INTRODUCTION TO MANAGEMENT BCA 5th Semester By: Puskar AryalCouise Title: Introduction to Management (3 er.) Course cade: CAMG 304 YeauSemestr: IY Class load: 3 Hrs/Week (Theory: 3Hrs) Course Objectives This course aims to impart the basic management knowledge, and skills to the shudents 60 a6 to ‘enhance thei managerial capabilites and enable ther to apply in the practical ld. Course Description ‘This course contains Introduction to Management, perspectives in management thought, emerging issues and challenges in maragement, management function like planning, leading, contrlling, organizational chang: and development, communication, emerging issues in quality management, technology and management Course Contents ‘Unit 1: Introduction Lad ‘Management: concepts, meaning and functions. Types of managers. Managerial roles and skills, Organization and management, Changing perspectives of organization, ‘Unit 2: Perspectives in Mat nt LH? ‘Classical Perspective: seieific management, administrative management and bureaucracy. Behavioral Perspective: Hawthorne sies, human relations movemeni, and emergence of organizational behavier, Quartative Penpestive; management science and operations management. Integrating perspectives: systems and contingency perspectives. Emerging management issues and challenges, Unit 3: Planning and decision making unt Concept of planning, Levels of Planning: Strategic, Tastcal and operational, Steps in Planning. Tools for planning. Decision Making: meaning, types and process, Decision ‘making conditions ~ certainty, risk and uncertainty, Unita: Organizing LH Concept of organizing, process and principles of organizing. Organization Architecture: vertical differentiation ~ tall versus flat hierarchies, horizontal differentiation ~ functional Structure, multidivsional sructre, geographic structure, and matrix structure. Autjgrity: line authorty and staff authority. Delegation of authority. Com ght We, i *, Be 4‘in Devon: mesing, reasons, advuniages and disadvantages. Stafing: concept and importa, Unit 5: Lending and communication ut Concept ant quaies of Kelp. Temsfomainal and tsacional eae, Lexdenip Sty: auoertc emasrate, and pricptive. Concept of maagcil eis ‘Motivaion: concep, impoance, and tcchngucs. Commurication: meaning, proces, and eworts.Typeof etmmunlewio, Bars wefltive communication, total quay managemest Lis ‘Concept, purpose, Proce and types of cools. Essentials of eetive contol systems. ‘Col ols andtechniques. Quai: Concept and importance Total Quality Management concep, ciriponents, principles, tools and techniques, Emerging fisues in quality sminagenet Unit 7 Organizational Change and Development us Cncept and rare, forces, paradigm shifts and areas (stuctre, technology, busines process an behivion) of onniztional change, Resistnce to charge. Overcoming resistance to chase, Concept of Oranzationa Development Unit 8: Technology, Organization and Managereat uu ‘Concept oftechacigy, approaches to ehnology and orgatizaton social networking, we of Uechtoogy in people management, References ‘Chces W.L. Hil and Steen L. MeStae, Pips of Managemen, Taa McGraw-Hill Company, New Delhi, ‘lin, Ricky W, Management, AITBS Publsher and Distributor, Kew Del, He, MA. 15. Black and Forte, L.W., Managemen, Pearson Eéveabon, New Delhi Li M. Management and orgenzatonal Behaviour, Person, New Deli Evaluation: Internal Assessment; 40 mark External Asiessment: 60 aris ‘Toia; 100 marks ‘Teaching methods: The reajr teaching methods include the ease analysis, project work, term pet, assgrment, an qu, Th Inructor did the learsng strategies based onthe rue of seioelass. h ry ee % mn. 7"UNIT 1: INTRODUCTIONManagement: Concept and Meaning * Manage-Men-T(tactfully) * Optimal Arrangement of resources * Management is the art and process of getting things done through others, * Management is to manage human and other resources tactfully for the achievement of organizational goals. * [tis an exercise of harmonizing men, money, machines, materials and methods towards fulfilling the defined objectives.Features/characteristics of Management Goal oriented Universal activities Social process Job focused Dynamic activity Group activity Distinct process Both science and art A profession Multi-disciplinary in nature intangibleFunction of Management * 1, Planning: * Thinking before doing * Planning is deciding in advance what is to be done and intellectual course of action to be taken to achieve predetermined goals in time, * Itinvolves selecting the objectives, policies, procedures and program to achieve a desired result.* 2. Organizing * Itis concerned with Setting the structure and framework and arranging resources to perform required activities. * Organizing is the process of identification of major activities, grouping them into units, assignment of work to staff and delegation of authority. "3, Staffing * Staffing is the process of determination of manpower and recruitment, selection, appointment and placement of right person to the right job.* 4 Directing * Directing is the implementation part of managerial function which involves providing instructions and guidance to the subordinates. * 5, Supervision * Supervision is the direct and immediate guidance to the subordinates to ensure the execution of assigned work, * 6, Motivation * Motivation is the process of stimulating subordinates to achieve predetermined goals,* 7. leadership * Leadership is the art of influencing other's behavior and performance. * Itis ability to persuade subordinates to make them work willingly to achieve desired goal. * 8, Communication * Communication is the process of transmitting ideas and information from one person to another, * Itis an exchange of facts, opinions, ideas and views among the people,* 9. Coordination * Coordination is the process of integrating all the units and departments of an organization. * Itis the process of orderly arrangement of group effort to provide unity of action for the attainment of common goal. * 10. Decision making * Decision is a choice from various alternatives. " Itis selection of the best alternative to achieve organizational goal.* 11, Controlling * Controlling is the measurement and correction of performance to achieve planned target, * Itis the process of setting a standard, measuring performance, comparing actual performance with planned performance and taking corrective action so that defined goals can be achieved in defined time,Types of Managers * A. Onthe basis of Level of Management * 1. Top level Managers * Highest level of managerial hierarchy * Brain of management * Final source of authority * Perform complex and varied nature of job * They work long hours and spend much of their time in meetings and decision making. * Responsible for the performance of entire organization. * Ep. Chief executive officer, chairman, president, managing director, general manager.* 2, Middle Level Managers * They are link between top level and lower level managers. * Itimplements plans, policies and strategies to achieve goals, * Itreport top level manager and supervise lower level managers. * Itsets goals and action plans for department. * Itrequires more human skills, * Eg, Departmental heads like production manager, marketing manager, personnel manager, finance manager, procurement manager, public relation manager.* 3. Lower Level Manager * First line manager/ operating level manager * Itimplements action plan of department. * It directly supervise the activities of operative workers and reports to middle level manager. * Itsets target and standard for each employee. * Itarrange tools * It trains and motivate employee * It maintains discipline in work place. * Itrequires more technical skills. * Eg. Supervisors, foreman, and section heads like, sales officer, account officer, superintendents and other operational heads.* B. On the basis of Nature or Managerial jab * 1 Generalist Manager * It performs all types of managerial function on the basis of requirement, * They do not specialize in any specific area but looks after the overall activities of the organization. * They have over work load, * Eo. Chief executive officer, president, general manager, etc,* 2. Functional Manager * They perform the function of their specific department or unit. * Their authorities, duties and responsibilities are already described in the job description. * Ee. Department heads like production manager, sales manager, finance manager, research and development manager, public relation manager etc.3. Staff Manager * They are experts and professionals in a specific area of business. * They play the role of advisors to both generalist and functional manager. * They are not given specific formal position in the organization. * They provide guidance and suggestion. * Eg. Legal advisor, external auditor, management consultant etc.Managerial Roles * Managerial roles means specific categories of managerial behaviour. * During 1970's, Henry Mintzberg, a prominent researcher determined that managers serve in 10 different roles but are closely related to each other. * These 10 roles have been grouped in to 3 major categories, they are:* A Interpersonal Role * Itis concerned with maintaining formal and informal relation with employees and with public at large. ' 1. Figurehead: Managers perform duties that are ceremonial and symbolic in nature, like greeting the visitors, distributing gift, attending ceremonial functions etc. * 2. Leader: Manager perform official function. Itis essential to maintain discipline and efficiency among the employee of the organization, Leadership role involves directing, motivating, leading and controlling. * 3, Liaison: Manager work as connecting link between their organization and outside institutions or people. It helps to maintain social and business relation with outsiders,* B. Informational Role * It consists of receiving, collecting and circulating non- routine information, * 1, Monitor: this role involves receiving information about internal and external events. Formal and informal contacts are useful for collecting information. + 2. Disseminator: It involves transmitting information to the members of the organization. It may relate to the internal operation and external environment. * 3, Spokesperson: Manager formally relays information to the outsiders. The manager explains the view point of the organization on significant matters and answers the queries of the people.* C. Decisional Role * tis concerned with choosing a best solution of a problem from various alternatives, * 1 Entrepreneur: It involves initiating change and taking risk for better result. The manager develops new ideas and strategic methods for implementation. * 2. Disturbance handler: it involves taking corrective action when the organization faces unexpected disturbances like grievance, conflict, strike, lock-up etc. The immediate step to be respond quickly and bring back normally.* 3, Resource Allocator: The manager has to allocate the scarce resources in various department and units where they are most needed. Resource includes men, money, material, machine and time. * 4 Negotiator: The manager bargain with other unit or individual to obtain advantages for his unit. It may concern with resources, work, performance, objectives etc.Managerial Skills * Skill is ability or proficiency in a particular task. * If managers have the necessary managerial skills, they will probably perform well and be relatively successful in their profession, * Itis learned and developed. * In 1970, Robert L. Katz researched and found three essential skills or competencies among managers.* 1, Conceptual Skill * tis theoretical knowledge and mental ability. * Conceptual skill is the ability to analyze and diagnose complex situation or problems. * Itis necessary for top level management. * 2, Human Skill * Itis concerned with understanding people. * Human skill is the ability to work with subordinates, * Managers should know how to motivate, communicate, lead, inspire and trust subordinates. * Itis necessary for all level managers, basically middle level managers.* 3, Technical skill * Itis specialized knowledge and ability to perform within the specialty, * Technical skills refer to the ability and knowledge in using the equipments, techniques and procedures of specific work. * Itis necessary for lower level managers and staff managers. * Engineers, doctors, chartered accountants, musicians and production managers need such skills.Organization and Management * Organization * Organization is an association of two or more individual formed to achieve common goal. * It is a collection of people working together in a division of labor to achieve a common purpose. * It is useful for a job that can not be performed by a single person can be performed effectively in a group. "Eg. Organization for business, social, politica, Religious, clubs ete.* Management * Manage-Men-T(tactfully) * Optimal Arrangement of resources * Management is the art and process of getting things done through others, * Management is to manage human and other resources tactfully for the achievement of organizational goals. * [tis an exercise of harmonizing men, money, machines, materials and methods towards fulfilling the defined objectives.Comparison Management with Organization * Management run the organization. " Managers are the drivers and organization is the engine. * Highly de-centralized organization, management is required. * Chaos (disorder) in the organization without management. * Organization need managerial skills. * Organization is backbone of management.* Organization need management in making their organizational structure. * Link of management and organization is the most important role in efficiency, productivity and success of an organization, * Both are incomplete without each other.Changing Perspectives of Management * The rapid development of technology, change in social expectations, political influences and economic change , force the organization to perform their business activities in distinct ways. * They have to modify their existing business lines and also need to search for new lines of business on the basis of social demand and expectation. * The following are the changing perspectives of present organization.* The environment is dynamic and changes according to time, which creates threats and opportunities to the management. * The management performs its functions within the changing environment. * The managers must be able to adjust to the emerging new challenges. * Following are the major challenges for management.e . Globalization Rapid development in transportation and communication, and economic interdependency has tied the people of the world. Globalization brings the concept of competition among the entrepreneurs of the world. Think globally, act locally. 2. Workforce diversity * There is the tendency of involvement of heterogeneous nature of employees in an organization who represent different age, gender and ethnicity. * Preservation system on employment.3,Empowerment employees * Participation of employees in planning and decision making has evolved. * Trade unions. 4 Technological development * Itis ever growing and an emerging perspective in every organization. * It develops the concept of competitive environment.5, Knowledge management * Knowledge is power and present society is based on knowledge, * Managers need to manage knowledge of subordinates and hire knowledge from outside sources to fulfill social expectations. 6. Development of environmentalism * Deforestation, global warming, depletion of ozone layer, toxic wastage and pollution of land, air and water has drawn the attention of the society. * The manager has the challenge to develop creative way to make profit without harming the environment in the process of production.7. Quality and productivity * Increase output with maintaining quality. * Quality supports to maximize productivity and which ultimately minimizes per unit cost. 8, Ethics and social responsibility * Ethics is an individual's personal belief about what constitutes right or wrong. * Social responsibility is a set of obligations, a manager has to and enhances in the society in which he has to function.9, Innovation and change * Innovation of new knowledge and change in expectations of stakeholders are increasing, * Managing change is a critical challenge to the managers, 10. Multi cultural effect * Involvement of multi cultural people having different traditions, values, social attitudes, religious believes and living standards create new challenge to managers.