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What Is Management

This document provides an overview of management. It defines management as directing an organization's tasks and activities to achieve goals. The document then covers the nature of management as multidisciplinary and situational. It discusses the importance of management for effective resource utilization and organizational stability. The key processes of management are identified as planning, organizing, staffing, leading, and controlling. The document also examines manager roles and skills, including interpersonal, informational, decisional, technical, human, and conceptual skills. It concludes by emphasizing the importance of conceptual skills for higher levels of management.

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Naveed Asim
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Download as PPTX, PDF, TXT or read online on Scribd
118 views

What Is Management

This document provides an overview of management. It defines management as directing an organization's tasks and activities to achieve goals. The document then covers the nature of management as multidisciplinary and situational. It discusses the importance of management for effective resource utilization and organizational stability. The key processes of management are identified as planning, organizing, staffing, leading, and controlling. The document also examines manager roles and skills, including interpersonal, informational, decisional, technical, human, and conceptual skills. It concludes by emphasizing the importance of conceptual skills for higher levels of management.

Uploaded by

Naveed Asim
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 25

WHAT IS

MANAGEMENT ?
PRESENTED BY:
SAMREEN ASMA
UMME HABIBA
MARINA
TOTAL SLIDES : 25 NAMEERA
DURATION : 15 Mins ASMA TOUSEEF
CONTENTS
• INTRODUCTION
• NATURE OF MANAGEMENT
• IMPORTANCE OF MANAGEMENT
• PROCESS OF MANAGEMENT
• FUNCTIONS OF MANAGER
• ROLES PERFORMED BY MANAGER
• SKILLS
• CONCLUSION
INTRODUCTION
BY SAMREEN ASMA
INTRODUCTION
• Management refers to tasks and activities involved in directing
organization
• It is an art of "knowing what you want to do"
• It is administration of tasks to achieve a goal
• These activities includes setting the organization's strategy
according to the efforts of staff
• It can also refer to the seniority structure of staff members
NATURE OF MANAGEMENT
• Multidisciplinary
• Management as profession
• Universality of management
• Management is a situational
in nature
• Dynamic nature of principles
IMPORTANCE OF MANAGEMENT
• Effective utilization of resources
• Development of resources
• It ensures continuity in the organization
• Integrated various interest groups
• Stability in the society
PROCESS OF MANAGEMENT
• SET OBJECTIVES
• ORGANIZE
• MOTIVATES AND COMMUNICATES
• MEASURES
• DEVELOPS PEOPLE
FUNCTIONS OF MANAGEMENT
BY UMME HABBIBA

• PLANNING
• ORGANIZING
• STAFFING
• LEADING
• CONTROLLING
PLANNING
• It involves mapping of how to achieve goals
• Establishing an overall direction for an
organization's future
• Deciding of which task must be done to reach
those goals
ORGANIZING
• After planning manager organize
her team and material
• Assigning work and authority are
two important elements
• It is a process of deciding where
decisions will be made, who will
what jobs and tasks
• It include creating departments
and jobs descriptions
STAFFING
• It include discerning area's needs and
requirements
• Manger decide to beef up his/her staff
by selecting, training, and developing
employees
LEADING
BY MARINA
• The literal meaning of "leading" is "influencing"
• Guiding the activities of organization's members in a appropriate
direction
• Its objective is to improve productivity
• It involves motivating, communicating, guiding and encouraging
CONTROLLING
• It include the continuous checking of results
• Gather information that measures recent
performance
• Compare present performance to pre-
established standards
• Determine modification to meet pre-
established standards
ROLES PERFORMED BY MANAGER
Three main categories
• Interpersonal
• Informational
• Decisional
INTERPERSONAL
• Figurehead
• Leader
• Liason
INFORMATIONAL
BY NAMEERA NOOR

• Monitor
• Disseminator
• Spokesman
DECISIONAL
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
SKILLS
• Technical
• Human
• Conceptual
TECHNICAL
BY ASMA TOUSEEF

• Requires the ability to use special proficiency to perform particular


tasks
• These skills are acquire through formal education and then further
develop through training
• It comes under supervisory level
• Examples are: Accountant, engineers, market researchers etc.
HUMAN
• Requires to work well in cooperation with others
• Manger with good human skills has a high degree of self-awareness
• It comes under Middle Management
• Examples are: spirit of trust, enthusiasm, and genuine involvement in
interpersonal relationships etc.
CONCEPTUAL
• Requires ability to think analytically/critically
• It enables a Manger to breakdown problems into smaller parts
• It comes under Top Management
• The higher management level the more important Conceptual skills
become
AACSB
• Leadership
• Self-objectivity
• Analytic thinking
• Behavioral flexibility
• Oral communication
• Written communication
• Personal impact
• Resistance to stress
• Tolerance for uncertainty
CONCLUSION
• Requires ability to think analytically/critically
• It enables a Manager to breakdown problems into smaller parts
• The higher management level the more important Conceptual skills
become
REFERENCE

• https://www.yourdictionary.com/management
• bing.com/videos
• https://www.merriam-webster.com/thesaurus/management
• https://www.thebalancecareers.com/management-4161687
• choo.fis.utoronto.ca/fis/courses/lis1230/lis1230sharma/history4.h
tm
• https://www.managementstudyguide.com
• blog.makingitclear.com/2009/06/24/managerskills
• https://www.thebalancecareers.com/what-is-a-manager-2276096
• Youtube.com
THANK YOU

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