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MS-01 (Management Functions and Behaviour)

Role of a Manager: a. b. c. d. Tasks of a professional Manager Responsibilities of a Professional Manager Management Systems and Processes Managerial Skills

Decision Making: a. b. c. d. Organisational Context of Decisions Decision making models Decision making techniques and processes Management by Objectives

Organisational Climate and Change: a. Orgnisational Culture and Managerial Ethos b. Management of Organisational conflicts c. Managing Change Organisation Structure and Process: a. b. c. d. e. Organisation Structure and Design Managerial Communication Planning Process Controlling Delegation and inter-department coordination

Behavioural Dynamics a. Analysing interpersonal relations b. Leadership styles and Influenece process c. Group Dynamics

Unit 5 Organizational context of Decisions Mission : Defined in terms of benefits provided to customers. Mission is defined from the view point of customer. Identifying the perceived benefit sought by customer answers What is our business question. Seeks a balance between present and future and it should neither be too narrow or too broad. It defines the scope of opeartions. Objectives: Action orientation of the mission. They are the basis for work and yard sticks for evaluation. They should be prioritized. They are statements of expected outcomes. Goals: Derived from objectives and are intermediate time-bound targets. They are expressed in qualitative or quantitative terms. They got 4 components (a) Derive from objectives (b) Standard for measuring progress and performance (c) Target to be achieved (d) Time line. Strategy: The path of action choosen to achieve objectives. Outward directed and concentrated on finding right match between environment and firms objectives. It has got 5 components (a)Product / market scope (b) Growth Vector (c) Competitive advantage (d) Distinctive competence (e) Synergy. Strategy formulation steps (a) External-Internal Analysis (b) Generate strategy alternatives (c) Evaluating strategy alternatives (d) Choosing one of the alternative Policies: The guidelines laid down for recurring decisions. Affect implementation of strategy and achievement of objective. They are derived from the strategy design. They are inward directed and concentrate on providing right infrastructural support to achieve the objectives. They concentrate on utilizing resources to the best in achieving the mission. Policy formulation steps (a) evolve from past experience (b) Must change in need (c) Flexible (d) Implemented only when fully accepted (e) should not be too many. Need for policy (a) To ensure consistency (b) compatibility of individual decisions with mission an strategy (c) facilitate delegation of work and authority (d) avoid adhoc and arbitrary decisions Programs: Relate to activities. They organize and schedule repetitive activities. Must be derived from Policy Procedures: The method and sequence for performing an activity. They help in implementation of a program. Procedure formulation steps (a) evolve from past experience (b) as precise as possible (c) acceptance from the people supposed to use them (d) should be for only critical activities

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