Download physiological or survival needs

ALPHA COLLEGE OF ENGINEERING AND
TECHNOLOGY
MADE BY GROUP 6
(3RD IT )
Riya – 130510116041
 Sharvil – 130510116042
 Yash – 130510116043
 Sanket – 130510116045
 Saurabh – 130510116046
 Brinda – 130510116047
 Shriya – 130510116048

TYPES OF MANAGER
Top level managers –
Responsible for the performance of all
departments and have cross-departmental
responsibility.
Establish organizational goals and monitor
middle managers
Decide how different departments should
interact
Ultimately responsible for the success or
failure of an organization

Middle level managers –
Supervise first-line managers.
Responsible for finding the best way to
organize human and other resources to
achieve organizational goals
• Middle level manager links top
manager with the first level manager.
• They have to tackle the personal
problems of their own department
concerning selection, training,
promotion, development and transfer of
employee.
•
First level managers –
 It
is down most level in the structure of
management. The worker and
supervisors are include in the lower
level.
 Responsible for daily supervision of the
non-managerial employees who perform
many of the specific activities necessary
to produce goods and services.
 Lower level management represents
actually operating level of management.
MANAGEMENT SKILL
 Conceptual
skills
 Human skills
 Technical skills
Technical skills
−
−
technical skills refer to ability of
person to carry out a specific activity. In
order to do so , one needs to have
knowledge of methods, processes and
procedures.
Job-specific skills required to perform a
particular type of work or occupation at a
high level.
Human skills
The ability to understand, alter, lead, and
control the behavior of other individuals and
groups.
Every executive at any level of
management has to deal with
human being.
 Human skills is executive’s ability
to work effectively as a group
member and to build co-operative
effort within the team he leads.

Conceptual skills
 The
ability to analyze and diagnose
a situation and distinguish
between cause and effect.
 The ability of a person to think and
conceptualize abstract situation.
 It is ability to understand and
coordinate the full range of
corporate objective and activities.
ROLE OF MANAGER
•
•
•
Define “role”
A role is a set of behaviours
associated with a particular job
Manager perform five basic
function planning, organizing,
staffing, leading and
controlling.
Since these function are very
essential for effective
management.
Interpersonal
Informational
Decisional
Figurehead
Monitor
Entrepreneur
Leader
Disseminator
Disturbance
Handler
Liaison
Spokesperson
Resource
Allocator
Negotiator
13
MINTZBERG’S MANAGERIAL ROLES
•
•
Henry Mintzberg studied CEOs at work
and created a scheme to define what
managers do on the job. These are
commonly referred to as Mintzberg’s
managerial roles.
These can be grouped into
three primary headings:
interpersonal, informational
and decisional
INTERPERSONAL
Role
Description
Identifiable Activity
Figurehead
Manager serves as an official
representative of the
organization or unit
Greeting visitors;
signing legal
documents
Leader
Manager guides and motivates
staff and acts as a positive
influence in the workplace
Staffing, training
Liaison
Manager interacts with peers
and with people outside the
organization to gain information
Acknowledging
mail/email; serving on
boards; performing
activities that involve
outsiders
15
INFORMATIONAL
Role
Description
Identifiable Activity
Monitor
Manager receives and
collects information
Reading magazines
and reports;
maintaining personal
contacts
Communication
(Disseminator)
Manager distributes
information within the
organization
Holding meetings;
making phone calls to
relay information;
email/memos
Spokesperson
Manager distributes
information outside the
organization
Holding board
meetings; giving
information to the
media
16
DECISIONAL
Role
Description
Identifiable Activity
Entrepreneur
Manager initiates change
Organizing sessions to
develop new programs;
supervises design of
projects
Disturbance
Handler
Manager decides how conflicts
between subordinates should
be resolved
Steps in when an
employee suddenly
leaves or an important
customer is lost
Resource
Allocator
Manager decides how the
organization will use its
resources
Scheduling; requesting
authorization;
budgeting
Negotiator
Manager decides to negotiate
major contracts with other
organizations or individuals
Participating in union
contract negotiations
or in those with 17
suppliers
ABRAHAM MASLOW (1908-1970)
Humanistic-Existential Paradigm
Self-actualization Theory
MASLOW’S HIERARCHY OF NEEDS
 Self-Actualization
 Esteem
 Love
 Safety
 Physiological
Maslow’s Hierarchy of Needs
MOST NEEDS HAVE TO DO
WITH
SURVIVAL PHYSICALLY AND
PSYCHOLOGICALLY
PHYSIOLOGICAL OR SURVIVAL NEEDS
Maslow’s Hierarchy of Needs
ON THE WHOLE AN INDIVIDUAL
CANNOT SATISFY ANY LEVEL
UNLESS NEEDS BELOW ARE
SATISFIED
SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS
Maslow’s Hierarchy of Needs
LOVE, AFFECTION, AND
BELONGINGNESS NEEDS
SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS
Maslow’s Hierarchy of Needs
ESTEEM NEEDS
LOVE, AFFECTION, AND
BELONGINGNESS NEEDS
SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS
Maslow’s Hierarchy of Needs
NEED
FOR
SELF-
ACTUALIZATION
SELF-ACTUALIZATION MEANS
ACTUALIZING
ONE’S POTENTIAL BECOMING ALL ONE
IS
CAPABLE OF BECOMING
25
14 Principles of Management – Henry Fayol
1. Division of Work: allows for job
specialization. Work
should be divided among individuals and
groups.
2. Authority and Responsibility: Authority
right to
give orders. Responsibility involves being
answerable
Whoever assumes authority assumes
responsibility
26
3. Discipline: Common efforts of
workers. Penalties
4. Unity of Command: Employees
shouldhave only one boss.
5. Unity of Direction: A single plan of action
to guide
the organization.
6. Subordination of individual interests to
the
general interests of organization
7. Remuneration: An equitable uniform payment
system that motivates and contribute to success.
8. Centralization: The degree to which authority
rests
at the top of the organization.
9. Scalar Chain: Chain like authority scale.
10. Order: The arrangement of employees where
they
will be of the most value to the organization.
28
11. Equity: The provision of justice and fair
dealing
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de corps: Harmony, general good
feeling
among employees
The End