Sales Management: Shaping Future Sales Leaders

Objective
Definition of Management
Nature, purpose and scope of management.
Functions of a manager.
An overview of planning, organizing and
controlling.
Is managing a science or art?
Ethics in managing and social responsibility
of managers.
 Management
INPUTS OUTPUTS
Planning Organizing Staffing Directing
 Goods
 Men  Services
 Materials  Profit
 Machinery  Productivity
 Money  Customer
Satisfaction

CONTROLLING

Management is the process involving Planning,

Organizing, Staffing, Directing & Controlling
human efforts to achieve stated objectives in the
organization
Definitions
1. Management is the accomplishment of results through
the efforts of other people. – Lawrence A. Appley

2. Management is the art of getting things done through

and with the people in formally organized groups. – Koontz
H.)

3. Management is a process of planning, organizing,

actuating and controlling to determine and accomplish the
objectives by the use of people and resources. – Terry. G.

4. Management is a process by which managers create,

direct, maintain and operate purposive organizations through
systematic, coordinated, cooperative human effort. – Mc.
Farland.

5. Management is work and as such it has its own skills,

its own tools and its own techniques. – Peter Drucker
Importance of Management

 It helps in Achieving Group Goals

 Optimum Utilization of Resources
 Reduces Costs
 Establishes Sound Organization
 Establishes Equilibrium
 To incorporate Innovations
 Stability in the society
Characteristics/Nature of Management

 Management is dynamic
 Relative, not Absolute Principle
 Management is intangible
 Management is goal oriented
 Management is universal
 Management is a social process
 Management is a group activity
 Management is a Profession
 Management is multidisciplinary
 Management is a science as well as art
Who are effective managers?
1) Have vision, think long-term, set direction
2) Know your limits.
3) Listen first before speaking
4) Be influential & act confidently
5) Be responsive
6) Communicate frequently
7) Are motivating, curious & honest
 Management
◦ process of working with people and resources to
accomplish organizational goals
 effective - achieve organizational goals
 efficient - achieve goals with minimum waste of
resources
Functions of managers
Planning

Controlling
Organizing

Leading Staffing

Decision Directing
 PLANNING
 The management function
that assesses the
management environment to
set future objectives and
map out activities necessary
to achieve those objectives.

 To be effective, the
objectives of individuals,
teams, and management
should be coordinated to
support the firm’s mission.
McGraw-Hill
 ORGANIZING
 The management function
that determines how the
firm’s human, financial,
physical, informational, and
technical resources are
arranged and coordinated to
perform tasks to achieve
desired goals.

 The deployment of resources

to achieve strategic goals.
McGraw-Hill
Staffing Directing

Decision Making
 LEADING
 The management function that
energizes people to contribute
their best individually and in
cooperation with other people.

 This involves:
 Clearly communicating organizational
goals
 Inspiring and motivating employees
 Providing an example for others to follow
 Guiding others
 Creating conditions that encourage
management of diversity

McGraw-Hill
Controlling
 Monitoring performance of people &
units.
 Provision of feedback or information
about progress.
 Identification of performance
problems & actions to correct
problems.
Manager’s Role
Interpersonal
 Figurehead
 Leader
 relationship
Informational
 Monitor
 Spokesperson

Decisional
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator
Skills needed by managers
1
Be flexible
2
Be a good communicator
3
Work for the good of the team
4 Be considered trustworthy

5
Motivate and lead the team
Management Levels

Top-level/Strategic
managers

Middle/Tactical
managers

Frontline/Operational managers

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

 Strategic Managers
The firm’s senior executives with
overall responsibility for the firm.
 Developing the company’s goals
 Focus on long-term issues

 Emphasize the growth and overall

effectiveness of the organization

Concerned primarily with the

interaction between the
organization and its external
environment.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 Tactical Managers
Responsible for translating the
general goals and plans
developed by strategic
managers into specific
objectives and activities.
 Shortertime horizon
 Coordination of resources

These are middle managers

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 Operational Managers
Lower-level managers who supervise
the operations of the organization.

Directly involved with non-

management employees
 Implementing the specific plans
developed with tactical managers.
 This is a critical role to the organization.

 Operational managers are the link

between management and non-
management staff

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
 Management Skills
Management skills
 skill - specific ability that results from knowledge,
information, and aptitude
 technical skill - ability to perform a specialized task that
involves a certain method or process
managers at higher levels rely less on technical skills
 conceptual and decision skills - ability to identify problems,
resolve problems for the benefit of the organization
necessary when considering the overall objectives and strategy
of the organization and the interactions among its different parts
assume greater importance as manager acquires more
responsibility
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
 Management Skills
Management skills (cont.)
 interpersonal and communication skills - ability to work
well with people
increasingly important in today’s organizations
 greater reliance on teams, information sharing, and coaching

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

MANAGEMENT AS A SCIENCE

Meaning :
Science refers to that
systematic body of knowledge
which is acquired on the basis
of observation and experiments
and verification of this
knowledge is possible.
DEFINITION:
“Science is a systematized
body of knowledge which
establishes relationship
between cause and effect.”
-
Keynes
TESTING OF MGT. AS A SCIENCE
Systematized Body of Knowledge
Based on collection of Facts, Analysis &
Experiments
Universal Application
Cause and Effect Relationship
Verification of Validity and Prediction of Results
Possible
problems can be approached using rational, logical,
objective, and systematic ways.
Requires technical, diagnostic, and decision-making
skills and techniques to solve problems
MANAGEMENT AS AN ART
Meaning :

Art refers to the skill to put into

action, a systematic body of
knowledge, for the achievement
of a specific task.
DEFINITION :

“Art is bringing about of a desired

result through application of skill.”

-G.R. Terry
TESTING OF MGT. AS AN ART
Personal Skill
Practical Knowledge
Concrete Result-Oriented Approach
Development Through Practice
Creative Power
 Problems can be solved using a blend of
intuition, experience, instinct, and personal
insights