MANAGEMENT
 According to Henri Fayol “Management is to
forecast, to plan, to organize, to command, to
coordinate and control activities of others.”
 The process of planning, organizing, leading and
controlling activities in a systematic way in order
to achieve a common goal
4 PRINCIPLES OF MANAGEMENT (POLC)
Planning –it requires that managers be aware of
environmental conditions facing their organization and
forecast future conditions.
Organizing - involves developing an organizational structure
and allocating human resources to ensure the
accomplishment of objectives.
Leading - involves the social and informal sources of influence
that you use to inspire action taken by others.
Controlling - involves ensuring that performance does not
deviate from standards
3STEPS OF CONTROLLING (ECT) -Establishing performance
standards, Comparing actual performance against standards,
Taking corrective action when necessary
5 FUNCTIONS OF MANAGEMENT (PODSC)
PLANNING – it involves the forecasting of future problem and
selecting the proper course of action to solve the problem.
ORGANIZING – it involves the division and subdivision of
activities into the department , section and job as well as the
integration of activities of an organization .
DIRECTING– it is concerned with guiding the people at work
for securing their cooperation in the execution of work.
STAFFING- this function of management is also related with
human resources .
CONTROLLING – it is concerned with measuring and
comparing the operating results with plan and take corrective
action if any deviation occur.
3 FEATURES OF MANAGEMENT is (GGC)
GOAL ORIENTED - the success of any management activity is
assessed by its achievement of the predetermined goals.
GROUP ACTIVITY - is very much less concerned with
individual’s efforts. It is more concerned with groups.
CONTINUOUS - management is an ongoing process and
involves continuous handling of problems and issues
NATURES AND PRINCIPLES OF MANAGEMENT (UCSCCPC)
UNIVERSAL APPLICABILITY – (universal in nature) refers to
that truth which is equally applicable in all spheres (both
business and non-business).
CONTINGENT - are not fixed or permanent.
SOCIAL PROCESS - management essentially involves
managing people organized in work groups
(Retaining, Developing, Motivating people at work, as well as
Taking care of their satisfaction as social beings.)
COORDINATING FORCE - management reconciles the
individual goals with the organizational goals and integrates
human and physical resources.
CREATIVE ORGAN - management creates active effect by
producing results which are more than the sum of person
efforts of the group members.
PURPOSEFUL - management is usually aimed toward
achieving organization goals and purpose
COMPOSITE PROCESS - management can’t be undertaken
consecutive, freelance of every different. Therefore, the
entire method is integrative and performed in a very network
fashion.
Management DISCIPLINE (MDDDTSW)
MANAGEMENT AS A DISCIPLINE - refers to that branch of
knowledge which is connected to study of principles &
practices of basic administration
DISCIPLINE - ensures individuals maintain silence
at workplace and work as a single unit with their team
members to achieve organization goals and objectives. It
motivates them to respect their organization.
DISCIPLINARY ACTION - may be in the form of written
warning, suspension, reduction in pay, demotion or
termination.
DEMOTION - involves reassigning an employee to a
lower-paying position
-This option is typically invoked for a worker
who hasn't improved his performance, but might
function successfully in a different role.
TERMINATION - comes into play for continuing behavioral
problems or outright misconduct, such as theft of company
funds.
SUSPENSION - The letter outlines the suspension's length,
when the employee may return to work, what's needed to
correct the problem, and the consequences of not making
the required changes.
WRITTEN REPRIMAND - is appropriate when the employee
ignores a verbal warning about his behavior.
 Management as a SCIENCE & an ART
MANAGEMENT IS AN ART AS WELL AS SCIENCE
- It contains a systematic body of theoretical knowledge and
it also involves the practical application of such knowledge.
- It is called an art because managing requires certain skills
which are personal possessions of managers.
Management as an ART (PGE)
Practical Knowledge - Knowledge refers to possession of
facts and techniques of a particular field.
-In art, more emphasis is given on
acquiring knowledge through practical experience.
Goal-Oriented - Every art is result oriented as it seeks to
achieve concrete results.
Emphasis on Creativity - Art puts emphasis on creativity
through which new things or ways of working are created.
Management as SCIENCE (PUE)
Principles Based on Experimentation - In science, principles
are evolved on the basis of experiments conducted in
laboratories. In management, management principles are
based on personal observations and experiences.
Universally acceptance principles - management also
contains some fundamental principles which can be applied
universally like the Principle of Unity of Command and
Scientific principles
Experimentation & Observation - Scientific principles are
derived through scientific investigation & researching i.e. they
are based on logic. E.g. the principle that earth goes round
the sun has been scientifically proved. Management
principles are also based on scientific enquiry & observation
.E.g. it is observed that fair remuneration to personal helps in
creating a satisfied work force.
MANAGEMENT:
 is an art of getting things done through others by
directing their efforts towards achievement of pre-
determined goals.
 is a doing function because managers get work done
under their supervision.
 decides who should as it & how should he dot it.
 decisions are influenced by the values, opinions,
beliefs & decisions of the managers.
 Management is a middle level activity: management
consist of a group of managerial persons who
leverage their specialist skills to fulfill the objectives
of an organization
 used by business enterprises .
 deals with the employees
 technical abilities and human relation management
abilities are crucial.
ADMINISTRATION:
• concerned with formulation of broad objectives,
plans & policies.
• is a thinking function because plans & policies are
determined under it.
• decides what is to be done & when it is to be done.
• influenced by public opinion, government policies,
religious organizations, customs etc.
• is the top level: if one were decide the status , one
would find that consist of owners who invest the
capital and receive profits from an organization
• mainly found in government, military,religious and
educational organizations.
• must incorporate both leadership and vision
• Administration usually handles the business aspects
such as finance .it may be defined as a system of
efficiently organizing people and resources.
MANAGEMENT SKILLS: - are essential skills in order to get
people together to accomplish desired objectives.
MOST ESSENTIAL SKILL: (DPT)
Decision-making skills - A lot of situations will require quick
decisions to be made by the manager without neglecting to
analyze the whole situation and the possible consequences of
his actions.
Problem-solving skills - the manager needs to solve
upcoming problems and obstacles quickly to ensure a smooth
workflow in general.
Time management skills - Another essential management
skill is the ability to manage time.
SOFT SKILLS: (CLTC)
Communication management skills - essential part when it
comes to the communication of objectives and the
distribution of tasks.
Leadership management skills - requires from the manager
to guide his team-members to any given objectives and help
them with the completion of the distributed tasks.
Team building -The team building process requires from the
manager to implement the team spirit in all of the team
members.
Conflict management skills - In order to grant a smooth
workflow, the manager will have to solve all kinds of different
conflicts between his team members.
 MANAGERIAL SKILL ACCORDING TO
PROF. ROBERT KATZ (CHT)
Conceptual Skills
-according to Prof. Robert Katz , mostly required by the top-
level management because they spend more time in planning
,organizing , problem-solving.

-The ability to visualize the organization as a whole. It

includes analytical ,creative and initiative skill.

Human Relations Skill

–are also called Interpersonal Skills it helps the manager to
understand, lead, develop team spirit, communicate, work
with others and required by all levels of management.

-The ability to work with people.

Technical Skills
- help the managers to use different machine and tools. It
helps them to use various procedures and techniques.
-The ability to perform the given job.

2 TYPES OF SKILL

Soft skills are the personal attributes, personality traits,

inherent social cues, and communication abilities needed for
success on the job and also characterize how a person
interacts in his or her relationships with others.

Hard skills are skills you can gain through education, training
programs, certifications, and on-the-job training.