Management (for MRI sir)

What is Management?
Management is the process of planning, organizing, directing and
controlling an organization financial, physical, and human and
information resources to achieve its goal.
According to Frederick Taylor- “Knowing exactly what you want
(people) to do, and then seeing that they do it in the best and
cheapest way.”

Some Definitions
1. Position: - A position is a group of task assign to one individual.
2. Job: - A job can be defined as a group of positions that are
similar as to kind and level of work.
3. Occupation: - An occupation is a group of jobs that are similar
as to kind of work and are found throughout the industry.
4. Job Analysis: - Job analysis is the process of studying and
collecting information relative to the operation and
responsibilities of specific job.
5. Job Description: - A job description is an organized factual
statement of the duties and responsibilities of a specific job.
6. Job Specification: - A job specification is a statement of

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minimum acceptable human quality necessary to perform a job
properly.

What is an Organization? 1
A group of people working together in a structured and coordinated
fashion to achieve a set of goals.
Organizational Resources: -
a. Human resources (managerial talent & labor)
b. Financial resources (capital investments to support long term
operations.

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 c. Physical assets (raw materials, office and productive facilities &
equipment)
d. Information (usable data, information linkages)

What is HRM?
Human resource management (HRM) is the strategic and coherent
approach to the management of an organization's most valued assets -
the people working there who individually and collectively contribute
to the achievement of the objectives of the business. The terms
"human resource management" and "human resources" (HR) have
largely replaced the term "personnel management" as a description of
the processes involved in managing people in organizations. In simple
sense, HRM means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the
job and organizational requirement.

Mintzberg’s three managerial roles

Mintzberg’s three managerial roles are –
1. Interpersonal role
2. Informational role
3. Decisional role
Interpersonal role: - The managers responsibility for managing
relationship with organization member.

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Roles- figurehead, leader, liaison
Simple activities –

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• Served as a figurehead, taking visitors to dinner, attending ribbon
cutting ceremony for new plant.
• Encouraging employees to improve productivity.
• Coordinating activities of two project groups.
Information role: - The managers responsibility for gathering
information to the stakeholders of the organization.
Roles- Monitoring, disseminator, spokesperson.
Simple activities—

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 • Scanning industry reports to say abreast of developments.
• Sending memos outlining new organizational initiatives.
• Making a speech to discuss growth plans.
Decisional role: - Managers informational role typically leads to
decisional role.
Roles- Disturbance, handler, resource, allocator etc.
Sample activities-
• Developing new ideas for innovation.
• Resolving conflict between two subordinates.
• Reviewing and revising budge request.
• Reaching agreement with a key supplier or labor union.
Managerial skills
The managerial skills are-
1. Technical skills. 8. Human Relation 15. Creative.
2. Interpersonal skills. 16. Effective.
skills. 9. Problem solving 17. Evaluate.
3. Conceptual skills. 18.Self-confidence.
skills. 10. Work with time. 19.Ability to work
4. Diagnostic skills. 11. Able to work with a team.
5. Time with divers 20.Leadership.
management individual. 21.Provide
skills. 12. Handle conflict. accurate and
6. Communication 13. High computer timely feed

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skills. skills. back.
7. Decision making 14.Mental manner.

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skills.

So, the professional modern manager should be-

1. Great communicator.
2. The team player.
3. The technology master.

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 4. The problem solver.
5. The foreign ambassador.
6. The change agent.
7. The life-long learner.

Stake Holders of HRM

The organization Customers Share
holders/investments
1. Productivity. 1. Quality service.
2. Profit. 2. Quality product. 1. Return on
3. Survival. 3. Low cost. sales.
4. Adaptability. 4. Responsiveness. 2. Return on
5. Competitive 5. Innovation. investment.
advantage.
Employs Society Strategic partners

1. Fair treatment. 1. Legal 1. Suppliers

2. Satisfaction/moral compliance. 2. Joint venture
s. 2. Social 3. Banks
3. Empowerment. responsibility. 4. Government.
4. Safety/health. 3. Ethical
5. Flexibility. management
practice.

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4. Concern form

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environment.

Perception: - Perception is a process through which people interpret

and give meaning to an event and environment.
Factors:
1. Attitude
2. Motive
3. Social setting

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 4. Time
5. Interest
6. Experience
7. Expectation
Halo-effect: - drawing a general impression about a person on the
basis of single characteristics.
Stereotyping: - judging a person on the basis of his perception of the
group to which he belongs.

People want advantages from the organization

People provide productivity which is a competitive advantage; people
are becoming very differentiating factor. Organization usually selects
people who are smarter, trained and motivated. On the other hand
people want following competitive advantages from the organization.
1. Employment security.
2. Employee ownership.
3. Selectivity in selecting, high salaries and incentives.
4. Employee empowerment and participation information sharing.
5. Better training for skill development.
6. Carrier development.
7. Ethics in the organization.
Goals of Personal Manager
1. Attract, retain and motivate employees

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2. Direct employee efforts to want goal of the organization.
3. Assist in the development of the strategic.

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4. Provide organization a source of competitive advantage.
Managers
1. Plant manager 10.Administrative 18.Business
2. Technical manager development
manager 11.Distribution manager
3. Product manager 19.Crude product
development 12.Transport manager

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 manager manager 20.Market research
4. Production 13.Commercial manager
manager manager 21.Finance
5. Quality manager 14.Planning manager
6. Quality assure manager 22.Account
7. Warehouse 15.Customer manager
manager service manager 23.Credit manager
8. Personal 16.Marketing
manager manager
9. Regulatory affair 17.Organization
manager development
manager

Human factors in Management

1. Consideration of whole person.
2. People can be motivated.
3. Self-service byers.
4. Halo-effect.
5. Stereo typing.
6. Participatory involvement.
7. Competitive advantage.
HRM problems in Bangladesh

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1. Safety problems.

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2. Salary problems.
3. Further training problem.
4. Human resource problem.
5. Technical problem etc.
What is motivation?
Motivation is a process of directing or channeling the behaviors of the
employees toward task performance.
Importance of Motivation

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 ♦ Motivation is essential because:
– Motivation helps people to achieve goals.
– Gain a positive perspective.
– Create the power to change.
– Build self-steam and capability.
– Manage their personal development.
– Determined individual performance.

Maslow’s theory of needs

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♦ Physiological Needs
– A person’s need for Food, water, air and shelter, sexual
satisfaction and other physical needs
♦ Security Needs
– A person’s needs for Security and protection from physical
and emotional harm.
♦ Belongingness/ social Needs

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 – A person’s need for affection, Friendship, love and a feeling
of belonging.
♦ Esteem Needs
– A person’s need for internal factors such as self-respect,
Feelings of achievement and external factors such as
status, recognition and attention.
♦ Self-Actualization Needs
– A person’s need to become what he or she is capable of
becoming, self-fulfillment, realizing potential, personal
growth.
McClelland’s need theory: - McClelland’s theory sometimes
referred to as the three need theory. Those three needs are given
below-
1. Need for achievement: - A manifest need, that concern
individual issues of excellence, competition, challenging goal,
persistent and overcoming difficulties.
2. Need for power: - A manifest need that concern an individual
need to make an important on others, influence others, change
people or events make a different in life.
3. Need for affiliation: - A manifest needs that concern an
individual need to establish and maintain close & independent
relationship with other people.

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Individual need Vs work preference
Individual need Work preference
High need for achievement 1. Individual responsibility. 8
2. Challenging but goal
achieving.
3. Feed back or performance.
High need for power 1. Leadership.
2. Attention.

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 3. Recognition.
High need for affiliation 1. Interpersonal relationship.
2. Opportunity to communicate.

What is Moral Maturity: - Moral Maturity is the measurement of a

person’s cognitive moral development. Morally mature people behave
an act based on universals ethical principles. On the other hand
morally immature people behave and act based on ego centric
motivation.

Solution of management problems in Bangladesh: -

1. Develop management as a profession.
2. Improving training facilities.
3. Increasing facility for manager.
4. Application of modern management approach.
5. Use of modern technique.
6. Recognition of merit & efficiencies.
7. Ensuring political stability.
8. Improving congenial labor management relationship.

McGregor’s Theory of X and Y

Theory X

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A set of assumptions of how to manage individuals who are motivated
by lower order needs.

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1. Naturally lazy.
2. Lack of ambition.
3. Dislike responsibility.
4. Indifferent to organizational goal.
5. Inherently self-centered.
6. Naturally resistance to change.
7. Dislike work.

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 8. Innocent.
9. People prefer to be directed by other.

Theory Y
A set of assumptions of how to manage individuals who are motivated
by higher order needs.
1. The expenditure of physical effort & mental effort in work natural
as play or rest.
2. People process motivation.
3. Development potential.
4. Capacity for assuming responsibility.
5. Challenging.
6. People will exercise self-direction.
7. Like to do work.

Herzberg’s Two-Factor Theory

♦ Hygiene Factor – work condition related to dissatisfaction
caused by discomfort or pain
– Maintenance factor.
– Contributes to employee’s feeling not dissatisfied.
– Contributes to absence of complaints.
♦ Motivation Factor – work condition related to the satisfaction of
the need for psychological growth

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– Job enrichment.
– Leads to superior performance & effort.

Motivation–Hygiene Theory of Motivation 10

Motivation factors increase job Hygiene factors avoid
satisfaction
job dissatisfaction
• Achievement • Company policy and
administration
• Achievement recognition

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• Work itself • Supervision

• Responsibility • Interpersonal relations

• Advancement • Working conditions

• Growth • Salary

• Fringe Benefit? • Status

• Security

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