Chapter1 Introduction2

See discussions, stats, and author profiles for this publication at: https://www.researchgate.
net/publication/363478310
Introduction to Management
Presentation · September 2022
CITATIONS READS
0 5,345
1 author:
Mrunal Chetanbhai Joshi

B.R.C.M. College of Business Administration
63 PUBLICATIONS 50 CITATIONS
SEE PROFILE
Some of the authors of this publication are also working on these related projects:
Chapter in Book View project
My Lectures Presentation View project
All content following this page was uploaded by Mrunal Chetanbhai Joshi on 12 September 2022.
The user has requested enhancement of the downloaded file.

Chapter 1: Introduction
Dr. Mrunal Joshi
Assistant Professor,
SARVAJANIK UNIVERSITY
Books
Greetings
Syllabus
B.R.C.M. College of Business Administration Dr. Mrunal Joshi

Contents of Chapter 1: Introduction
● Meaning and Definition,

● Approaches to the Study of Management
○ Classical Approach
○ Behavioural Approach
○ System Approach
○ Contingency or Situational Approach
○ Operations Research Approach
○ Information Technology Approach
● Characteristics of Management

● Levels of Management
● Functional Management
● Management Process
● Managerial Roles
● Managerial Skills
● Management Vs. Administration
● Management as a Science or Art
● Management as a Profession
● The Organisational Environment

● Managers’ Responsibility towards Society
● Corporate Social Responsibility: Meaning and Features
● Corporate Governance (only concept)

Meaning and Definition
Production- or Efficiency-oriented Definition:
Taylor has defined, “Management is the art of knowing what you want to do and
then seeing that it is done in the best and cheapest way.”
Decision-oriented Definition:
Stanley Vance defined, “Management is simply the process of decision making

and control over the action of human beings for the expressed purpose of
attaining pre-determined goals.”

People-oriented Definition:
Koontz has defined, “Management is the art of getting things done through and
with people in formally organised groups.”
Function-oriented Definition:
George R. Terry defined, “Management is the process consisting of planning,

organizing, actuating and controlling, performed to determine and accomplish the
objectives by the use of people and resources.”

Earlier Texts on Management (Literature)
The Duties of the Vizier (3500 years old manual) - ancient Egypt - viziers (top
governmental positions) - responsible for efficient management of physical and
human resources, training the younger members
Sun Tzu’s Art of War (ca. 600 BCE) - Chinese classic on military strategies -
formulation of business and organisational strategies - inspiration for managers
Confucius’s Analects or The Sayings of Confucius (ca. 552-479 BCE) - Confucius

- China’s first teacher and great philosopher - value system and order - Work Ethic,
importance of hard work, loyalty and dedication, frugality (economical) and a love
of learning for organisational members.

Chanakya Kautilya’s Arthashastra (332-298 BCE) - the art of managing
government affairs, economic policy and military strategy - administrator should
learn to 1. Look at organisational problems from different perspectives, 2. Think
both holistically and strategically and, lastly 3. Resolve conflicts by engaging
various stakeholders and removing the cause of the conflict.
18th century (1760 to 1820) - Industrial revolution - factories required people with
managerial skills to create demand for the products, to assign task to the workers,
and to direct and coordinate.
Adam Smith’s The Wealth of the Nations (1776) - market and competition should
be the regulators - non-intervention, free enterprise or economic liberalism - public
policy to improve the standard of living

Approaches to the Study of Management
Classical Approach - constant improving organisational efficiency - improve

employee productivity
● Scientific management
● General administration theory
● Bureaucratic management theory

● Scientific management - formal and impersonal - study, understand and
perform managerial activities in scientific and systematic manner - Frederick
Winslow Taylor (1856-1915) - book, Principles of Management, Taylor insists
that there is “one right way” available for performing the job in the most
efficient manner - determined only by experts - scientific management
principles
○ Replacement of the rule of thumb with true science in management
○ Replacement of self-training with scientific training
○ Hearty cooperation between the employer and employees
○ Equal distribution of work and responsibility
Taylor was criticized on the grounds that his approach to management had resulted in the
exploitation of workers, frictions with trade unions, killing of individual initiatives and overemphasis
on work measurement.
Other Contributors - Henry L. Gantt, and Frank and Lillian Gilbreth

● General administration theory -
○ Henri Fayol (1841-1925) - father of modern operational management - developed a holistic view
- book, General and Industrial Management (1916) -
○ classification of activities: (i) technical (e.g., production), (ii) commercial (e.g., production and
selling), (iii) financial (e.g., mobilizing capital), (iv) security (e.g., protection of properties), (v)
accounting (e.g., gathering and dissemination of financial information) and (vi) managerial (e.g.,
planning and organizing). -
○ focussed on the “managerial” activity for further analysis -
○ six primary managerial functions: forecasting, planning, organizing, commanding, coordinating
and controlling -
○ Fourteen principles to perform these functions effectively: 1. Division of labour, 2. Authority, 3.
Discipline, 4. Unity of Command, 5. Unity of Direction, 6. Subordination of individual interest to
general interest, 7. Remuneration, 8. Centralisation, 9. Scalar Chain, 10. Order, 11. Equity, 12.
Stability of tenure of employees, 13. Initiative, 14. Esprit de corps.

● Bureaucratic management theory -
○ Max Weber (1864-1920) - hierarchy of authority and a system of rules are considered to be
vital - According to Weber, bureaucracy is the exercise of control on the basis of knowledge.” -
○ discourage decisions based on favouritism and family connections, and encourage decisions
based on knowledge, experience and expertise -
○ effective use of authority to achieve organizational goals -
○ characteristics:
■ hiring based on qualification,
■ merit-based promotions,
■ chain of command, division of labour,
■ neutrality in the application of rules and regulations,
■ reports and records in written form, and
■ separation of ownership from management -
○ effective only in those organizations where the superiors have more knowledge and technical
competence than their subordinates

● The classical approaches to management enable us to understand the
management of people, process and physical assets in a systematic manner.
● However, it failed to study and consider the differences in the behaviour of
people and the changes in organizational environment.
● Similarly, it over-emphasized the technical aspects of a job without
adequately considering the persons who actually perform such a job.
● All this necessitated the development of other approaches to management.

Behavioural Approach
● emphasizes on improving the management through the psychological

makeup of the organizational members
● known as the human resource approach
● focuses on the conflict prevention, team work, motivation, leadership and
communication
● Hawthorne Studies - The engineers of the Western Electric Hawthorne Works conducted
a scientific experiment to examine the impact of lighting on employee productivity -
○ improve productivity in all different condition of lighting - puzzled the engineers and
compelled them to look for other reasons -
○ Elton Mayo (1880-1949), a Harvard Business School professor, and his team became a
part of the study group - studied other external environmental factors such as wages,
rest timings and refreshments -

○ given increased wages, convenient rest timings, flexible workdays and workweeks, As a
result, the group's productivity increased
○ Later these benefits were gradually withdrawn but productivity did not declined -
○ concluded that group atmosphere, group relations, group attitude and collective
group decisions have a better influence on group behaviour than pay, perquisites
and work setting, such as rest timings and length of workdays and weeks -
○ helped the management to understand the role and relevance of trade unions as
the representatives of the employees.
● Theory X and Theory Y

● Maslow’s hierarchy of needs theory

System Approach
● views the organization as a complex and unified system composed of several

interrelated and independent subsystems.
● various departments can be considered as subsystems - which are unified in
a planned way to achieve the organizational goals and objectives.
● a managers of one departments can not take decisions without
understanding their impact on the other departments and also on the
organization as a whole.
● organization as a subsystem of the larger external environment - company,
industry and economy
● the open system (interact with environment) and the closed system (no
interaction with their external environment)

Contingency or Situational Approach
● no one best way for managing people in situations

● management strategy usually varies from one situation to another
● Effect of various factors such as the organizational goals, nature of activities,
level of technology, the prevailing environment and people’s attitude
● no universally applicable solution
● consider the differences in the individuals and situations before choosing a
specific course of action for solving managerial problems
● Due to increasing customer diversity, employee diversity, legal and ethical
regulations, and technological and environmental changes, this approach has
gained more popularity among the managers in recent times.

Operations Research (or Quantitative) Approach
● Application of mathematical and statistical models, information models and
computer simulations for managerial problem solving and decision making
● viewed as an extension of Taylor's scientific approach
● linear and non-linear programming, queuing theory, chaos theory, economic
ordering quantity, etc. techniques to improve the quality and accuracy of the
managerial decisions
● TQM - a philosophy and set of guidelines for continuously improving the
organization - “a total organizational approach for meeting customer needs
and expectations that involves all managers and employees in using
quantitative methods to improve continuously the organization's processes,
products and services” - statistical process control, ISO 9000 series, Pareto analysis, matrix
diagram, histograms, decision tree diagram, critical path analysis and fishbone diagram

Information Technology Approach
● Due to relying heavily on information technology tools and internet for

efficient management of physical and human resources
● Dependance on emails, intranets, powerpoint presentations, video
conferencing etc.
● Brought change in nature of the management task itself
● Replaced manually maintained database with an IT-enabled database
● Use of social networking site Twitter and LinkedIn for business
communication

Characteristics of Management
● Process - Management is a process - functions and activities - Planning,

Organizing, Staffing, Directing and Controlling
● Goal Oriented - A goal-directed activity
● Decision Making - A decision-making activity - deals with problem - select best
alternative
● Integration and Best utilisation of resources - The effective integration and
utilisation of both physical and human resources
● Practised at different levels - Top, Middle and lower
● Universal in character - requires at every form, size, and nature of organisation

● Dynamic and Continuous - A dynamic activity performed continuously -
depending upon trends and developments in the environment
● Group Activity - A group-based activity - getting things done through others
● Achieve Efficiency and Effectiveness - Efficiency (Capacity) implies optimum
output or productivity from minimum resources - Effectiveness (Performance)
stands for doing only desirable activities to achieve desired goals.

Levels of Management (page 5)
Administrative Role - Decision Making
Managerial Role - Execution
Performance of role depends upon position in the Management.
Position also determines the authority and responsibility.
It also determines the effort spent on managerial functions like planning, directing
and controlling.
Three categories: Top, Middle and Front-line management

Source:
https://theintactone.com/2019/06/19/mpob-u1-topic-2-managerial-levels-skil
ls-functions-and-roles/amp/

Source: https://easymgt.weebly.com/functions.html

Source:
https://www.toppr.com/guides/busin
ess-studies/nature-and-significance
-of-management/levels-and-functio
ns-of-management/

Top Management
● Highest level of an organization - accountable to owners

● Few in number and enormous power/authority
● Overall responsibility of managing the whole organization
● Take long term decision for the survival and growth
● Empowered to set new direction - deals with general organisational interest
● More time in planning and directing, less time on controlling
● Determines organisational structure
● Deals more with external environment
● Deals with unstructured problems - convert it to structured problem
● Various Positions: CEO, President, VP, MD, CFO, COO,

Middle Management
● Between Top and Front-line management

● Receives goals, orders and directions from top management
● Implement through front-line managers
● Supervises number of front-line managers
● Distribute time fairly equally among planning, organizing and controlling
● Transmit organisational goal into to front-line managers - direct, coordinate
and control their efforts
● Planning for near future
● Set short-term goals for subordinate leads to achieve long-term objectives
● Deals with semi-structured and structured problems
● Positions: Regional heads, divisional heads, project leaders

Front-line Managers
● Positioned at the bottom - operate directly above the non-managerial employees

● Between management and workers
● Execute the goals and plans entrusted to them by middle management
● Direct the activities of workers to achieve goals
● More time and effort on controlling and less on planning
● Day-to-day activities - manufacturing and delivery of goods and services
● Responsible for motivating and persuading workers to rules and regulations
relating to safety and health.
● Deals with structured problems through guidelines and policies
● Position: supervisors, line managers, operational managers, department heads,
office manager, shift managers

Management Process
● Interrelated activities - functions for getting work done

● Systematic way to accomplish goal - management process
● Henri Fayol suggested Planning, organizing, coordinating, commanding and
controlling
● Universally accepted functions - Planning, organizing, staffing, leading
(directing) and controlling

Source:
https://www.managementstudyguide.com/management_functions.htm

Planning (toward goal/objectives)
● Objectives for the organisation and determination of best course of action

● Analysis of environment, forecasting, formulations of objectives and plans
and determining sources and activities
● Prominent to determine success or the organisation - requires at all levels
● Base and provides direction for other functions
● Leads to cost in terms of time and resources - but reduces uncertainty
● Helps in identifying the best resources and determines optimum operational
efficiency
● People knows in advance what is expected of them to work in a systematic
manner

Organising (towards goals/objectives)
● Put structure and resources in place - to convert plan into action

● Arrangement and allocation of resources
● Steps:
○ i) determining organizational structure,
○ ii) determining authority, responsibility and accountability,
○ iii) assembling and allocation of resources for execution,
○ iv) Developing condition for optimum utilization of of resources
○
● Based on the type of the organisation

Saffing
● Activities related to human resources ● Activities:

● Selecting right person at right time ○ Recruitment
○ Selection
for right position ○ Training
● Staffing function performed jointly ○ Development
○ Performance appraisal
with HR manager or alone ○ Compensation
● HR manager’s specialised knowledge ○ Benefit fixation
○ Maintenance of industrial relation
is important

Leading (towards organisational goals)
● Directing, Supervising and Guiding

● Influence the behavior of subordinates - Leading
● Seeking for cooperation of individuals and groups
● Activities:
○ Directing,
○ Communicating,
○ Motivating
● Establish encouraging environment - to keep high morale
● Required certain traits for effective role of superior

Controlling
● Verification of efficiency of the individual and group towards organisational

goals
● Follow-up measures - Ensures activities are carried out as per the plans
● Steps:
○ i) developing standards of performance (objectives and goals)
○ ii) measuring actual performance
○ iii)comparing actual performance with standards - find deviations
○ iii) corrective and preventive actions - if deviations are negative/unfavourable
●

Functional (Area of) Management
● At various level various responsibilities based on specialisation/functional

area
● Functional area: Production, Finance, Marketing and Human Resources
● In each area managers assigned a function and designation
● General or Line manager - activities of the entire organization/branch office
● General manager supervises subordinates (functional managers) performing
functions like marketing, finance, human resources etc.
● Both General and functional managers performs managerial activities e.g.
planning, organizing and controlling

Production Management (Operations Management)
● Responsible for production process - service process

● planning, supervising, coordinating and controlling production of goods in
cost effective manner
● activities - production scheduling, staffing, machine and material
procurement, development and maintenance of quality standards, quality
enhancement
● Coordination with other departments
● Supervise, motivate and review performance of subordinates
● Link between top management and first-line managers
● Ensure production of quality goods within prescribed time

Marketing Management
● Planning, directing, coordinating and controlling marketing activities

● Activities: conceptualising new product ideas, pricing of products, distribution
channel development, product promotion etc
● Other activities: estimating manpower requirements, training and motivating
sales staff, evaluating performance, marketing research, product positioning
and differentiation, customer relationship management
● Organisation’s size, nature of product/services, characteristics of industry
● Marketing programs meet the business goals and report to top management

Financial Management
● Manager responsible for the arrangement and allocation of funds

● Implement financial goal and budget - increase efficiency of financial
operations
● Achieving organizational goal through cost control and optimum utilization of
funds
● Activities: financial analysis, planning, funds and asset management,
investment decision, payroll preparation, taxation etc.
● Other activities: preparation of financial reports (P&L, BS)
● Train, motivate and evaluate performance
● Liaise between organization and financial institutions for funds

Human Resource Management
● Wellbeing of the employees from joining to exit

● Not only supervise activities of own department but also advise other
functional managers on matters about labour management
● Liaison between top management and the employees of different
departments
● Basic managerial functions in HR department (planning, organizing ….)
● Specialised function: manpower planning, recruitment and selection, training
and development, integration, performance evaluation, coplesation fixation,
employee welfare, health and safety, separation of employees
● Employee discipline, grievance redressal, developing industrial relation

Managerial Roles
● Indicates what managers actually do, what roles they play and how they share
their time for different roles
● Canadian Academician, Henry Mintzberg identified 10 different but
interrelated roles - grouped under three major headings
● All these roles are interrelated and determines the efficiency of the managers.

Interpersonal Role
Concerned with interpersonal and social relationships with subordinates and

others
Ceremonial (formal) and symbolic in nature
Grow out through formal authority
● Figurehead - representative of the organization or organisational level

● Leader - effective coordination and control of subordinates’ works
● Liaison - contact outside their area (organisation / department) of authority to
complete work

Informational Role
Gathering various information from various sources
Processing and transmitting information to others
In short, Managing information - sourcing, checking and disseminating (spread)
● Monitor - gathering information on events or occurrences

● Disseminator - sharing information at required level
● Spokesperson - represent the interest of subordinate / department /
organisation

Decisional Role
Decision based on input received through interpersonal and informational roles
Most important role as it determines the performance and progress of the

organisation.
● Entrepreneur - initiate change to achieve desired improvements

● Disturbance handler - within and outside the department / organisation
● Resource allocator - among various individuals and groups under their control
● Negotiator - with individuals and groups to protect the interests of department
/ organisation - related to figurehead, spokesperson and resource allocator
roles

Managerial Skills
Technical Skills: - to perform a specific job efficiently - not any high technological
skill - one’s own knowledge of the job - expertise in job specific techniques - e.g.
for production manager preparing production schedule, for marketing manager
analysis of marketing statistics -
more important for lower-level managers for guidance and training of workers -
major determinant for entry-level managers at time of recruitment - taught at
school and colleges and during in house training - declines at higher level and
replaced by conceptual skills

Conceptual Skills: - to imagine and understand abstract idea and situations and
decide their response - understand quality, ethical values, honesty, satisfaction and
morale - analyse and understand interrelation - develop creative ideas, concept
formulation and problem identification towards decision making
Helps top management to understand issues with various perspectives and

develop interrelated decisions - knowledge of various factors affecting
organisation
Human Skills: - work well with subordinates, peers, superiors and others - its
important for all managers as they are required to getting things done through
others - secures willing and voluntary cooperation - For effectively lead, motivate
and communicate - maintain industrial peace and harmony - to understand

Individual and group behaviour
Political Skills: - to gain the knowledge of others and use it to influence their
behaviour to achieve organisational goals - acquiring power for effective
management - to persuade group members, inspire confidence and mobilize
support among them and direct their activities - to decide when and how
information is to be presented to gain desired results
If applied genuinely it could be a positive force for managers and organisation -

supplementary to other skills and not replacement - too much use/relying on it
may harm the organisation
Diagnostic Skills: - choosing the best course of action - helps to understand

cause-effect relationships and problem solving process - will be productive when

Combine with other skills - more important for higher-level managers who deals
with unstructured and ambiguous problems with long-term implications
Digital Skills: - well-informed decisions in modern electronic environments -

“digital skill is the ability to understand and use information in multiple formats
from a wide range of sources when it is presented via computers” - thus it includes
knowledge of computers and telecommunications - helps managers to perform
wide and varied tasks in a faster and efficient manner - helps in activities like HRP,
budgeting, CRM, supply chain management, ERP, financial planning and reporting

Management Vs. Administration
● Different expert view the role and relevance in different ways

● One view - both are similar
● Majority believe both are not similar concepts - different characteristics
● Difference in British and American Experts
● British: - administration is a part of management - management is wider term:
includes planning, organizing, staffing, directing and controlling besides
enterprise promotion activities - administration involves goal setting and
policy making only - administration can resolve problems with the broad
frame set by the mgt - administrative activities are carried out at the top level
only, where as managerial activities pervade through the entire organisation -

Robert Heller observed the difference between management and
administration is the difference between choice and rigidity.
● American: not agree with British views - administration is broader than

management - administration involves objective formulating and policy
making activities while management aims at shaping goals and procedures
for accomplishing those objectives - thus all functions of the management
restricted to the broad policies laid down by the administration - Planning and
Organising are the key activities of administration - Controlling and Motivation
are central to management - Administration is top level function while
management is a middle-level and supervisory-level activity
Refer Table 1.1 on page no. 17

Management as a Science or Art
Characteristics of pure science:
● Body of knowledge - logical, reasonable and rational

● Theories can be tested and verified
● Results are the same under identical conditions
● Principles, laws and observations are universal
● Requires constant efforts to attain objectivity

Management as Science
- Management has develop its own theory over the period of time
- Taylor, Max Weber, Henry Fayol contributed to the management principles
- These principles and rules aims to achieving efficiency in productivity
- Singer, Churchman and Ackoff worked for management as a system of
science
- Now managers can use systematised body of knowledge to tackle
management problems and issue
- Informations are gathered in an objective manner, statistically analyse and
decisions are made using decision making techniques
- Scientific methods to solve managerial problems

Against Management as Science
- Management theory cannot show up the same results every time - as it deals
with the human behaviour
- It can not guarantee continuous success, especially in social and economic
organisation
- Managers use their personal intuitions, past experiences and incidents in the
decision making
- Management principles are bound to change continuously due to frequent
changes in human behaviour

Management as an Art
- Practising management knowledge in the real world to achieve the desired

result is an art
- Application of managerial rules and principles as well as managers’ abilities,
experiences, wisdom and expertise in decision making
- Success of managerial decision determined by managers’ efficiency in human
relations, conceptual and time management skills
- As human behaviour is unpredictable in decision making management is
more of art than science
- To improve the practices improvement in theory is also required, which is
there in management too

Without scientific knowledge of management managers may compelled to adopt
a trial-and-error method
Thus management as a science and an art are not mutually exclusive -

complementary in nature
Education (Science) and Experience (Art) both are equally important in

Management.
Hence management being a science and an art as just two sides of the same coin.

Management as a Profession
Fulfil certain criteria
● An organised Body of Knowledge - well define concepts, principles, theories

● Formal Education and Training - schools and institutions of management
● Existence of an Association - AIMA
● Existence of an Ethical Code - not mandatory in management
● Charging of Fees
Management as a profession not in its fullest form - as certain criterias are

fulfilled but not all

The Organisational Environment
● Environment means - totality of surroundings conditions

● Classified in to internal and external
● Internal environment: - internal forces and factors affecting organisational
activities, choices and employee behaviour - shaped by leadership style,
philosophy of management, rules and regulations, cultures - members:
employees, shareholders and BOD
● External environment: - forces and factors outside the organisation influence
performance, activities and choice - further classify: Task environment and
General environment

● Task Environment - immediate
external environment direct
influence
● General Environment - outer
layer of the external
environment - indirect influence
● Organisational environment
have deep impact on the
manager’s way of thinking and
working

Internal Environment
● Employees - style, actions and perceptions of managers

● Shareholders - expectations - direct affect through voting right, indirectly
through BODs
● Organizational culture - blend of values, beliefs, traditions, past practices,
languages and norms of an organization formed over a period of time - offers
distinct identity, exclusiveness and a sense of pride, oneness and common
behaviour - impact on corporate policies, structure and actions

The Task Environment
● Customers - satisfaction - tastes and preferences - need

● Suppliers - provides various inputs - develop long term relationships for
support
● Competitors - plans of actions
● Distributors - wholesalers, stockists, brokers, agents and retailers - market
inputs
● Trade unions - represents workers - influences wages and salaries, welfare
facilities, health and safety and working conditions of the employees.
● Pressure groups or special interest groups - believe in the same cause

General Environment
● Social environment factors - Demographics, Educational status

● Technological environment factors
● Political environment factors - Nature of political organisation and system,
Prevailing political stability, Political ideologies
● Legal environment factors - administrative laws, case laws, constitutional
laws
● Economic environment factors - national income, population, cyclic
fluctuations in economy, labour market, trade cycle, interest rate
● Natural Environment - damage to the natural environment

Managers’ Responsibility towards Society
It can be classified in to: Responsibility towards

● Owners - capital protection, profit maximization, business stability and
growth, access to accurate information and equity in treatment
● Employees - job security, adequate remuneration, productive training,
objective performance evaluation and safe and healthy working conditions
● Customers - products in desired quality and quantity, product at fair and just
prices, efficient after sales services and prompt response for complaints
● Governments - observing rules and regulations, paying taxes and duties and
furnishing true information
● General Public - to gain public confidence, goodwill and positive image
● Nature - roles and responsibilities in protecting nature

Corporate Social Responsibility: Meaning and Features
We may define CSR as an obligation of an organization to the society to improve the quality of
life of the community in general and the stakeholders of the business in particular.
Features
1. CSR is an obligation of an organization to the society and its stakeholders.
2. Involves the adoption of corporate behaviour to meet the social needs.
3. Aims at improving the quality of life of its stakeholders such as workers and their family
members as well as the local community.
4. Organizations can fulfil CSR for both business causes (like building business profits and
reputation) and normative causes (like meeting social expectation and norms).
5. CSR activities of an organization include donations, sponsorships, partnership with non-profit
organizations, cause-related marketing (i.e. promoting a company's product as well as raising
money for a common cause), investment if social responsibility-related activities, etc.’
Corporate Governance (only concept)
● Corporate governance involves a just, fair, efficient and transparent

administration of the organization.
● It emphasizes on the transparency of the decision-making process and
fairness in managing the affairs of the company.
● Through proper corporate governance, managers are expected to ensure the
satisfaction of all stakeholders. Rather, it is actually a system or procedure on
how the managers are responsible to their stakeholders.
● It defines the relationship between a company’s management and its
stakeholders, and also improves their mutual trust.

What is case study and caselet?
The case study is a method which provides descriptive situations which stimulate
students/trainees to make decisions. The purpose of the case method is to make
students/trainees apply what they know, develop new ideas to manage a situation
or solve a problem. The focus is more on the approach the students/trainee uses
rather than on the solution.
As a training tool, the case study method can be used to develop decision-making
skills, enhance team spirit, better communication and interpersonal skills and
strengthen the analytical skills of students/trainees. It is a participatory,
discussion-based way of learning where students/trainees gain skills in critical
thinking, communication, and group dynamics.
It is a type of problem-based learning.

A caselet is a shorter version of a case study, generally two to three pages in
length. Caselets are similar to case studies in that they may either describe a
sequence of events or put forth an issue or problem that requires decision
making. The use of caselets is gaining popularity as a pedagogical tool in
management teaching and executive education.
The basic objective of a caselet is to allow the learner to apply ideas and insights
from theory to the real-life issues and problems contained in the caselet. This
helps the learner obtain a deeper understanding of all the relevant factors in a
particular problem situation as well as gain insights into the finer nuances of a
topic in a particular field of management.

Reference
Durai, P. (2019). Principles of Management Text and Cases (Second ed.).

Chennai, Tamil Nadu, India: Pearson India Education Services Pvt. Ltd.
Retrieved 2021
https://www.researchgate.net/publication/256038678_The_Case_Study_Meth
od_in_Training_and_Management_Education
https://citl.illinois.edu/citl-101/teaching-learning/resources/teaching-strategies/t
he-case-method
https://www.icmrindia.org/casestudies/Mini%20Case%20Studies.htm

View publication stats Dr. Mrunal Joshi

Chapter1 Introduction2

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter1 Introduction2

Uploaded by

Copyright:

Available Formats

See discussions, stats, and author profiles for this publication at: https://www.researchgate.

Presentation · September 2022

Mrunal Chetanbhai Joshi

Chapter in Book View project

My Lectures Presentation View project

The user has requested enhancement of the downloaded file.

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Meaning and Deﬁnition,

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

Production- or Eﬃciency-oriented Deﬁnition:

Stanley Vance deﬁned, “Management is simply the process of decision making

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

George R. Terry deﬁned, “Management is the process consisting of planning,

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

Confucius’s Analects or The Sayings of Confucius (ca. 552-479 BCE) - Confucius

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

Classical Approach - constant improving organisational eﬃciency - improve

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

Other Contributors - Henry L. Gantt, and Frank and Lillian Gilbreth

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● emphasizes on improving the management through the psychological

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Theory X and Theory Y

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● views the organization as a complex and uniﬁed system composed of several

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● no one best way for managing people in situations

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Due to relying heavily on information technology tools and internet for

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Process - Management is a process - functions and activities - Planning,

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

Administrative Role - Decision Making

Managerial Role - Execution

Performance of role depends upon position in the Management.

Position also determines the authority and responsibility.

Three categories: Top, Middle and Front-line management

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Highest level of an organization - accountable to owners

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Between Top and Front-line management

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Positioned at the bottom - operate directly above the non-managerial employees

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Interrelated activities - functions for getting work done

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Objectives for the organisation and determination of best course of action

B.R.C.M. College of Business Administration Dr. Mrunal Joshi

● Put structure and resources in place - to convert plan into action

B.R.C.M. College of Business Administration Dr. Mrunal Joshi