Management: Science, Theory and

Practice

Pragya Gupta
Assistant Professor

Jaipuria Institute of Management, Noida

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Definition of Management

Management is the process of designing and maintaining an environment

in which individuals, working together in groups, efficiently accomplish
selected aims.

Efficiency

 “Doing things right”

– Getting the most output for the least input

Effectiveness

 “Doing the right things”

– Attaining organizational goals

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Functions of Management

Harold Koontz: Management is the art of getting things done through

& with an formally organized group. The most accepted definition of

functions of management include Planning, Organizing, Staffing,

Directing and Controlling as given by Koontz

Henry Fayol: To manage is to forecast & plan, to organize, to

compound, to co-ordinate and to control

PODSCORB by Luther Gullick:

- Planning, Organizing, Directing, Staffing, Controlling, Co-ordinating,

Reporting & Budgeting

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What Is An Organization?

 An Organization Defined

A deliberate arrangement of people to accomplish some specific

purpose (that individuals independently could not accomplish

alone).

 Common Characteristics of Organizations

• Have a distinct purpose (goal)

• Composed of people

• Have a deliberate structure

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Who Are Managers?
Manager

Someone who coordinates and oversees the work of other people so that

organizational goals can be accomplished.

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Levels of Management in organizations

Top Line
Managers

Middle Line Managers

First Line Managers

Non – Managerial Employees

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https://www.youtube.com/watch?v=6tQX_E1xZhE

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The Functions Of Managers
 Planning - Planning involves selecting missions and objectives and the actions
to achieve them; it requires decision making.

 Organizing - involves the grouping of activities necessary to accomplish goals

and plans, the assignment of these activities to appropriate departments and
the provision of authority, delegation and co-ordination

 Staffing - Staffing involves filling, and keeping filled, the positions in the
organization structure.

 Leading - Leading is influencing people so that they will contribute to

organization and group goals.

 Controlling - Controlling is measuring and correcting individual and

organizational performance to ensure that events conform to plans

 Co-ordination is the essence of managership, for achieving harmony among

individual efforts toward the accomplishment of group goals. Each of the
managerial functions is an exercise contributing to coordination.
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Managers or Leaders

• Good managers have to be good leaders

• Good leaders also need to be planning, organizing, staffing,

controlling and of course, leading

• Managing and leading are closely related. While every leader may not

be a manager, every manager should be a leader. 

Circles of influence vs Circles of power

Influence and inspiration separate leaders from managers, not power

and control

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Competencies (skills) required by the managers

Technical skills

 Knowledge and proficiency in a specific field

Interpersonal skills

 The ability to work well with other people

Conceptual skills

 The ability to think and conceptualize about abstract and

complex situations concerning the organization

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Managerial Roles by Mintzberg

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Management :Science or Art

Managing as practice is an art; the organized knowledge underlying the

practice may be referred to as a science.

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More queries?

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