Management Kecskemét obuda university .pptx

Basics of Management
Lecturer: Dr. Éva Beke PhD.
2024/25 2. Semester

Classification of
Management
Functions
Managerial function
Planning
Organizing
Stuffing
Operational function
Production
Marketing
Purchasing
Directing
Controlling
Financing
Personnel

Management activities
• Planning: deciding the objectives or goals of the
organization and preparing how to meet them.
• Decision-making: forecasting, strategy
formulation, scheduling
• Organizing: determining activities and allocating
responsibilities for the achievement of plans;
• Departmental activities, task analysis, task
allocation
• Coordinating/Directing activities, tasks and
responsibilities into an appropriate structure.
• Controlling: monitoring and evaluating activities
and providing corrective mechanisms.

Planning
• Planning is an activity which involves decisions about organisational
aims/objectives, means (plans), conduct policies, and results.
• It is an activity that takes place in lieu with the background of the
organisation's external environment, and the organisation's internal
strengths and weaknesses.
• Planning can be long term, as in strategic and corporate planning, or
short term, as in the setting of annual departmental budgets.
• Long term usually implies a time horizon of about five years,
although this may be ten or twenty years in certain industries (oil
extraction, pharmaceuticals etc).
• Short term can be any period from the immediate future (crisis
management) up to about one year.

Perception of opportunities
• To make planning successful one has to study legal, political
framework or existing position, change in customer mindset, changes,
in technology competition, the present position of the industry level.
Here organization has to analyze its own strengths & weakness if the
good opportunity is existing in the surrounding organization can
proceed to the next step.
• Example: For Industries like hotels, the market is good nowadays
because the income has been increased over the last 5-6 years, the
lifestyle of youth has been changed, more retired people are working
these days, etc.

External environment
• Economy of the respective country
• Average national income
• Availability of natural resources
• Political, social, legal technology
• Competitors plan and their status
in the market

Internal environment
• Availability of the workforce
• Availability of funds
• Cost-effectiveness.
• Brand strength (a brand is a product or a business that has a distinct
identity in the perception of consumers. The brand is created through
elements of design, packaging, and advertising that distinguish the
product from its competitors.)
• High market share

7 Steps of Planning
• Planning is a process
• 1. Establish Goals
The first step of the management planning process is to identify specific
company goals. This portion of the planning process should include a
detailed overview of each goal, including the reason for its selection
and the anticipated outcomes of goal-related projects.
Where possible, objectives should be described in quantitative or
qualitative terms. An example of a goal is to raise profit by 25 percent
over a 12-month period.

7 Steps of Planning
• 2. Identify Resources
Each goal should have financial and human resources projections
associated with its completion. For example, a management plan may
identify how many salespeople it will cost to meet the goal of increasing
sales by 25 percent.
• 3. Establish Goal-Related Tasks
Each goal should have tasks or projects associated with its achievement.
For example, if a goal is to raise profits by 25 percent, a manager will
need to outline the tasks required to meet that objective. Examples of
tasks might include increasing the sales staff or developing advanced
sales training techniques.

7 Steps of Planning
• 4. Prioritize Goals and Tasks
Prioritizing goals and tasks is about ordering objectives in term of their
importance. The tasks deemed most important will theoretically be
approached and completed first. The prioritizing process may also
reflect the steps necessary to complete a task or achieve a goal.
For example, if a goal is to increase sales by 25 percent and an
associated task is to increase sales staff, the company will need to
complete the steps toward achieving those objectives in chronological
order.

7 Steps of Planning
• 5. Create Assignments and Timelines
As the company prioritizes projects, it must establish timelines for
completing associated tasks and assign individuals to complete them.
This portion of the management planning process should consider the
abilities of staff members and the time necessary to realistically
complete assignments.
For example, the sales manager in this scenario may be given monthly
earning quotas to stay on track for the goal of increasing sales by 25
percent.

7 Steps of Planning
• 6. Establish Evaluation Methods
A management planning process should include a strategy for evaluating the
progress toward goal completion throughout an established period. One way
to do this is through requesting a monthly progress report from department
heads.
• 7. Identify Alternative Courses of Action
Even the best-laid plans can sometimes be thrown off track by unanticipated
events. A management plan should include a contingency plan for certain
aspects of the master plan that prove to be unattainable. Alternative courses
of action can be incorporated into each segment of the planning process, or
for the plan in it’s entirely.

Task 1.
• A larger group (25-30 people) arrived from Belgium to Budapest for
an international conference. They would like to see Kecskemét after
the conference is over with a special focus on downtown. They are
also would like to try some specialty Hungarian food and drinks while
visiting the city. They only have 4 hours altogether.
• The weather forecast says that it will be mainly sunny with a
possibility of a light rain in late afternoon.
• Spoken languages: French, Flemish, English

Organising
Plans must be put into operation:
Identifying activities required for
achieving adjectives
Classifying these activities
Assigning the group of activities to the
approprieta person
Detailed organisation and coordination
of tasks
The human and material resources
needed to carry them out.
Delegating authority and fixing
responsibilities

Organization
• Strategy:
• to structure leadership,
• control resources and
• achieve goals.
Organization involves
• creating a plan,
• monitoring its progress and
• making changes based on results and feedback so the company can
improve its performance.

Organization aims
• Setting clear goals for all employees to work toward
• Defining each employee's role and responsibilities within the
organization
• Creating processes to achieve company goals
• Monitoring results, encouraging feedback and making changes as
needed
• Finding the best ways to use resources
• Being adaptable

Organization gives
• a sense of security and oneness to the employees.
• An effective management is required for better coordination among
various departments.
• Employees accomplish tasks within the stipulated time frame as a
result of effective organization.
• Employees stay loyal towards their job and do not treat work as a
burden.
• Effective organization leads to a peaceful and positive ambience at
the workplace.

Importance of organizing
• Diversification of tasks and responsibility
• Optimum use of human resources
• Maintaining good and harmonious structure in the department
• Group activity is equivalent
• Management can control and coordinate better of all activities of an
enterprise

Task 2
• Organize a Student Conference at NJE!
• Define groups with different topics!
• The order of their appearance
• The time necessary for their presentations
• Organize the rooms they can present in have refreshments and
informal discussion
• How and when guests can arrive?
• Where they will be seated?
• Offering drinks or coffee?

Motivating/Stuffing
The motivating activities of managers:
setting personal goals and plans and
executing them, while motivating workers
managers must gain the commitment of
their employees for desired success
utilizing human resources, developing
skills and matching these with jobs

Controlling
• Correcting deviations. The basic functions
of control are:
• to establish standards of performance
• to measure actual performance against
standards
• to take corrective actions where
appropriate.
• Control the feedback mechanism for all
managerial activities.
• Success of management if controlling
leads to better results

Functional management
Functional managers oversee all the basic functions of a
given business unit or department.
In a matrix organization, they oversee a specific team while
still reporting to more senior forms of management.
A matrix organization is a company structure, where teams
report to multiple leaders.

Management Kecskemét obuda university .pptx

Leadership style
• Business leaders have a significant impact on the
success of their teams. When a strong leader is in
place, they will inspire their team, create high
levels of loyalty, and ensure that the job gets done.
• When a poor leader is heading up the team, it's
likely that you'll see disengaged employees with
high levels of turnover and low levels of
productivity.
• Leadership style: A management or leadership
style is how a manager exercises their authority to
ensure that objectives are achieved. It shows how a
manager plans and organizes the workload within
their area of responsibility and how they
communicate with and manage their team.

Different styles of management
• 1. Autocratic: Autocratic managers take complete control of the situation.
They believe that they are the best person to take responsibility for all
decision making and are unlikely to ask the team for their input; this is a
one-way management style. The autocratic management style results in a
very structured company environment with little opportunity for creativity
or innovative thinking.
• 2. Democratic: The democratic management style encourages a more
collaborative way of working. Guidance is provided, but group members
are encouraged to contribute their thoughts and ideas to the decision-
making process. This is a consultative management approach, which is
generally considered one of the most effective management styles.

• 3. Laissez-faire: A French term, which means to 'leave
alone,' presents a style that is at the complete opposite
end of the spectrum to that of the autocratic manager.
Because that 'leave it alone' is precisely what the
laissez-faire management style is all about.
• This is a hands-off approach that provides everyone
with the complete freedom to decide how to meet their
objectives without seeking agreement from managers.
As a result, it requires the manager to have a great deal
of trust in their staff. It also requires them to have the
confidence in their team that they have the skills and
knowledge to make the decisions and follow through to
get the work done.

What Does a Functional Manager Do?
Coordinating
team
performance
Ensuring team
members have
the resources
they need
Reduce
inefficiencies
and maximize
productivity
Spearhead
initiatives
Report to
senior
managers
Address
problems of
projects from
progressing
Advise teams
on projects and
provide
suggestions
Assess the
quality and
effectiveness of
results
Assist with
hiring for
specific
projects
Create the
master
schedule for
the team
Delegate work
responsibilities
fairly
Determine
cost-effective
methods for
completion
Watch changes
of projects
affecting the
results
Evaluate
employees for
having the best
team

• 4. Persuasive: In this style, managers make the
final decision but then use their persuasion skills
to convince their team that the correct outcome
has been achieved.
• A persuasive management style can explain the
logic behind the decision and then encourages
everyone to ask questions to understand the
rationale. This in turn means that employees feel
as though they are a trusted and valued part of
the organization. They become involved in key
business decisions which then leads to lower
levels of resentment and tension between
management and staff.

Managerial skills
• Communication: It's important for functional
managers to have excellent verbal and written
skills. This may help them share, receive and
process crucial information with clients,
stakeholders and team members.
• Critical thinking: Refers to the ability to
evaluate situations and determine the ideal
outcomes. It's an important skill to ensure
functional managers determine the best right
options to pursue.
• Conflict resolution: As functional managers lead
teams, it's essential they understand how to manage
and resolve conflict. This involves addressing issues to
ensure the success of the team and prevent future
issues.
• Finance management: Functional managers create
and manage project budgets. It's important for them
to understand how to execute projects using cost-
efficient strategies and how to allocate resources

Managerial skills 2.
• Leadership skills: Leadership skills enable
professionals to unite and motivate a team in
an effort to achieve a common goal. It's
crucial they're able to coordinate and lead a
team to complete projects successfully.
• Problem-solving skills: Problem-solving skills
help functional managers decide the best
resolutions for a variety of concerns. For
example, they may use these skills to
determine how to best use resources or a
budget to complete a job.
• Time management: Functional managers are
responsible for creating project timelines and
managing the schedules for their team. It's
essential they're able to balance work and
ensure everyone meets their deadlines.

Marketing management
Marketing management is the process of
 planning,
 executing, and
 tracking the marketing strategy of an
organization.
This includes
 the marketing plan,
 campaigns and
 tactics to create and
 to meet the demand of target customers
 to drive profitability.

Marketing Strategy
A marketing strategy is a
• long-term plan that defines how
• a company will approach its customers,
• including the aspects of the marketing functions
• such as market research,
• branding,
• distribution channels,
• advertising and
• pricing.
• A marketing strategy is a high-level view that
encompasses the marketing plan, budget and
campaigns.

Marketing Plan
A marketing plan is a
document that outlines
the overall marketing
strategy of a company. It
explains in further detail
how that marketing
strategy will be
executed. It also includes
the marketing budget
that will cover the costs of
these activities.

Marketing Budget
A marketing budget
describes the amount of
money needed to cover
the marketing activities
of a company. It’s
important to do a thorough
cost estimation of those
activities such as
advertising before defining
a budget to avoid cost
overruns in your marketing
campaigns.

Marketing Campaign
• A marketing campaign is a set of
activities or tactics that go into
a marketing plan. There can be
different types of marketing
campaigns with varying scopes
and budgets. A marketing
campaign can be developed
• to promote
• a corporation,
• a brand or
• simply a product.

The 7 key
marketing
principles are:
• Product.
• Price.
• Place.
• Promotion.
• People.
• Process or Positioning.
• Physical Evidence or Packaging.

Product
A product can be defined as simply an
item that addresses a consumer’s wants
or needs. Some products are goods, or
tangible objects.
Others — such as an experience — are
intangible. If someone asked you what
your company’s product is, you would
probably be able to quickly reel off the
details. An important key here is that
your product must meet the wants and
needs of your customers.

Price
• The price is simply the
amount a consumer pays for
a product. Giving your pricing,
however, isn’t always that easy.
• It takes careful market
research to understand what
your competitors are charging
for comparable items.

Place
• Place is the location where
your product is available for
consumers to purchase. Place
is all about providing access
for the consumer. It doesn’t
have to be a physical, brick-
and-mortar store; it could also
be a website or other online
location.
• One out of every four people
shops online. The key is to
make your products as
accessible as possible so the
buying journey will be
convenient for consumers.

Promotion
• Promotion is the marketing
communications put out by
your brand. Your promotional
efforts should be geared
toward your target audience.
• Your goal is to make them
aware of who you are and
what you have to offer.
• Then you can start to move
them through the sales
funnel.

People or Positioning
• The people you’re selling to — and the
people in your company who are doing
the selling — are an important aspect of
marketing. Whether the “people” you’re
referring to are customers interacting
with your brand or the employees who
make the magic happen, people are a
component of your marketing that you
can’t be overlooked.
• Some researchers prefer to use the word
Positioning instead. This refers to position
the product correctly to get it in front of the
right audience.

Process
• Process is what happens behind
the scenes as you create your
product or service. From the
employees who are doing the
hands-on work, to the
employees who sit in offices
answering emails, it’s all part of
your business’ process.
• This principle can also refers to
the entire customer experience
journey — the service a customer
receives from your company, from
start to finish. Your goal is to
make this process as smooth and
enjoyable as possible.

Physical Evidence or Packaging
Physical evidence consists of what your
customer sees or experiences when
interacting with your business. Your store,
your website, your sales people. These
serve as signals to a potential customer
that you’re a reputable business
If you’re a service-based business, physical
evidence becomes especially important.
Physical indicators of your product might include
things like your website or business cards.
It’s essential to be
right on brand and
to align with the rest
of your marketing.
Packaging as the final principle of marketing. In this
case, they’re referring to the way that your products
(or services) are presented to customers. Many
consumer say that a product’s packaging design
has an impact on their decision to buy.

Effective groups
• 1. Informal, relaxed atmosphere.
• 2. Much relevant discussion with high degree
of participation.
• 3. Group task or objective clearly understood,
and commitment to it obtained.
• 4. Members listen to each other.
• 5. Conflict is not avoided but brought into the
open and dealt with constructively.
• 6. Most decisions are reached by general
consensus with a minimum of formal voting.
• 7. Ideas are expressed freely and openly.
• 8. Leadership is not always with the
chairman, but tends to be shared as
appropriate.
• 9. The group examines its own progress and
behavior.

Leadership function
• Encourage and reward groups on the basis of
their contribution to the organisation as a
whole, or at least, to large parts of it, rather
than on individual group results;
• Stimulate high interaction and
communication between groups, and
provide rewards for intergroup collaboration;
• Encourage movement of staff across group
boundaries for the purposes of increasing
mutual understanding of problems; and
• Avoid putting neighboring groups into a
situation where they are competing on a
win-lose basis for resources or status.

Effective teamwork
clear
objectives and
agreed goals
openness and
confrontation
support and
trust
cooperation
and conflict
sound
procedures
appropriate
leadership
regular review
individual
development

Belbin test
• Chairman: An individual who can control and coordinate the other team
members, who recognizes their talents but is not threatened by them, and who is
concerned with what is feasible rather than what is exciting or imaginative.
• Shaper: This is another leader role, but one in which the role-holder acts much
more directly to shape the decisions and thinking of the team.
• Innovator: This type of person provides the creative thinking in a team, even if a
concern for good ideas over- shadows his ability to be sensitive to other people's
needs.
• Monitor/Evaluator: The strength of this role lies in the holder's ability to analyze
issues and suggestions objectively.

Belbin test 2
• Company Worker: Whilst the first four roles provide the major inspiration and
leadership, this role provides for implementation of ideas by the role-holders'
ability to translate general ideas and plans into practice.
• Team Worker: This role meets the needs of the team for cohesiveness and
collaboration, for tole-holders tend to be perceptive of people's needs and
adept at supporting individuals.
• Resource Investigator: A person in this role looks for resources and ideas
outside the team with the aim of supporting the team's efforts.
• Completer: This is an individual whose energies are directly primarily to the
completion of the task, and who harnesses anxiety and concern towards getting
the job done on time and to a high standard.

Corporate planning
• Typically, there are
five stages in strategic
planning:
• analysis of the current
state,
• defining the future
state,
• determining goals
and objectives,
• implementation and
• evaluation.

Key takeaways
• Corporate planning is the process through
which companies draw a map of their plan of
action that enables their growth in
quantifiable terms.
• It is typically carried out through the top-level
management of the company. It is a medium-
term goal that acts as the basis for macro-
level planning, called strategic planning.
• To create a foolproof corporate plan, the
organization must collect sufficient data about
their company and gain insights into their
competitor’s business model.
• It is a continuous process that helps the
organization grow continuously through
constant technological developments.

Information
• The first step towards
creating a foolproof
corporate plan is collecting
information, regardless of
whether the data paints a
good or bad picture of the
company’s current status.
Moreover, similar
information about
competitors gives an even
better view of the areas that
can be improved to gain a
more significant
market share.

Objectives and
strategies
• Objectives refer to the overall
outcome of the plan. On the
other hand, strategies are
specific steps taken to reach
organizational goals. For
example, objectives could be an
increase in sales by 25% or
responding to customer support
issues within 2 hours. Making a
product the market leader by
the end of the financial year
through influencer and social
media marketing could be an
example of a strategy.

Devising a
Plan of
Action
• Once the objectives and goals are
devised, the company must articulate
a step-by-step plan that helps its
employees gain significant insights
into the plan’s intricacies. This part of
the process could be fulfilled by
employee training, a new approach to
production, or a change in marketing
strategy.

Implementation
• The action is taken toward
the objectives and goals of
the pillars of the
organization’s growth story.
Irrespective of how well-
planned a strategy is, it will
deliver average results
unless implemented or
executed to perfection. The
implementation comes in
different forms depending
on the specifics of the plan.

Monitoring
• Once the implementation
process is underway, the
corporate planning
manager monitors the
progress or decline in
following the procedure. Since
the plan is not a one-time
action, it must be supervised
and monitored regularly.

Evaluation
• After a certain period,
the manager can check
for differences after
implementing the
corporate planning
strategy. The check will
provide the
management insights
into the progress,
decline, or stagnancy
toward organizational
goals.

Types of planning
• Tactical Planning
• A tactical plan is usually implemented after a strategic plan has been set
in motion. A tactical plan is a short-term goal to address immediate
goals, which over time, contribute to the bigger plan. Typically, a short-
term goal helps tackle hindrances that prevent the company from
achieving its medium or long-term goals.
• Example: Audacity Corporation manufactures microphones and is one of
the market leaders in the domain. They have produced studio and live
performance microphones for over half a decade. Their CEO Brendon
wanted to ensure that their range of microphones for streamers and
gamers were market leaders by the end of the financial year.
• To ensure their product was top-selling in the market, they studied their
competitors in the domain and found that most of them produced these
microphones in-house, and their cost of raw materials was high.
• Audacity tied up with companies in China and Taiwan to procure raw
materials at lower prices and trained their employees to assemble these
products more efficiently.
• That year, their streaming and gaming microphones sold 20% more than
any competitor.

Contingency Planning
• A contingency plan is when a company develops
strategies that help them tackle an event from
stopping its operations. This strategy is carried
out in an adverse scenario, such as a natural
calamity or pandemic. However, a contingency
plan can also be initiated for positive events,
such as a high inflow of unexpected client funds.
• Example: ExxonMobil is one of the largest oil and
gas companies internationally. In their
announcement about their corporate plans in
2022, they declared that they plan on increasing
their investments in emission reduction
solutions.
• By 2027, they plan to increase investments by
$17 billion in this domain to gain a competitive
advantage over other layers in the market and
tackle climate change and carbon emissions.

Operational Planning
• Operational planning is a form of
action where the daily tasks of each
employee and manager are
specified and monitored. It is
usually planned for a period beyond
one year. However, to reach short-
term objectives that aid the
enormous growth of the business,
operation planning is a wise choice
as it optimally allocates financial,
physical, and human resources.

Differences between corporate and strategic
planning

Management Kecskemét obuda university .pptx

More Related Content

Similar to Management Kecskemét obuda university .pptx (20)

Recently uploaded (20)

Management Kecskemét obuda university .pptx

Editor's Notes