101 GC : Fundamentals of Management

Unit No-I
Introduction to Management

Dr. S.P. Ghodake

Asst Professor, MBA, SCOE.
 101 GC : Fundamentals of Management

2 Content
 Basic Concepts: Manager, Managing, Workplace, Organization, Management
Functions, Scope, Management evolution, Mintzberg’s Managerial Roles,
 The Universality of Management, Approaches to Management - Early Management,
Classical Approach, Behavioural Approach,
 Quantitative Approach, Contemporary Approaches.
 Managerial Competencies: Communication, team work, planning and administrative,
strategic and global competencies;
 Managerial Skills;
 How Is the Manager’s Job Changing?
 Importance of Customers to the Manager’s Job,
 Importance of Innovation to the Manager’s Job,
 Importance of Sustainability to the Manager’s Job.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Basic Concepts:
Manager,
Managing,
Workplace,
Organization,
Management Functions,
Scope,
Management evolution,
Mintzberg’s Managerial Roles,

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

4 Manager
 Henri Fayol: Fayol, a classical management theorist, defined a
manager as someone who plans, organizes, leads, coordinates,
and controls resources to achieve organizational objectives.
 Peter Drucker: Drucker, a modern management theorist, described
a manager as someone who has the responsibility to set objectives,
organize, motivate and communicate, measure performance, and
develop people. He emphasized that management is about making
people capable of joint performance.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

5 Manager
 Mary Parker Follett: Follett, known for her contributions to human relations and
management, defined a manager as someone who gets things done through people.
She highlighted the importance of collaboration and teamwork in management.
 Henry Mintzberg: Mintzberg viewed a manager as someone who fulfills various
roles, including interpersonal (leader, liaison), informational (monitor, disseminator),
and decisional (entrepreneur, disturbance handler). He emphasized that management
is about dealing with complexity and responding to situations dynamically.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

6 Managing
 "Managing" refers to the
process of overseeing and
coordinating activities within an
organization or a specific area to
achieve defined objectives. It
involves planning, organizing,
leading, and controlling
resources, including people,
finances, and information, to
ensure that tasks are completed
efficiently and effectively.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Key Aspects of Managing:
 Planning: Setting goals, defining strategies to achieve those goals, and developing plans to integrate and
coordinate activities.
 Organizing: Arranging resources (such as personnel, finances, and materials) and tasks to align with the
plan. This includes structuring the organization, delegating responsibilities, and establishing workflows.
 Leading: Directing and motivating people to achieve organizational goals. This involves communication,
leadership, decision-making, and managing relationships within the team or organization.
 Controlling: Monitoring and evaluating the progress toward goals, and making adjustments as necessary.
This includes setting performance standards, measuring actual performance, and taking corrective actions
if needed.
 Coordinating: Ensuring that various activities and departments within the organization work together
smoothly and efficiently, avoiding duplication of efforts and resolving conflicts.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Workplace

 The workplace refers to the physical

or virtual environment where
employees perform their job duties.
It encompasses the space, tools,
culture, and atmosphere that
influence how work is done.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

9 Key Aspects of a Workplace:

1. Physical Environment: This includes the office layout, furniture, equipment, lighting, and other
physical elements that impact employee productivity and well-being. In remote or hybrid settings, it
could also refer to home offices or co-working spaces.
2. Work Culture: The shared values, beliefs, and behaviors that characterize how employees interact with
each other and approach their work. A positive work culture can lead to higher job satisfaction, better
teamwork, and increased productivity.
3. Workplace Safety: Ensuring that the physical environment is safe and free from hazards, and that
employees have the necessary training and resources to perform their jobs safely.
4. Employee Engagement: The level of commitment and motivation that employees feel toward their
work and the organization. Engaged employees are more likely to be productive and loyal to the
company.
5. Communication: Effective communication within the workplace is essential for collaboration,
problem-solving, and maintaining a positive work environment. This includes both formal channels
(like meetings and emails) and informal interactions.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Organization
 An organization is a structured
group of people working
together to achieve common
goals. It can refer to a business,
non-profit, government entity, or
any other group formed for a
specific purpose.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

11 Key Aspects of an Organization:

1. Structure: The way an organization is arranged, including its hierarchy, departments, roles, and
responsibilities. Common structures include hierarchical (traditional), flat (less hierarchical), and matrix
(cross-functional teams).
2. Mission and Vision: The purpose of the organization (mission) and the long-term goals it aims to achieve
(vision). These guide decision-making and strategic planning.
3. Culture: The collective norms, values, and behaviors that define how work is done within the organization.
Organizational culture can greatly impact employee satisfaction and organizational effectiveness.
4. Management: The process of planning, organizing, leading, and controlling resources to achieve the
organization’s goals. This includes managing people, finances, information, and other resources.
5. Processes: The series of actions or steps taken to achieve a particular outcome. Effective processes help
streamline operations, reduce waste, and improve efficiency.
6. Resources: The assets available to the organization, including human resources (employees), financial
resources (budget), and physical resources (equipment, facilities).

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Management Functions
 Management functions refer to the core activities that managers perform to
achieve organizational goals. These are often grouped into four or five key
functions:
1. Planning:
1. Definition: The process of setting objectives and determining the best course of action to achieve
them.
2. Activities: Setting goals, forecasting future conditions, analyzing different courses of action, and
making decisions.
2. Organizing:
1. Definition: Arranging resources and tasks in a way that maximizes efficiency and effectiveness.
2. Activities: Defining roles and responsibilities, establishing a hierarchy, allocating resources, and
coordinating activities.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Management Functions
3. Leading (or Directing):
1. Definition: Influencing and motivating employees to work towards organizational goals.
2. Activities: Communicating, motivating, guiding, and leading teams, resolving conflicts, and
managing interpersonal relations.
4. Controlling:
1. Definition: Monitoring and evaluating the progress towards goals and making adjustments as
needed.
2. Activities: Setting performance standards, measuring actual performance, comparing it against
standards, and taking corrective action.
5. Staffing (sometimes included as a separate function):
1. Definition: Ensuring the organization has the right people in the right roles.
2. Activities: Recruitment, selection, training, development, and managing employee relations.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Scope of Management
The scope of management refers to the areas where
management principles and practices are applied

Functional Areas
Levels of Management
Management Across Sectors

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Functional Areas:
1. Operations Management: Managing production processes and ensuring efficient
operations.
2. Human Resource Management: Managing people-related functions like recruitment,
training, performance management, and employee relations.
3. Financial Management: Managing the financial resources, including budgeting,
accounting, and financial planning.
4. Marketing Management: Managing the marketing activities, including market research,
advertising, sales, and customer service.
5. Strategic Management: Setting long-term goals and formulating strategies to achieve them.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Levels of Management:
1. Top-Level Management: Involves strategic planning and decision-making (e.g., CEOs, Presidents).
2. Middle-Level Management: Includes departmental or divisional heads who implement the strategies set
by top management.
3. Lower-Level Management: Focuses on day-to-day operations and direct supervision of employees (e.g.,
supervisors, team leaders).

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Management Across
Sectors:
1. Corporate Management: Managing a business enterprise to achieve profit and
growth.
2. Public Management: Managing government or public sector organizations.
3. Non-Profit Management: Managing non-profit organizations to achieve social,
cultural, or environmental objectives.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Mintzberg’s Managerial
Roles
Henry Mintzberg identified ten roles that managers typically
perform, categorized into three groups.
1.Interpersonal Roles:
2.Informational Roles:
3.Decisional Roles:

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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1. Interpersonal Roles:

1. Figurehead: Performing ceremonial and symbolic duties as the organization's

representative.
2. Leader: Directing and motivating employees, fostering positive relationships,
and ensuring team performance.
3. Liaison: Networking and coordinating with external parties and other
departments within the organization.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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2. Informational Roles:

1. Monitor: Collecting and analyzing information from both internal and external
sources.
2. Disseminator: Communicating information to subordinates and other members
of the organization.
3. Spokesperson: Representing the organization to outsiders, such as in meetings
or public events.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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3. Decisional Roles:
1. Entrepreneur: Initiating and managing change and innovation within the
organization.
2. Disturbance Handler: Addressing conflicts and crises that arise within the
organization.
3. Resource Allocator: Deciding where to allocate resources, such as time, money,
and personnel.
4. Negotiator: Engaging in negotiations on behalf of the organization, whether
with external entities or within the organization.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

22 Evolution of Management
1.Classical Management Theories:
2.Human Relations Movement:
3.Behavioral Management Theories:
4.Contemporary Management Theories:
5.Modern Trends:

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

23 1. Classical Management Theories:

1. Scientific Management (Frederick Taylor): Focused on improving efficiency

through standardization, time-and-motion studies, and division of labor.
2. Administrative Management (Henri Fayol): Emphasized the importance of
management principles like planning, organizing, leading, and controlling.
3. Bureaucratic Management (Max Weber): Advocated for a formalized and
hierarchical organizational structure governed by rules and procedures.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

24 2. Human Relations Movement:

1. Elton Mayo: Highlighted the importance of social factors and

employee well-being, as seen in the Hawthorne Studies.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

25 3. Behavioral Management Theories:

1. Abraham Maslow: Introduced the hierarchy of needs, emphasizing

the importance of fulfilling employees' psychological and self-
fulfillment needs.
2. Douglas McGregor: Proposed Theory X and Theory Y, contrasting
different assumptions about employee motivation.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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26 4. Contemporary Management
Theories:

1. Systems Theory: Views the organization as an open system interacting with its
environment.
2. Contingency Theory: Suggests that management practices should be tailored to
the specific circumstances of each situation.
3. Total Quality Management (TQM): Focuses on continuous improvement,
customer satisfaction, and quality control.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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5. Modern Trends:
1. Agile Management: Emphasizes flexibility, collaboration, and rapid
response to change, particularly in project management and software
development.
2. Sustainability and Corporate Social Responsibility (CSR):
Focuses on ethical management practices and long-term
environmental and social sustainability.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Features of Management

1. Management is Goal-Oriented
2. Management integrates Human, Physical and Financial Resources
3. Management is Continuous
4. Management is all Pervasive
5. Management is a Group Activity

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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APPROACHES TO Management
Early Management
Classical Approach
Behavioural Approach
Quantitative Approach
Contemporary Approaches
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Early Management
• Before formal management theories emerged, organizations were often managed based on
personal experience, tradition, or informal rules. Early management practices were not
systematized but laid the foundation for future approaches
• Adam Smith (1776): Advocated for the division of labor in his work The Wealth of Nations,
arguing that specialized tasks could lead to increased productivity.
• Robert Owen (1771–1858): An early advocate of improving worker conditions, believing that
healthier, happier workers would lead to greater efficiency.
• Charles Babbage (1791–1871): Proposed applying mathematical and engineering principles to
management, particularly in manufacturing.
 Main Features:
• Focus on improving efficiency through experience and observation.
• Limited use of scientific analysis or formal principles.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Classical Approach
 The Classical Approach to management emerged during the Industrial Revolution as businesses
expanded and became more complex. It focuses on improving organizational efficiency through
structure, rules, and hierarchy.
 a) Scientific Management (Frederick Taylor)
• Emphasizes optimizing work processes through scientific study of tasks.
• Time-and-motion studies, standardization, and division of labor are key techniques.
• Aims to improve worker productivity by determining the "one best way" to perform a task.

 b) Administrative Theory (Henri Fayol)

• Focuses on top management and the broader organization, not just the worker level.
• Fayol proposed 14 principles of management, such as division of work, unity of command, and
centralization.
• Identified the five primary functions of management: planning, organizing, commanding,
coordinating, and controlling.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Classical Approach
c) Bureaucratic Management (Max Weber)
• Advocates for an ideal organizational structure built on clear rules, defined hierarchies,
and impersonal relationships.
• Emphasizes formalization, standardized procedures, and merit-based advancement.

Main Features:
• Strong emphasis on structure, formal authority, efficiency, and productivity.
• Management processes are systematic and rational.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Behavioural Approach
 The Behavioral Approach, also known as the Human Relations Approach,
developed as a reaction to the limitations of the Classical Approach, especially
its failure to consider the human side of management.
 a) Hawthorne Studies (Elton Mayo)
• Conducted at the Western Electric Hawthorne Works in the 1920s and 1930s.
• The studies concluded that worker productivity was influenced by social factors
and group dynamics, not just physical conditions or financial incentives.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Behavioural Approach
 b) Maslow’s Hierarchy of Needs
• Abraham Maslow’s theory suggests that humans are motivated by a hierarchy of needs, from
basic physiological needs to higher-level self-actualization.
• Managers should understand and address these needs to motivate employees effectively.
 c) Douglas McGregor’s Theory X and Theory Y
• Theory X assumes workers are inherently lazy and require strict supervision.
• Theory Y posits that employees are self-motivated and thrive under responsibility and creativity.
 Main Features:
• Focus on human behavior, motivation, leadership, group dynamics, and communication.
• Workers are viewed as social beings who seek more than financial rewards, such as job satisfaction and
fulfillment.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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Quantitative Approach
 The Quantitative Approach involves the application of quantitative techniques such as
mathematics, statistics, and computer models to management decision-making. It emerged during
and after World War II when organizations began to deal with complex logistical challenges.
 a) Operations Research
• Uses advanced statistical methods, linear programming, and simulation to solve problems related to
resource allocation, production scheduling, and inventory control.
 b) Management Science
• Focuses on developing models and algorithms for decision-making, especially in areas such as
logistics, inventory, and financial management.
 c) Decision Theory
• Quantitative decision-making models help managers choose the best course of action based on
various criteria, such as cost, time, or risk.
 Main Features:
• Heavy reliance on quantitative data, models, and simulations to improve decision-making.
• Focus on efficiency and optimization in operations, finance, and production.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

36 Contemporary Approaches.
 Contemporary approaches are more holistic and flexible, addressing the
complexities of modern management environments. These approaches
incorporate ideas from earlier theories but emphasize adaptability, external
influences, and the human dimension of management.
 a) Systems Theory
• An organization is viewed as a system with interrelated parts working together to
achieve common goals.
• Emphasizes the importance of feedback loops and how changes in one part of the
system affect the others.
• Recognizes the importance of both the internal and external environments in
shaping organizational effectiveness.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

37 Contemporary Approaches.
b) Contingency Theory
• Rejects the notion of "one best way" to manage.
• Proposes that the best management style or organizational structure
depends on the situation or external environment.
• Managers must adapt their approach based on factors such as the task,
workforce, technology, and competitive landscape.
c) Total Quality Management (TQM)
• Focuses on continuous improvement in all areas of an organization,
aiming for long-term success through customer satisfaction.
• Relies on employee involvement, data-driven decision-making, and a
focus on quality at every level.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
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38 Contemporary Approaches.
d) Learning Organization (Peter Senge)
• Advocates for organizations that can adapt and evolve through
continuous learning.
• Encourages managers to foster environments where employees
can develop new skills, share knowledge, and adapt to change.

Main Features:
• Emphasizes adaptability, external factors, and innovation.
• Managers are encouraged to think about how the organization
interacts with its environment and how to respond to changes.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

39 Managerial Competencies:

Communication.
Team Work.
Planning and Administrative.
Strategic and Global Competencies.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

40 Managerial Competencies:

Key managerial competencies include

communication, emotional intelligence,
and strategic thinking.

These skills enable leaders to effectively

engage with their teams, understand
diverse perspectives, and navigate complex
challenges in a global context.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

41 Cultural Awareness

• In a global landscape, cultural

awareness is paramount.
• Leaders must understand and
respect cultural differences,
adapting their communication
and management styles to foster
inclusivity and team cohesion
across borders.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

42 Visionary Thinking
• A great leader possesses
visionary thinking.
• They foresee future trends
and challenges, setting a clear
direction for their teams.
• This ability to anticipate and
prepare fosters a proactive
organizational culture.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

43 Visionary Thinking
• A great leader possesses
visionary thinking.
• They foresee future trends
and challenges, setting a clear
direction for their teams.
• This ability to anticipate and
prepare fosters a proactive
organizational culture.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

44 Team work
Teamwork is the collaborative effort of a group of people to achieve a common goal or complete a task
efficiently. It involves shared responsibilities, mutual support, effective communication, and the use of each
individual's strengths to contribute to the success of the team

• Clear Communication: Open and honest communication ensures that everyone is aligned and aware of their
roles and responsibilities.
• Defined Roles: Assigning specific tasks based on individual strengths leads to better efficiency.
• Mutual Respect: Respect for each team member's input and ideas fosters a positive and productive
environment.
• Shared Goals: A unified vision and shared objectives ensure that everyone is working towards the same
purpose.
• Collaboration: Working together, sharing resources, and assisting one another helps the team overcome
challenges.
• Trust: Building trust within the team encourages risk-taking and creativity, as members feel safe to express
themselves.
• Conflict Resolution: Handling disagreements constructively is crucial to maintaining harmony and progress.
• Commitment: Dedication to the team's success is important for sustained effort and motivation.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

45 Planning and Administration

• Planning and Administration is a crucial managerial competency that involves setting goals, organizing
resources, and effectively overseeing tasks and processes to achieve organizational objectives. Managers
with strong planning and administrative skills can anticipate challenges, allocate resources wisely, and
ensure that activities are completed on time and within budget.
1. Goal Setting and Strategic Planning:
Strategic Vision, Objectives and KPIs, Tactical Planning:
2. Resource Management:
Human Resource Allocation, Financial Planning, Time Management.
3. Organizational Skills:
Task Delegation, Workflow Optimization, Technology Utilization:
4. Problem Solving and Decision Making:
Analytical Skills, Critical Thinking, Contingency Planning:
5. Monitoring and Control:
Performance Evaluation, Quality Control, Adaptability
6. Administrative Competencies:
Policy Implementation, Record Keeping, Compliance Management
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

46 Strategic and Global Competencies

• Strategic and Global Competencies refer to a manager’s ability to

think long-term, navigate complex environments, and operate
effectively in a globalized business context.
• These competencies are critical for leaders managing organizations
in today’s interconnected world, where they must align strategy with
global trends, markets, and competition.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

47 Strategic Competencies
Strategic competencies enable managers to set a clear direction for the organization and anticipate future
challenges. These competencies are essential for sustainable growth, innovation, and maintaining a competitive
edge.
1.Vision and Strategic Thinking:
1. Long-Term Vision: Developing a compelling and clear vision for the organization’s future direction.
2. Anticipating Trends: Identifying emerging trends, market shifts, and potential disruptions to adjust
strategies accordingly.
3. Innovation and Creativity: Encouraging innovation by thinking outside the box and finding creative
solutions to complex problems.
2.Analytical Skills and Decision-Making:
1. Data-Driven Decision-Making: Utilizing data analytics and business intelligence to make informed
strategic decisions.
2. Risk Management: Identifying, assessing, and mitigating risks that could hinder strategic objectives.
3. Scenario Planning: Preparing for different future possibilities through contingency and scenario
planning.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

48 Strategic Competencies
1.Competitive Analysis and Market Positioning:
1. Industry Insight: Understanding the competitive landscape and positioning the organization for market leadership.
2. SWOT Analysis: Conducting strengths, weaknesses, opportunities, and threats (SWOT) analysis to guide strategic
planning.
3. Value Creation: Identifying ways to create value for customers and stakeholders while maintaining a competitive
advantage.
2.Resource Allocation:
1. Capital Investment: Making sound decisions about where to invest resources to maximize returns.
2. Prioritization: Balancing multiple initiatives by prioritizing those with the highest strategic value.
3. Operational Efficiency: Ensuring that resources (human, financial, technological) are used efficiently to support
long-term goals.
3.Leadership and Change Management:
1. Inspiring Others: Leading teams towards the strategic vision by motivating and guiding them through change.
2. Change Adaptation: Effectively implementing and managing organizational change initiatives that align with
strategic goals.
3. Stakeholder Engagement: Building relationships with internal and external stakeholders to ensure alignment and
support.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

49 Global Competencies
Global competencies allow managers to function effectively in diverse, multicultural
environments and capitalize on global opportunities. They are essential in managing cross-
border operations, leading international teams, and understanding global markets.
1.Cultural Intelligence (CQ):
1. Cross-Cultural Communication: Navigating language barriers, cultural differences, and communication styles to
build rapport with global teams.
2. Diversity and Inclusion: Promoting diversity in the workplace and fostering an inclusive environment where all
voices are heard.
3. Adaptability: Adjusting leadership style to fit the cultural context, whether leading in Asia, Europe, the Americas,
or other regions.
2.Global Market Awareness:
1. Global Trends and Economics: Understanding international market trends, economic conditions, and geopolitical
factors that influence business operations.
2. Global Supply Chain Management: Managing supply chains that span across multiple countries and regions.
3. Regulatory Compliance: Navigating different legal and regulatory requirements across countries to ensure
compliance in international markets.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

50 Global Competencies
1.Global Leadership:
1. Multinational Team Management: Leading diverse teams across different time zones and cultural backgrounds.
2. International Collaboration: Building partnerships with global stakeholders, including suppliers, customers, and
government entities.
3. Virtual Leadership: Leading remote and global teams through virtual communication tools and ensuring effective
collaboration.
2.Ethical Global Business Practices:
1. Corporate Social Responsibility (CSR): Adopting responsible business practices that consider the environmental
and social impact of operations globally.
2. Ethical Decision-Making: Ensuring that business decisions align with ethical standards and local cultural values.
3. Sustainability: Focusing on long-term sustainability practices that can be adapted to various markets.
3.Global Networking:
1. Building International Relationships: Creating and maintaining networks with key global players such as
investors, partners, and government officials.
2. Global Talent Acquisition: Recruiting and developing talent with international experience and knowledge to build
a globally competitive workforce.
3. Knowledge Sharing: Facilitating the exchange of knowledge and best practices across global teams.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

51 Managerial Skills
• Managers require a combination of technical, human, and conceptual skills to lead
teams, solve problems, and achieve organizational goals. The key managerial skills
include:
• Technical Skills: Expertise in specific areas, such as finance, marketing, or
production, necessary to perform tasks effectively.
• Human Skills: Ability to work with and through people, including communication,
motivation, conflict resolution, and leadership.
• Conceptual Skills: Ability to see the organization as a whole, understand how
different functions relate, and envision how decisions impact the larger system.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

52 How is tHe Manager’s Job CHanging?

In today’s dynamic business environment, a manager's job is evolving due to
various factors:
1. Technology: Digital transformation and AI are reshaping workflows and decision-
making processes, requiring managers to adopt new tech tools.
2. Globalization: Managers must now think globally, managing diverse teams across
borders and adapting to cultural nuances.
3. Remote Work: The rise of flexible work arrangements challenges managers to
maintain productivity, team cohesion, and communication in virtual environments.
4. Agility: Managers need to be more adaptive and responsive to changing market
conditions and customer needs, often through more agile practices.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

53 Importance of Customers to the

Manager’s Job
Customers are at the center of modern managerial roles:
1. Customer-Centric Approach: Managers must understand customer
preferences and deliver value to enhance satisfaction and loyalty.
2. Feedback Loop: Direct engagement with customers helps managers tailor
products/services to meet demands, driving innovation and improving
processes.
3. Retention and Growth: Building long-term relationships with customers
ensures sustainability and business growth.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

54 Importance of Innovation to
tHe Manager’s Job
Innovation is crucial for maintaining competitiveness:
1. Problem-Solving: Managers must foster a culture of creativity to address
new challenges and seize market opportunities.
2. Change Leadership: Managers are responsible for leading innovation-
driven change, ensuring smooth implementation and alignment with strategic
goals.
3. Resource Allocation: Effective managers prioritize innovation by allocating
resources, whether in R&D, training, or new product development.
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

55 Importance of Sustainability to
tHe Manager’s Job
Sustainability is increasingly significant in managerial responsibilities:
1. Environmental Stewardship: Managers must balance business goals with reducing
environmental impacts through sustainable practices.
2. Corporate Social Responsibility (CSR): Emphasizing ethical practices and
community engagement builds a positive reputation and aligns with customer values.
3. Long-Term Strategy: Sustainable practices ensure resource availability and business
continuity over the long term, making sustainability a key aspect of managerial
decision-making.

Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024
 101 GC : Fundamentals of Management

56

Thank You……
Dr. S.P. Ghodake Asst. Prof. MBA, Sanjivani COE, Kopargaon 10/3/2024