Introduction to Management

Management in different perspectives

Management as a Noun Group of people
Management as a Process InputProcess-Output
Management as a Group/Team Team effort
Management as Discipline - Acquiring knowledge,
application of skills etc,.
Management as an Activity Separate class of activities

Management - Definition
Management is the art of getting things done through and
with people in formally organised groups.
-Harold Koontz
Management is the process of planning, organizing,
actuating and controlling to determine and accomplish the
objectives by the use of people and resources.
- Terry. G

Management is a multi-purpose organ that manages
business and manages managers and manages workers and
work.
- Peter Drucker
Nature / Characteristics / Features of
Management
1. Management is Goal oriented.
2. Management is universal.
3. Management is a Social process.
4. Management is a group activity.
5. Management is a system of authority.
6. Management is intangible.
7. Management is a continuous process.
8. Management is Art as well as science.
9. Composite process and multidisciplinary.
10.Management is dynamic.



Scope of Management / Functional areas of
Management
1. Production management
2. Marketing Management
3. Financial Management
4. Human Resource Management
5. Research and Development

Functions of Management

Levels of Management

Levels of Management
Top Managers Who are responsible for the overall
direction and operations of an organization.
Determine objectives and policies
Designs the basic operating and financial structure of
an organization.
Provides guidance and direction
Lays down standards of performance
Maintains good public relations
Middle Level Managers Managers who receive broad,
overall strategies and policies from top managers and
translate them into specific goals and plans for first-line
managers to implement.
Interprets and explains the policies framed by top.
Issues detailed instructions.
Participates in operating decisions.
Trains other managers.
Lower Level Managers Managers directly responsible for
the day to day operations..
Plan day to day activities.
Assigns job to workers.
Provides supervision and control over work.
Arranges material tools and equipment.
Maintains discipline.
Importance & Need for Management
1. Optimum utilization of resources
2. Effective leadership and motivation
3. Establishes sound Industrial relations
4. Achievement of Goals
5. Facilitates growth and expansion
6. Improves standard of living
7. Encourages initiative & Innovations
8. Increases efficiency and reduces wastages
9. Increasing specialization of work
10. Encourages Team Work
11. Need for research and development
12. Establishes Equilibrium Manages the change


Managers
A Manager is the person responsible for planning
and directing the work of a group of individuals,
monitoring their work, and taking corrective action
when necessary.

Henry Mintzbergs Managerial Roles:
Interpersonal roles
Informational roles
Decisional roles


Henry Mintzbergs Managerial Roles
Managerial Skills:
1. Technical skills Ability to use the tools, procedures or
techniques of a specialized field.
2. Human skills Ability to understand, motivate other people.
3. Conceptual skills Ability to visualize the organization as a
whole.

Some other skills for effective manager:
1. Planning skills
2. Organizing skills
3. Leading skills
4. Controlling skills
5. Decision making skills
6. Problem solving skills
7. Analytical skills
8. Institution building skills
9. Communication skills
Administration Vs Management


1. Management is an art of getting things done by a group of people
with the effective utilization of available resources.

2. It is concerned with the accomplishment of certain objectives
through the efforts of the people performing certain functions






Management:
Administration:
1. Administration is the overall determination of policies, setting of
major objectives and the laying out of broad programmes.

2. Administration is a top level function which centers around the
determination of plans, policies and objectives of a business
enterprise.

3. Administration is broader than management. It is a policy making
and determinative function
Administration Vs Management
Administration
Thinking Function

Determines broad objectives
and policies

Top level function

Conceptual and Human Skills

Owners who invest capital
and receive profits

Government, Military
Education etc,.
Management
Doing Function

Implements plans and achieves
goals through peoples

Middle and Lower level function

Technical and Human Skills

Paid individuals who work for
remuneration

Mostly in business
organizations
1. Nature
2. Scope
3. Level
4. Skills
5. Represents
Management as Science or Art
Management as Science:
Science is a systematized body of knowledge based on
certain principles, capable of general application. This
knowledge is obtained through the process of observation,
experimentation and testing.

Systematic body of knowledge.
Management as social science.
Management is an inexact science.
Scientific Management.
Management as Art:
Art is the application of knowledge and personal
skills to achieve results. Management is an Art as it
involves the use of knowhow and skills like any other
art.

Use of knowledge
Creative art
Personalized
Constant practice.
Development of Management Thought

The art of management has its ancient roots.
1. Classical Theory
2. Neo-classical Theory
3. Modern Theory
Development of Management Thought
I) Classical Theory:
The classical theory means something traditionally
accepted and long established.

The classical approach emphasises organizational
efficiency to increase the organizational success.

Elements of Classical Theory
Inter-related functions
Guiding principles
Bureaucratic structures
Reward-punishment nexus

:
Branches of Classical Theory
Bureaucracy
Scientific
Management
Administrative
Theory
Bureaucracy:
Max Weber, the German sociologist developed the
bureaucratic management theory.
Bureaucracy implies an organization characterized by
rules, procedures, rigid hierarchy of authority
responsibility etc,.

Elements of Bureaucracy:
Hierarchy
Division of work
Rules, regulations and procedures
Records
Impersonal relationships
Administrative class

Scientific Management
Fredrick Winslow Taylor built the body of principles that
constitute the essence of Scientific Management.

Scientific Management is an approach that emphasizes
the scientific study of work in order to improve the
workers efficiency.

BASICS OF SCIENTIFIC MANAGEMENT:
Study the work scientifically.
Select workers and train them.
Match jobs and workers properly.
Distribute gains between employer and employee.

Scientific Management principles:
Science, not rile of thumb
Harmony, not discord
Cooperation not individualism
Maximum output in the place of restricted output.
Equitable division of work and responsibility.

Key Concepts of Scientific Management:
Scientific task planning
Time and motion study
Standardization
Differential piece rate system
Functional foremanship
Administrative Theory
Henry Fayol developed the Administrative theory which
explained the process of managing an organization from
the top level perspective.

Administrative theory is an approach that focuses on
principles that can be used by managers to coordinate the
internal activities of organization.

Management Functions:
Planning
Organizing
Commanding
Coordination
Controlling
Principles of Management / Henry Fayols 14
Principles
1. Division of Work
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individul
interest to group
7. Remuneration of Personnel
8. Order
9. Centralization
10.Scalar chain
11.Equity
12.Stability of tenure
13.Initiative
14.Esprit de corps