BY:- NIRAV G SINDHA 1

MANAGEMENT & INDUSTRIAL ENGINEERING & RELATION WITH OTHER FIELDS

12-Feb-16

Reference :1. Management by Knootz.2. Management by Griffin.3. Management theory and Practices by JS Chandan4. http://www.ilo.org/public/english/dialogue/actemp/downloads/publications/srshrm.pdf5. http://www.careercornerstone.org/pdf/ie/indeng.pdf

BY:- NIRAV G SINDHA

BY:- NIRAV G SINDHA 2

Industrial ManagementIndustrial management composed of two words. >>Industry and>> Management

Industry:• An industry is a group of manufacturers or businesses

that produce a particular kind of goods or services.

• Any general business activity or commercial enterprise that can be isolated from others.

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BY:- NIRAV G SINDHA 3

Levels of Industry:The terms for each level originate from Latin words referring to the numbers one to five.Primary (first) Industry: Primary industries are those that extract or produce raw materials from which useful items can be made. Extraction of raw materials includes mining activities, forestry, and fishing. Agriculture is also considered a primary industry as it produces “raw materials” that require further processing for human use.

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BY:- NIRAV G SINDHA 4

Levels of Industry:• Secondary (second) Industry: Secondary industries are

those that change raw materials into usable products through processing and manufacturing.

>>Bakeries that make flour into bread >>factories that change metals and plastics into vehiclesThey Add value to raw Material.

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BY:- NIRAV G SINDHA 5

Levels of Industry:• Tertiary (third) Industry: Tertiary industries are those

that provide essential services and support to allow other levels of industry to function.

>>service industries, this level includes transportation, finance, utilities, education, retail, housing, medical, and other services. >>Since primary and secondary levels of industry cannot function without these services, they are sometimes referred to as “spin-off” industries.(*spin off =with the use of previous or old)

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BY:- NIRAV G SINDHA 6

Levels of Industry:• Quaternary (fourth) Industry: Quaternary industries are

those for the creation and transfer of information, including research and training. Often called information industries, this level has seen dramatic growth as a result of advancements in technology and electronic display and transmission of information.(e.g.,IT COMPANIES)

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BY:- NIRAV G SINDHA 7

Levels of Industry:• Quinary (fifth) Industry: Quinary industries are those

that control the industrial and government decision-making processes.

>> includes industry executives and management and bureaucrats and elected officials in government. Policies and laws are made and implemented at this level.

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BY:- NIRAV G SINDHA 8

MANAGEMENT• Management is the process where one or more persons

coordinate the activities of other persons to achieve certain results.

• Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

In order to perform managerial functions the management needs accurate and factual information which is provided by office.Office: Office refers to the work center where all the managerial functions including clerical works are performed. It is the nerve center of the entire organization.

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BY:- NIRAV G SINDHA 9

MANAGEMENT

• Office helps in performing managerial functions of planning, organizing, coordinating, directing and controlling.

• Office is a memory center. It is a store room of all business/service information in the same way as human brain stores all information and uses it when required.

• Office is a channel of communication within the organization and to the outside world.

An office manager is an employee charged with the general administrative responsibilities of any given office of a corporation.

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BY:- NIRAV G SINDHA 10

Functions of ManagementThere are five primary functions of management. These are: Planning, Organizing, Staffing, Directing, Controlling. The controlling function comprises of co-coordinating, reporting and budgeting, and hence Luther Guelick coined a word ‘POSDCORB’, which generally represents the initials of these seven functions.Planning: It involves defining an organization’s goals, establishing an overall strategy for achieving these goals, and developing comprehensive hierarchy of plans to integrate and coordinate activities. Decision-making is a part of planning which involves selecting a course of action from a set of alternatives. Therefore planning is the act of deciding in advance what to do in the future.

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BY:- NIRAV G SINDHA 1112-Feb-16

BY:- NIRAV G SINDHA 12

Functions of management• Organizing: It includes determining what tasks are to be

done, who is to do them, how the tasks are to be grouped, who reports to whom, and at what level decisions are made. Specifically, organizing involves determining how activities and resources are to be grouped.

• Directing: The basic function office management is motivating, commanding, leading and activating people. The willing and effective cooperation of employees for the attainment of organizational goals is possible through proper direction. This direction is important managerial function in that it helps in building sound industrial and human relations besides securing employee contribution.

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BY:- NIRAV G SINDHA 13

Functions of management• Controlling: To ensure the things are going, as they

should, management must monitor the organization’s performance. Actual performance must be compared with the prescribed goals. The process of monitoring, comparing, and correcting is what we mean by controlling function.

• Staffing: Staffing is the function of hiring and retaining a suitable work force for the enterprise both managerial as well as non-managerial levels. It involves the processing of recruiting, training, developing, compensating and evaluating employees and maintaining the workforce with proper incentives and motivations.

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BY:- NIRAV G SINDHA 14

Functions of management• Coordinating: In an organization there are varieties of activities

having different natures. If these activities performs independently than the common goal could not be achieved. Therefore to unite these different activities to achieve the common goal coordination becomes very essential. Coordination helps to integrate the activities together to achieve the common goal through effective communication and support.

• Reporting: Reports are the written statements of the office activities which are submitted to the supervisor by their subordinates. The managers are responsible for keeping track of these activities and preparing the report.

• Budgeting: Budgets are the estimates of expected expenses and income which are expressed in the monetary terms. When the manager of the office involves in planning the expenses and income of the organization, he is said to be involved in budgeting.

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BY:- NIRAV G SINDHA 15

Managerial SkillsManagers need a number of skills if they are to succeed. The most fundamental management skills are technical, Human, Conceptual, Design and time management skill.• Technical skill: Technical skills are the skills necessary to accomplish or

understand the specific kind of work being done in an organization. Project engineers, physicians, and accountants all have the technical skills. They get this skill from education and experience. Technical skills are especially important for first line managers. (Mechanics work with tools, so their supervisor should have the ability to teach them how to use the tools)

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BY:- NIRAV G SINDHA 16

Managerial Skills• Human Skill: For obvious reasons the manger needs the

interpersonal skills- the ability to communicate with, understand, and motivate individuals and groups. A manager must be able to work with subordinates, peers, and those at top level also. They should also be able to work with suppliers, creditors, customers, investors and other outsiders.

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BY:- NIRAV G SINDHA 17

Managerial Skills• Conceptual skills: Conceptual skills depend on the

manger’s ability to think in the abstract. Managers need the mental capacity to understand the overall workings of organization and its environment, to grasp how all the parts of the organizations fit together, and to view the organization in holistic manner.

• Design Skill: Managers must have the valuable skill of being able to design a workable situation to the problem in the light of the realities they face. Design skill is the ability to solve problems in ways that will benefit the enterprise.

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BY:- NIRAV G SINDHA 18

Managerial Skills12-Feb-16

BY:- NIRAV G SINDHA 19

Thank You

12-Feb-16