Department:Mechanical Engineering: Subject Name

DEPARTMENT :MECHANICAL ENGINEERING
Subject Name :INTRODUCTION TO MANAGEMENT AND LEADERSHIP

CODE:UCT-242
Unit 1 DISCOVER . LEARN . EMPOWER

Introduction to
Management and leadership
CO Title Level
Number
CO1 To understand Management and its Remember
various aspects.
CO2 To understand Management History. Understand

CO3 Understand
To be aware about the functions of

strategic Management
2
Nature of Management/ Importance of
Management • S)
The history and streams of management
The general and technical environment
in management
the business strategy management
Introduction to strategic management
The strategies of strategic management
Process and vision of strategic
management
Mission and goal setting in strategic
management
External and Internal analysis
3
Nature of Management/ Importance of
Management
Management (or managing) is the
administration of an organization, whether it is
a business, a not-for-profit organization, or
government body. Management includes the
activities of setting the strategy of an
organization and coordinating the efforts of its
employees (or of volunteers) to accomplish its
objectives through the application of available
resources, such as financial, natural,
technological, and human resources. The term
"management" may also refer to those people
who manage an organization.
4
The concept of management is as old as the human race itself. The
concept of ‘family’ itself required that life be organized and resources of
food be apportioned in a manner so as to maximize the utility of such
resources. Taking proper steps to safeguard the family from attacks by
wild animals, planning on where to go fishing and hunting and whom to
go with, organizing these groups into chiefs and hunting and fishing
bands where chiefs gave directions, and so on, are all subtle ingredients
of management and organization.
5
• Management can be defined in detail in following categories :
• Management as a Process
• Management as an Activity
• Management as a Discipline
• Management as a Group
• Management as a Science
• Management as an Art
• Management as a Profession
6
Management History - Issues and
Challenges
Why Theory?
• A theory is a conceptual framework for organizing knowledge and
providing a blueprint for action.
• Management theories, used to build organizations, are grounded in
reality. Most managers develop their own theories about how they
should run their organizations.
7
What is Management ???
• The process of using what you have

{ RESOURCES }, to do what you want to do
…. {GOALS}
www.cuchd.in Campus: Gharuan, Mohali
Resources {Assets}
7 categories of resources:
 Money
 People
 Time
 Work Procedures
 Materials
 Equipment
 Energy
Goals
1. Maximum Profit Levels
2. Maintenance or growth of financial strength
3. Quality standards
4. Professional obligations
5. Societal concerns—Social Responsibility of Business
Management is a multi-purpose organ that manages
business, managers, workers & work
ACCOUNTABILITY
• Obligation on the part of subordinate to carry out the responsibility

by exercising authority
• Every subordinate is answerable to his superior for the tasks assigned

to him
•14 PRINCIPLES OF MANAGEMENT
•Henry fayol
•1. DIVISION OF WORK
•Specialization and specification of job
•People need specialization for effective performance
•3. DISCIPLINE
•Without discipline in the organization it is difficult to operate.
•Self- imposed- springs from within the individual
•Command-imposed- through remuneration, warning, suspension, demotion, etc
•4. UNITY OF COMMAND
•It means an employee should receive orders from one superior only
5. UNITY OF DIRECTION
•There should be one plan for one unit
•Objective is important
•6. SUBORDINATION OF INDIVIDUAL INTEREST TO GENERAL
INTEREST
•The interest of the group should supersede that of the individual
•Common interest is above individual interest
•8. CENTRALISATION
•Power is concentrated a certain level in the organization.
•It depends on the nature and size of the organization.
9. SCALAR CHAIN
•Communication can be established through proper channel.
•Scalar chain was a very time consuming process.
•Henri Fayol suggested gang plank policy according to which there was a
provision of lateral communication.
•10. ORDER
•Right person at the right job and right place for material, machine and stock.
•Meaning right thing in the right place.
11. EQUITY
•Every manager should be unbiased towards the officials.
•Personal liking and disliking should not be involved.
•12. STABILITY OF TENURE
•Tenure and term of appointment should be stable.
•There should be reasonable security of job.
13. INITIATIVE
•Within the limits of authority and discipline the manager should

encourage their employees to take initiative for establishing team
work in the organization.
•14. ESPRIT DE CORPS
•Union is strength
TYPES OF STRATEGIES
VERTICAL INTEGRATION
INTENSIVE
DIVERSIFICATION

TYPES OF STRATEGIES
Forward
Integration
Vertical
Integration
Strategies
Backward
Integration
FORWARD INTEGRATION
Control of the direct distribution of its products
BACKWARD INTEGRATION
Control of the suppliers

TYPES OF STRATEGIES
Market
Penetration
Intensive Market
Strategies Development
Product
Development
MARKET PENETRATION
“Deals with enhancing the share of market by effective and

innovative strategies in order to make the present product
more effective and attractive.”
MARKET DEVELOPMENT
“Deals with adding products in different geographic areas.”
PRODUCT DEVELOPMENT
“Deals with increasing the sales as well as revenues by enhancing the

quality of existing products.”
“The quality of existing products can be easily enhanced by adding

different flavors in it.”

TYPES OF STRATEGIES
Concentric
Diversification
Diversification Conglomerate
Strategies Diversification
Horizontal
Diversification
DIVERSIFICATION STRATEGIES
• Why Firms Diversify:
• To grow
• To more fully utilize existing resources and capabilities.
• To escape from undesirable or unattractive industry environments.
• To make use of surplus cash flows.
CONCENTRIC
“A company acquires or develops new products or services (closely

related to its core business or technology) to enter one or more new
markets.”
HORIZONTAL
“Adding related or similar product/service lines to existing core business,

either through acquisition of competitors or through internal development
of new products/services.”
LIQUIDATION
Selling all of a company’s assets, in parts, for their tangible worth
Recognition of defeat.
Cease operating than to continue losing large sums of money
Course Outcome
• Students understand types of strategies in management.
• Students became aware about the strategies used by managers.
Ms.Gagandeep Kaur, Assistant Professor (UIMS)

www.cuchd.in Campus: Gharuan, Mohali 38
Topic Outcome
• Students gained basic understanding of Management strategies.
• Students understand the concept of strategic Management.

FAQs
• What is the importance of Strategies in Management ?
• How strategic management plays an important role in an organization?

REFERENCES
All of the information which is on these slides was taken from:
http://www.businessdictionary.com/definition/concentric-diversification.html#ixzz1lYJMhiI
www2.gsu.edu/~wwwsmg/BA8993week10.ppt
http://www.mba-tutorials.com/strategy/1112-intensive-strategies.html
http://www.investopedia.com/terms/f/forwardintegration.asp#ixzz1lYfXLCay
APPLICATIONS
Understanding will be familiarized with

various methods and concepts in
Management and Leadership.
42
REFERENCES
1. https://www.managementstudyhq.com/what-is-management.html
2. https://en.wikipedia.org/wiki/Management
3. https://www.managementstudyguide.com/management_process
4. htm https://www.managementstudyhq.com/what-is-management.html
5. https://en.wikipedia.org/wiki/Management
Introduction to Management/ Concepts of Management
6. https://www.managementstudyguide.com/management_process.htm
• Text Books:
• Management Theory and Practice: Gerald A Cole, Cengage Learning EMEA Higher Education
• Management Theory and Practice, Chandan, J.S, Vikas Publications, 1987
• Management Theory, Sheldrake John, Published Intl Thomson Business Pre 1966
• Introduction To Leadership: Concepts and Practise, Northouse.G.Peter, Sage Publications.
• Reframing Organizations: Artistry, Choice and Leadership, Bolman. G. Lee
43
THANK YOU
Email: IML_Uct-292_2019@gmail.com

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DEPARTMENT :MECHANICAL ENGINEERING

Subject Name :INTRODUCTION TO MANAGEMENT AND LEADERSHIP

Unit 1 DISCOVER . LEARN . EMPOWER

CO2 To understand Management History. Understand

To be aware about the functions of

• The process of using what you have

1. Maximum Profit Levels

2. Maintenance or growth of financial strength

5. Societal concerns—Social Responsibility of Business

• Obligation on the part of subordinate to carry out the responsibility

• Every subordinate is answerable to his superior for the tasks assigned

•People need specialization for effective performance

•Self- imposed- springs from within the individual

•Command-imposed- through remuneration, warning, suspension, demotion, etc

•Common interest is above individual interest

•It depends on the nature and size of the organization.

•Scalar chain was a very time consuming process.

•Meaning right thing in the right place.

•Personal liking and disliking should not be involved.

•Tenure and term of appointment should be stable.

•There should be reasonable security of job.

•Within the limits of authority and discipline the manager should

•14. ESPRIT DE CORPS

Control of the direct distribution of its products

Control of the suppliers

“Deals with enhancing the share of market by effective and

“Deals with adding products in different geographic areas.”

“Deals with increasing the sales as well as revenues by enhancing the

“The quality of existing products can be easily enhanced by adding

“A company acquires or develops new products or services (closely

“Adding related or similar product/service lines to existing core business,

Cease operating than to continue losing large sums of money

Ms.Gagandeep Kaur, Assistant Professor (UIMS)

Ms.Gagandeep Kaur, Assistant Professor (UIMS)

Ms.Gagandeep Kaur, Assistant Professor (UIMS)

Understanding will be familiarized with

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