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5 C¶s of
Management
process

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 Management Process
‡ Business of Management
Vs
‡ Management of Business
 j at is a process ?
‡ Process is t e way and means to ac ieving a
result
‡ Processes can be man-made or natural but
cannot defy t e laws of cosmos/nature.
‡ Process is generally inter-related wit ot er
processes or entities(means)
 j at is management?
‡ A process of designing and maintaining an
environment in w ic individuals working
toget er in groups efficiently accomplis
selected aims ± Koontz
 j at is planning?
‡ A dynamic and recorded uman process
using intelligence and resources for a
purpose(result) by considering or finding
answers to difficulties, factors and c ange.
Planning is universal and all pervasive; it is t e first p ase
of any management cycle. T e efficiency and
effectiveness of a plan is seen in its implementation
facilitated by controls. Plans wit out controls tend to go
out of stream or direction and t e c ances of success can
be distorted or even diverted. T erefore we may state t at
planning and control are two sides of t e same coin. .

Strategic

Tactical

Operational
 Management Process modules
‡ Nature of ‡ Process of
Organization & Management ±
Management Planning, Organizing,
‡ P ilosop ies & Staffing, Leading,
approac es to foundations and new
management practices insig ts,
‡ Functional aspects of communication &
management control
Management Process modules ±
cont¶d
‡ R

    
± Learning & knowledge management
- Family business
- Internetworking & E-business
- International Management
 Nature of Organization
‡ j y organize?
‡ Organization and System (open and closed)
‡ How to organize?
 Organization as a System
‡ PROCESS

‡ ENTITIES

‡ PROCESS OF ORGANIZATION ± key

questions ?
 Centers of
Resources
Responsibility

Controls
 j y organize?
‡ j en plans can fail?
‡ j en c ange is inevitable?
‡ j en future decisions result in
uncertainties?
‡ j en t ere is insufficient data for decision
making?
‡ j en t ere is no or minimum cooperation?
‡ j en wastage is inevitable?
 How to Organize?
‡ List all work activities and group t em into related
categories
‡ Identify exclusive work and treat t em after taking care
of similar or related categories
‡ Create |  
‡ Design communication & reporting met odologies and
ierarc ies respectively
‡ Allocate resources for t e above
‡ Place Control mec anisms to align wit ot er functions
in t e value c ain
 P ilosop ies of Management
‡ Production
‡ Product
‡ Selling
‡ Marketing
‡ Societal marketing
‡ Quality
‡ Tec nology
 Management Approac es
‡ Classical
‡ Hawt rone experiments
‡ Be avioral
‡ Modern Management
 Management - Functional &
Operational
‡ Planning ‡ Production
‡ Organizing ‡ Personnel & Labor
‡ Staffing ‡ Finance &
‡ Leading Administration
‡ Directing ‡ MIS ± ERP
‡ Controlling ‡ Marketing & Branding
‡ Reporting ‡ Researc &
‡ Coordinating Development
‡ Budget & Auditing ‡ Growt & Quality
assurance
 Communication & Control
‡ j at is control? Levels of control
‡ Controls s own by manager ± AI to GII
‡ Feed-forward, Concurrent and Feedback
‡ Reporting & Budgeting
‡ Financial controls (Ratio analysis)
‡ Centers of Responsibility
‡ Integrating effective communication wit
controls
Human Resources Planning

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 HRM Flow ± HR flow is like riding a bicycle eit er you
keep moving or you fall down..

‡ HRP (forecasting work load & its quality)

‡ Compensation Management
‡ Recruitment & Selection
‡ Orientation, Training & Development
‡ Performance Appraisals
‡ Career Development
‡ Objectives & QjL ± quality of work life
 Organizational Development
È

‡ Involves modification or
improvement
‡ Uses intelligence
‡ Has an individual or
personal touc
‡ Can be applied to a group or
even an organization
‡ Results from experience
wit t e environments
‡ Learning as a purpose
 


‡ Involves accumulation of
information over time
‡ Organizes knowledge
towards set objectives
‡ Involves systematic
approac
‡ Receives and provides
feedback
‡ Capacity to use external
knowledge or ot er learning
 Organizational Structures
‡ Vertical ± Horizontal ‡ Functional
‡ Decentralization ‡ Divisional
‡ Span of Management
( Line, Staff &
Functional relations)
‡ Molecular
‡ Free form ‡ Hybrid
‡ Keiretsu ‡ Matrix
 Process of Production ±
(productivity)
‡ Total productivity = ‡ EOQ or Qe = 2DO / H
goods, services j ere D is annual
(output) / factors of demand, O is ordering
production (inputs) costs and H is
inventory or carrying
‡ E = f( X, Y) costs per year
‡ Size & Locations
‡ Layout
 forecasts

procurements

Plant & mac inery

 

TQM ± Total Quality

Management
3 Ms (avoiding
Muda, Muri, and 2
Mura) 

   
JIT ± Just in time   
Kanban ± use of
signs, sizes and
colors to control
production 
Kaizen ± Japanese
way of continuous
improvement
 Example of a factory process

Quality,
È  Standards and
jare ouse &
Transportation Growt

Milling, Grinding,
Drilling, Tuning,
Regulations Painting, Drying, 

& Policies ..ot er producing
jork..
Administration
Security & &
Maintenance Relations & Control
Recreations,
Labor -welfare
 Finance & Insurance ± w y &
w at?
‡ Risk
‡ Uncertainty ‡ Types of Insurance
‡ Underwriters (property, weat er,
ve icle, travel, t eft,
‡ Fiscal economics
business, ealt ,
(public expense +
natural disaster or
taxation system ±
anyt ing)
direct & indirect)
- Life and Non life
‡ Monetary policies
- Combinations - Riders
‡ Balance of Payments
Insurance is a subject matter of solicitation..
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Domain Nature Intensity

Country, Foreign, market, Political, Environment, Socio-cultural

Process of Management

Leading, Foundations and New

Insig ts
Developing
Competency C ange
(willingness +
ability)
(Knowledge, Skill, Communication
Attitude)

Stages of Moral
Et ics
Development
* Self Principled
* Conventional
*Pre-conventional Self
( Fear, Reward, Expected,
Promised, as per society
and as per Self-will even
If against law or society )
 Internet and E-Business
‡ Networks is t e µarmy of management¶ ±
watc µwarriors of t e net¶
‡ Virtual office
‡ E-commerce
‡ BI ± Business intelligence (Strategy + Tactics)
‡ EB = BI + SCM + CRM + ERP
 Networks
‡ LAN, MAN. jAN
‡ Simplex, Duplex ± LBT & LjT
‡ Topology ± refers to arc itecture connecting
computers or ot er networks (examples are
BUS, RING, STAR ..)
‡ Networking Protocols
 Family Business (employment &
employability)

‡ Farmers ‡ Tradition & Heritage

‡ Traders ‡ Members & Legacy
‡ Industrialists ‡ Internalization
‡ Retailers ‡ Profit earning
‡ Small & medium ‡ Inventions &
entrepreneurs innovations
‡ Cottage industries ‡ Trust and credibility
‡ Specialists ‡ Growt & boundaries
 International Management
V"  |  
‡ j y go abroad? ‡ Organizational culture
‡ Joint ventures Vs ‡ T eory Z
Collaborative ventures ‡ Minimizing competitive risk
‡ Law of comparative ‡ Global Standards
advantage
American Indian Japanese
Art, Science ± Political jill towards
Tec nology, Researc Societal win-wins,
& Development Controlled by legality

R# -

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Leads to future
Sustenance

Environment and
Resources protection, Social, Cultural
Ecological balance Global integration +
Local differentiation
In armony
ã  

Dr. Vijay Kumar Jayaram

Management Consultant & Corporate Trainer
mobile: +91-9381898947 [or] 9444927530
Office direct: 91-44-43588856
www.simerf.org
www.simerf.net
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