand Cadbury Dairy Milk alone having
  around 30 of the share of the Indian chocolate
  market. The company had come a long way since the
  1990s when Indian consumers associated Diary Milk
  as a product meant for children. To change this,
  Cadbury came up with a series of campaigns to
  target the adult group, starting with the 'Real
  taste of life' campaign, to encourage people to
  bring out the child in them.

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Case Study-2

• Then they moved on to social acceptance theme
  with the line- 'Those who want to eat, will find
  a reason for it'. Through this, Dairy Milk was
  able to gain an acceptance for chocolates among
  the adult audiences for consumption. It even won
  a lot of awards for its campaigns which went on
  to become a huge success like the Real Taste of
  Life' campaign. After this, Dairy Milk sought to
  achieve the difficult objective of replacing the
  traditional Indian sweets and desserts with their
  chocolates. For this, Cadbury ran various
  campaigns under 'Kuch meetha ho jaye' (Let's have
  something sweet), including two campaigns
  parallelly - 'Shubh Aarambh' (Auspicious
  beginning) and 'Meethe mein kuch meetha ho jaye'
  (Let's have something sweet for dessert).

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Case Study-2

• The common thing for all the advertising
  campaigns was that they focused on the Indian
  customs and traditions and yet they gave it a
  modern and contemporary look to connect with all
  the people. Besides this, they also used a 360
  degree campaign to support the television
  advertising campaigns, even as their rivals
  Nestle gave them tough competition with
  aggressive marketing and even directly taking on
  Cadbury's advertising campaign message. But many
  industry observers doubted the effectiveness of
  Cadbury's efforts and their ability to replace
  the traditional sweets and the traditional
  dessert items which had been a long part of the
  Indian traditions.

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Case Study-2

• Issues
• The case will help the students Understand the
  various challenges faced by Cadbury Dairy Milk
  and how it was able to overcome them.
  Understand how the right advertising campaigns
  can be used to achieve the company objectives and
  bring about the desired change in the behavior of
  the target audience. Analyze the advertising
  campaigns of Cadbury Dairy Milk to understand why
  they were successful. Analyze whether Cadbury
  Dairy Milk was doing the right thing by trying to
  replace the traditional sweets and desserts and
  whether it would succeed. Discuss in what ways
  the company would be able to maintain their
  leadership position in the future. Explore the
  competitor's point of view, like Nestle and how
  they could reduce the gap with the leader
  Cadbury.

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Case Study-3

• The case is organized into different sections.
  The first section is about the background and
  history of Google and the introduction of Google
  . The next section is about the social
  networking market and the top players in it,
  followed by Google's previous attempts at social
  networking. It then talks about the various
  features of Google , the initial response to it,
  and the response by the competitors. The case
  focuses on understanding the growing importance
  of social networking websites for the advertisers
  as well as their growing popularity among people
  over the world using the story of Google - the
  search engine and Internet giant as a struggling
  player in the social networking arena, trying to
  compete against established players like Facebook
  and Twitter.

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Case Study-3

• The case also highlights the previous
  unsuccessful attempts by Google with its 'Buzz'
  and 'Wave', to understand why they did not do
  well. The questions that this case puts forward
  are whether Google has a real chance of
  succeeding this time with its Google and
  whether it had finally got its attempt right.

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Case Study-3

• Issues
• Understand the scene of social networking
  websites and the competition existing there.
• Understand the issues and challenges in
  managing networked businesses.
• Understand whether social networks are a
  'winners take all' market.
• Understand how network markets are different
  from other markets.
• Discuss the strategies of Google regarding
  entry into the field of social networking and how
  they learned from their previous mistakes.
• Compare Google with existing players to
  understand where it is better or worse.
• Discuss the chances of Googles success with
  Google and its possible future.

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Questions

• 1.Explain the concept of management and bring out
  its importance in present day context.
• 2. Management is the effective utilization of
  human and material resources to achieve the
  enterprises objectives. "comment.
• 3.Discuss the nature and scope of management. Is
  management a science or an art or both?
• 4.Is management a profession? give arguments for
  and against the professionalization of
  management.
• 5.Clearly explain the concept and significance of
  management. Distinguish between management and
  administration.

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Questions

• 6.How would you argue that management is
  important for all organizations?
• 7. Management is the art of getting things done
  through people". Comment.
• 8.Define the term management and explain its
  basic features.
• 9.What are the functions of a manager? Briefly
  explain various managerial skills.
• 10.The fundamental functions of management are
  universal. they are applicable to all
  situations." Discuss.
• 11.Difference between authority and
  responsibility.
• 12.Distinguish between management process,
  principle and practices

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Objective questions

• 1.Which one of the following approaches is
  adopted in studying management?
• a) Profession b) Art
• c) Science d) Process
• 2.Management is
• a) Pure Science b) applied science
• c) Art d) science and art
  both
• 3.The concept of scientific management was given
  by
• a) Frederick Taylor b) Henery Fayol
• c) Elton Mayo d) Peter Drucker

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Objective questions

• 4.Management as a system emphasises on-
• a) close system perespective
• b) open system perespective
• c) socio-technical system
• d)None of these
• 5.What is the natur of management process?
• a) Time-bound b) Continuous
• c) Procedural d) disjointed
• 6.Top management functions are the most important
  because these take care of-
• a)Overall organisation b)specific problems
• c)Routine problem d)extraordinary problems

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Objective questions

• 7.Which one of the following terms is not
  associated with social responsibility?
• a) Social commitment b) Social concern
• c) Social programme d) Social structure
• 8.Business organisations should feel concerned
  with social responsibility because they-
• Are the part of society b)can make huge
  profit
• c)Can be more efficient d)can complete in
  better way

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Thanks

• REFERNCES-
• Koontz,Principles of management,TMH,2008
• Robbins and Coulter,Management,PHI
• L.M.Prasad,Principles and Practices of
  management
• T.Ramasamy Principles of Management.
• Google.co.in etc.
• http//www.icmrindia.org/
• http//www.icmrindia.org/casestudies/catalogue/Bus
  iness20Strategy/BSTR400.htm