Trinity Polytechnic Pune

Program Name and Code: C06I Academic Year: 2023-24

Course Name and Code: Management(22509) Semester: Sixth

MICRO PROJECT
Introduction to management concepts and managerial skills
Sr. No Roll No
Full Name of Students

01 26 NUTAN DHIRAJ MHETRE

Under the Guidance of

Ms. C. S . Waghole
in

Three Years Diploma computer Engineering & Technology of Maharashtra State Board of
Technical Education, Mumbai (Autonomous)

ISO 9001:2008 (ISO/IEC-27001:2013)

At

1734 – TRINITY POLYTECHNIC PUNE

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MAHARASHTRA STATE BOARD OF TECHNICAL

EDUCATION, MUMBAI

Certificate
This is to certify that Mr/Ms_________________________________________

Roll No ___of Sixth Semester of ____________________________Diploma.

Programme in Engineering & Technology 1734 – Trinity Polytechnic Pune, has

completed the Micro-project Satisfactorily in Subject Management(22509) In the
Academic Year 2023-2024 as Per the MSBTE Prescribed Curriculum of I
Scheme.

Place :Pune Enrollment No :_______________

Date : / / Exam seat No : _____________

Project Guide Head of the Department Principal

(Ms. Shinde D. B.) (MR. Doifode. S. S) ( Dr Kande .s. s)

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INDEX

SR.NO Title Page.no

1. 4
Introduction

2. 5
Abstract

3. 12
Conclusion

4. 13
Reference

5. 14
Evaluation Sheet

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INTRODUCTION

What is Management:

Management is the coordination and administration of tasks to achieve a goal .

It involves setting objectives, organizing, motivating, measuring and developing
staff . There are five basic functions of a manager: setting objectives, organizing,
motivating, measuring, and developing staff . To be an effective manager, one
needs to develop a set of skills, including planning, communication, organization,
and leadership . Management can also refer to the seniority structure of staff
members within an organization .

Management can be defined as the process of administering and controlling

the affairs of the organization, irrespective of its nature, type, structure and
size. It is an act of creating and maintaining such a business
environment wherein the members of the organization can work together, and
achieve business objectives efficiently and effectively.

Management acts as a guide to a group of people working in the organization

and coordinating their efforts, towards the attainment of the common
objective.

In other words, it is concerned with optimally using 5M’s, i.e. men, machine,
material, money and methods and, this is possible only when there proper
direction, coordination and integration of the processes and activities, to
achieve the desired results.

A universal concept that is needed in every organisation whether it is a

business organisation or a non-business organisation such as hospital school,

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etc., is known as Management. An organisation’s success depends on the

successful functioning of its management and is always required whenever
human and non-human resources of an organisation work together for the
accomplishment of any objective. In present times, with an increase in the size
and complexities of modern organisations. the concept of management has
gained immense importance.

The definition of Management varies with the context in which it is used. In a

broader sense, Management can be defined as per Traditional
Approach and Modern Approach.

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Traditional Definitions of Management

“Management consists of getting things done through others. A manager is one who
accomplishes objectives by directing efforts of others.” – C.S. George
“Management is the art of getting things done through others.”

The traditional definitions of Management were vague as they were unable to

identify the functions, a manager has to perform to get things done through
others. Besides, these definitions gave an impression of the manipulative
practice of management and ignored the needs of workers and treated them
as a means for getting results in any way.

“Management is the creation of an internal environment where

individuals working in a group can perform effectively and efficiently
for the achievement of organisational goals.” – Koontz and Donnell
“Management is defined as the process of planning, organising,
actuating, and controlling of an organisation’s operations in order to
achieve coordination of the human and material resources essential
in the effective and efficient attainment of objectives.”– Trewelly and
Newport
“Management is the process of working with and through others to
effectively achieve organisational objectives by efficiently using limited
resources in the changing environment.”

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MANAGEMENT STYLES

There are just as many management styles out there as there are
managers. Everyone approaches management differently, but there
tends to be a few broad classifications of management styles. No
matter what style you use, you can hone your skills and methods to
be an effective manager. Here are some common management
styles.

Directive. This management style is all about having a clear leader

and a strict hierarchy within teams. Directive managers focus on
outcomes and results, making sure their group meets stricter
deadlines and clear goals. Bill Gates is a perfect example of this. He
had a clear vision and led his team utilizing this style.

Coaching. Just like the name says, coaching leaders are all about
their people. They know their team’s strengths, weaknesses, and
growth opportunities. Coaching managers try to get the best out of
their team by playing to everyone’s skills and developing their
employees’ talents. Managers who favor this style are usually great
about setting clear goals, establishing a positive environment, and
motivating to drive results.

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Bureaucratic. These leaders like to work within clearly defined roles.

Bureaucratic managers enjoy close supervision, defined
responsibilities, and exact processes and workflows. Often
bureaucratic management is found in industries that need to comply
with many regulations, like healthcare or government.

Servant leadership. Servant leaders are a relatively new concept.

These managers put their people first and work to support their
teams. Servant managers create a professionally and personally
rewarding work environment to get the best work from everyone.
People with strong interpersonal skills and a compassionate
personality tend to be servant managers.

Inspirational. If you want to set a goal and don’t care how people get
there, you might be an inspirational or visionary leader. Typically
managers who like this style will give lots of support and help people
figure out how to achieve the goal, but they won’t force a solution or
process on their team.

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Characteristics of Management

1. Continuous Process: Management is a continuous process. It means that

the process of business management goes on until the company exists, as it
helps in achieving the organisational goals. Every manager of an organisation
has to perform the different functions of management in a series (planning,
organising, staffing, directing, and controlling).

2. Goal-oriented: Every organisation has a set of predetermined goals or

objectives that it aims to accomplish during its existence. Every organisation
has different goals. Hence, management helps these organisations in fulfilling
their goals by utilising the given limited resources in the best optimum
manner. For example, If the objective of Airtel is to add a billion Airtel Xtreme
customers in a year, then all of its managerial activities will be directed toward
the achievement of this objective.

3. All Pervasive: The process of business management is universal in nature.

Every organisation, whether small scale, large scale, economic, social, etc., uses
the process of management at every level or stage. Besides, the activities

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involved in the management of an organisation are common for all whether it is

a social, political, or economic enterprise.

Importance of Management

1. Increases Efficiency: The management process of an organisation increases

its efficiency by reducing cost and increasing productivity by utilisation of the
available resources in the best possible and optimum way.

2. Helps in Achieving Group Goals: Effective management process creates

teamwork and builds coordination among the members of an organisation. The
managers provide a common path or direction to their employees for the
accomplishment of the overall objectives of the organisation.

3. Creates a Dynamic Organisation: Every organisation works in a changing

environment. The managers of an organisation have to help their members
adapt to the changing environment, which ultimately helps them ensure the
survival and growth of the organisation. Besides, the management convinces
the employees that the changes brought in the organisation will benefit their
future prospects.

4. Development of Society: Every organisation has various objectives toward

different groups of society. Along with the development of the organisation, its
management has to develop the society too. To do so, the management helps
the organisation produce good quality products, adopt new technologies, and
provide employment opportunities to the weaker sections of society.

5. Helps in Achieving Personal Objectives: Every individual or employee of an

organisation has different objectives or goals they wish to accomplish while

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doing their jobs. Management helps these employees in fulfilling their personal
objectives along with the organisational objectives.

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ABSTRACT:

Characteristics of Management

• Universal: All the organizations, whether it is profit-making or not, they

require management, for managing their activities. Hence it is universal in
nature.

• Goal-Oriented: Every organization is set up with a predetermined

objective and management helps in reaching those goals timely, and
smoothly.

• Continuous Process: It is an ongoing process which tends to persist as

long as the organization exists. It is required in every sphere of the
organization whether it is production, human resource, finance or
marketing.

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• Multi-dimensional: Management is not confined to the administration of

people only, but it also manages work, processes and operations, which
makes it a multi-disciplinary activity.

• Group activity: An organization consists of various members who have

different needs, expectations and beliefs. Every person joins the
organization with a different motive, but after becoming a part of the
organization they work for achieving the same goal. It requires
supervision, teamwork and coordination, and in this way, management
comes into the picture.

• Dynamic function: An organization exists in a business environment that

has various factors like social, political, legal, technological and economic.
A slight change in any of these factors will affect the organization’s growth
and performance. So, to overcome these changes management formulates
strategies and implements them.

• Intangible force: Management can neither be seen nor touched but one
can feel its existence, in the way the organization functions.

Precisely, all the functions, activities and processes of the organization are
interconnected to one another. And it is the task of the management to bring
them together in such a way that they help in reaching the intended result.

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Levels of Management

1. Top-Level Management: This is the highest level in the organizational

hierarchy, which includes Board of Directors and Chief Executives. They
are responsible for defining the objectives, formulating plans, strategies
and policies.

2. Middle-Level Management: It is the second and most important level in

the corporate ladder, as it creates a link between the top and lower-level
management. It includes departmental and division heads and
managers who are responsible for implementing and controlling plans and
strategies which are formulated by the top executives.

3. Lower Level Management: Otherwise called as functional or operational

level management. It includes first-line managers, foreman, supervisors.
As lower-level management directly interacts with the workers, it plays a
crucial role in the organization because it helps in reducing wastage and
idle time of the workers, improving the quality and quantity of output.

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Functions of Management

• Planning: It is the first and foremost function of management, i.e. to

decide beforehand what is to be done in future. It encompasses
formulating policies, establishing targets, scheduling actions and so forth.

• Organizing: Once the plans are formulated, the next step is to organise
the activities and resources, as in identifying the tasks, classifying them,
assigning duties to subordinates and allocating the resources.

• Staffing: It involves hiring personnel for carrying out various activities of

the organization. It is to ensure that the right person is appointed to the
right job.

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• Directing: It is the task of the manager to guide, supervise, lead and

motivate the subordinates, to ensure that they work in the right direction,
so far as the objectives of the organization are concerned.

• Controlling: The controlling function of management involves a number

of steps to be taken to make sure that the performance of the employees
is as per the plans. It involves establishing performance standards and
comparing them with the actual performance. In case of any variations,
necessary steps are to be taken for its correction.

• Coordination is an important feature of management which means the

integration of the activities, processes and operations of the
organization and synchronisation of efforts, to ensure that every
element of the organization contributes to its success.

Principles of management

The principles of management are:

1. Division of Work.
2. Balancing Authority and Responsibility.
3. Discipline.
4. Unity of Command.
5. Unity of Direction.
6. Subordination of Individual Interests to the General Interest.
7. Remuneration.
8. Centralization.
9. Scalar Chain.
10.Order.
11.Equity.
12.Stability of Tenure of Personnel

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Advantages of MBO
Detailed planning: Managers and employees work together to define
measurable goals, leaving less room for uncertainty and more room to focus on
what will drive success.
Clearly assigned roles and responsibilities: When employees help set
organizational goals and metrics, they better understand what success looks
like, how to obtain it, and how you will evaluate them.
Enhanced communication and transparency: Clear and effective communication
between management and employees is part and parcel of MBO. Transparent
communication minimizes ambiguity and cultivates confidence across the
business.
Increased productivity and morale: MBO highlights the relevance of each
employee in achieving the goals that have been mutually set. When the
employee knows that their unique contribution plays a fundamental role in the
business’s overall success, it can boost motivation, productivity and
accountability.
Regular feedback and opportunities for career development: MBO is a process
of constant refinement which prompts managers to take a guiding role in areas
for employee development. Since employees also understand where their
current skills are being utilized, they are aware of areas that could be improved
and can seek them out.
Quantifiable objectives: Specific goals and objectives are an agreed-upon
benchmark to measure the performance of employees and the organization.
With high significance placed on measurable objectives, the performance
appraisal and evaluation process is more precise.
Overall improvement to the organization: With its performance and result-
oriented focus, MBO brings about clarity, communication and collaboration
among managers and team members. This winning combination promotes
business growth in a proactive and responsive framework.

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Disadvantages of MBO

Unanimous support from all levels of the organization is required: The success
of Management by Objectives hinges on senior management’s complete
support and acceptance. Many underlying issues may stall the process of
unifying the goals of the ‘unequal’s,’ i.e. management and junior to mid-level
employees. Cross-functional support is essential to overcome them.

Time-consuming: Integrating MBO is an investment that requires a concerted

commitment to be beneficial. Additional time to define goals and evaluation
processes is necessary, requiring meetings and paperwork that can infringe on
daily work.

Some aspects are difficult to quantify: The emphasis on measuring everything

that can be measured ignores non-measurable factors like teamwork, company
culture and other interpersonal activities. That could lead to those factors
being devalued and less practiced. The extreme focus on numbers and metrics
could have an anxiety-inducing impact on employees who feel they have to be
‘always on’ and performing optimally.

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Emphasis on short-term goals: Goals are usually set based on six to 12-month
intervals, which often means long-term objectives aren’t treated with the same
level of importance. With this being the case, it’s possible to lose sight and
direction of overarching long-term goals.

Inflexibility: Fixation on particular goals could cause stakeholders to miss signs

that the revision of a goal may be necessary or beneficial.

Potential gaps in management’s skillset: MBO, though deep-rooted in

collaboration, rests heavily on the shoulders of leadership to create a sense of
direction. If a manager lacks the skills, the potential benefits of the
Management by Objectives model will not be realized.

Integration issues – Limited application: Seamless integration into an existing

management system is unlikely, and businesses should be aware of this before
attempting to do so

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CONCLUSION
The Management provides an overview of strategic management and strategy.
Ideas about strategy span many centuries, and modern understanding of
strategy borrows from ancient strategies as well as classic military strategies.
You should now understand that there are numerous ways to conceptualize the
idea of strategy, and that effective strategic management is needed to ensure
the long-term success of firms. The study of strategic management provides
tools to effectively manage organizations, but it also involves the art of knowing
how and when to apply creative thinking. Knowledge of both the art and the
science of strategic management is needed to help guide organizations as their
strategies emerge and evolve over time. Such tools will also help you effectively
chart a course for your career as well as to understand the effective strategic
management of the organizations for which you will work.

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REFERENCE
1.7 Conclusion – Strategic Management (vt.edu)

https://www.coursera.org/articles/management

What Is Management? Definitions, Functions and Styles | Indeed.com

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EVALUATIONSHEET

Sr DETAILS OF PLANNED PLANNED NAME OF THE

.n ACITIVITY START END DATE MEMBERS
o DATE
1. Group of 6 was formed & All members in the
group leader was elected group
detail information on up.
2. Finalization of micro All members in the
project as well as details group
discussion regarding
topic.
3. Planning on the micro All members in the
project regarding group
resources, language,
software used, submission
date.
4. Complete analysis All members in the
&design part of micro group
project &distribution of
module among group
members.
5. Designing algorithm & All members in the
flow chart for the project group
& getting it finalize from
guide.
6. Implementation of All members in the
algorithm on project for group
making the project for
each module & testing the
outcome of up.
7. Presentation of up in front All members in the
of guide by each member group
of group.
8. Submission of micro All members in the
project, presenting them group
in hardcopy as well as in
soft copy.

Name and Signature of the Subject Teacher

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