UNIT 1: MANAGEMENT

MANAGEMENT
Defined as the attainment of organizational goals in an effective and efficient manner by planning,
organizing, leading and controlling organizational resources
e.g.
LEADERSHIP PERSEVERE THROUGH REJECTIONS
After Ford Motor rejected buying TATA company after the failure of TATA Indica, he didn’t waste his
time thinking about his defeat. Instead, he used it as a fuel to motivate himself.
He worked hard and finally took TATA Motors to great heights.
Later when Ford was facing huge losses; he bought their two brands: Jaguar and Land Rover
More lessons:
Mind the Mind
Always see the bigger picture
Be compassionate and give back to the society
Take firm decisions and act on them

FUNCTIONS OF MANAGEMNET
• Planning- A process that includes defining goals, establishing strategy, and developing plans to
coordinate activities.
• Organizing- Determining what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
• Staffing- Staffing is the process of hiring eligible candidates in the organization or company for
specific positions. In management, the meaning of staffing is an operation of recruiting the
employees by evaluating their skills, knowledge and then offering them specific job roles accordingly.
• Leading- A function that includes motivating employees, directing others, selecting the most
effective communication channels, and resolving conflicts.
• Controlling- Monitoring activities to ensure they are being accomplished as planned and
correcting any significant deviations.
• Coordinating- Co-ordination is the unification, integration, synchronization of the efforts of
group members so as to provide unity of action in the pursuit of common goals. It is a hidden
force which binds all the other functions of management.

MANAGEMENT SKILLS
 Conceptual Skills:
It is the cognitive ability to see the organization as a whole system and the relationships among its
parts. Managers must have the mental ability to analyze and diagnose complex situations. These tasks
require conceptual skills
 Human Skills:
It is the manager’s ability to work with and through other people and to work effectively as a group
member. The ability to understand, communicate with, motivate, and support other people, both
individually and in groups, defines human skills
 Technical Skills:
It is the understanding of and proficiency in the performance of specific tasks. Technical skills
encompass the ability to apply specialized knowledge or expertise. When you think of the skills of
professionals such as civil engineers or oral surgeons, you typically focus on the technical skills they have
learned through extensive formal education.
MANAGERIAL ROLES
A role is a set of expectations with respect to conduct
Managers at every level perform ten roles:
1. Interpersonal Roles- All managers are required to perform duties that are ceremonial and
symbolic in nature.
 Leader- This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance and
responsibilities of everyone in the group.
 Liaison- Managers must communicate with internal and external contacts. You need to
be able to network effectively on behalf of your organization.
 Figurehead- As a manager, you have social, ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People look up to you as a person with authority,
and as a figurehead.
2. Informational
 Monitor- In this role, you regularly seek out information related to your organization
and industry, looking for relevant changes in the environment. You also monitor your
team, in terms of both their productivity, and their well-being.
 Share Information/Disseminator- This is where you communicate potentially useful
information to your colleagues and your team.
 Spokesperson- Managers represent and speak for their organization. In this role, you're
responsible for transmitting information about your organization and its goals to the
people outside it.
3. Decisional
 Initiative- As a manager, you create and control change within the organization. This
means solving problems, generating new ideas, and implementing them.
 Handle disagreement/Disturbance Handler- When an organization or team hits an
unexpected roadblock, it's the manager who must take charge. You also need to help
mediate disputes within it.
 Resource Allocation- You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning staff and other
organizational resources.
 Negotiate- You may be needed to take part in, and direct, important negotiations within
your team, department, or organization.

EVOLUTION OF MANAGEMENT THOUGHT