MANAGEMENT

LEARNING OUTCO MES

The concept of the term ‘management’
Functions of management
Characteristics, nature and importance
The three levels of management
The essential roles performed by
managers.
The general skills necessary for
becoming a successful manager
 Organizations
Organization
◦ A systematic arrangement of people brought
together to accomplish some specific
purpose; applies to all organizations—for-
profit as well as not-for-profit organizations.
◦ Where managers work (manage)
Common characteristics
◦ Goals
◦ Structure
◦ People
Common Characteristics of Organizations
People Differences
Operatives
◦ People who work directly on a job or task and
have no responsibility for overseeing the work
of others
Managers
◦ Individuals in an organization who direct the
activities of others

1–5
Management Defined
Management
◦ The process of getting things done, effectively
and efficiently, through and with other people
◦ Efficiency
 Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
◦ Effectiveness
 Means doing the right things; goal attainment
EFFICIENCY AND EFFECTIVENESS
Definition of “Management”
By Griffin:
“A set of management functions directed at
the efficient and effective utilization of
resources in the pursuit of organization
goals.”
Definition….contd….
By Koontz and Weihrich:
“Management is the process of designing
and maintaining an environment in which
individuals working together in groups,
efficiently accomplish selected aims.”
Peter F. Drucker-Father of Modern
Management
Management is an organ, organs can be
described and defined only through their
functions
Difference between Management
Principles and Management
Functions:
“What should I do (principles) to ensure
that I do my job (functions) with
effectiveness and efficiency.”
Principles are strategies / processes which
enable the individual to do their functions
better to achieve laid down goals and
objectives
GOALS – qualitative achievements
Objectives – could have a mix of
quantitative and qualitative
 The Functions of
Management

Managers

Planning Organizing Staffing Directing Controlling

activities to resources and the employees’ the
achieve the activities to organization activities organization’s
organization's achieve the with qualified toward activities
organization’s people achievement to keep it
objectives
objectives of objectives on course
 Management
Process
Activities

Management process:
planning, organizing,
leading, and controlling
Copyright © 2004 Prentice Hall, Inc. All 1–
rights reserved. 13
 Management Process
Planning
◦ Includes defining goals, establishing strategy,
and developing plans to coordinate activities
Organizing
◦ Includes determining what tasks
to be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
 Management Process
Leading
◦ Includes motivating employees, directing the
activities of others, selecting the most
effective communication channel, and
resolving conflicts
Controlling
◦ The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations

1–
15
Characteristics / Features
Universal
Purposeful / Goal oriented
Integrative force: integrates human and
physical resources
Social process
Multidisciplinary
Continuous process
Intangible
Art as well as science
Objectives
Facilitates achievement of objectives
Optimum utilisation of resources
Promotes effectiveness
Development of analytical and conceptual
ability of managers
Adequate return on capital
Satisfied workforce
Economic and social development
Nature
As a science
As an art
As a profession
As a science
Essential elements of science
◦ Systematic body of knowledge
◦ Principles and theories developed through
continuous observation, experimentation and
research
◦ Principles have universal applicability
◦ Causal relationship
Management as a science
Systematised body of knowledge present:
Principles and theories available in every
area of management
Principles evolved through practical
experience and theoretical research over
several decades
Managerial principles have wide and
repetitive range of application
Management as a science
Management involves dealing with
human behaviour, so it is
◦ Social science
◦ Inexact science
◦ Soft science
◦ Applied science
◦ Interdisciplinary science
As an art
Essential features
◦ Artist’s vision
◦ Knowledge
◦ Communication
◦ Creativity
◦ Skilled performance
◦ Practice
As a profession
Features
◦ Specialised knowledge through formal
education and training programs
◦ Professional status through performance
◦ Code of ethics
◦ Dedication, commitment and loyalty
◦ Professional qualification
LEVELS OF MANAGEMENT:
The pyramid to the top

Top level
Middle level
Front line supervision
Non-managerial work force
Organizational Levels
Identifying Managers
First-line managers
◦ Supervisors responsible for directing the day-to-day
activities of operative employees
Middle managers
◦ Individuals at levels of management between the
first-line manager and top management
Top managers
◦ Individuals who are responsible for making
decisions about the direction of the organization and
establishing policies that affect all organizational
members
Mintzberg’s Managerial Roles
Decisional
Interpersonal
◦ Entrepreneur
Figurehead
◦ Disturbance
Leader hander
◦ Resource
Liaison allocator
◦Informational
Negotiator
◦ Monitor
◦ Disseminator
◦ Spokesperson
Interpersonal roles
 While performing interpersonal roles,
mangers work as:
1. Figureheads
performing number of routine duties of
legal or social nature; these duties
include handling ceremonies, signing
documents required by law, and
officially receiving visitors.
Leaders
As leaders, the managers perform all
managerial activities involving
subordinates including hiring, training and
firing. As leaders they are responsible for
motivation and direction of subordinates
Liaison persons
Serving as liaison between outside
contacts (community, suppliers,, etc) and
the organization
Informational roles
Mintzberg pointed out that managers
function as nerve centers in which they
obtain information about the environment
and their own organization by monitoring
them. The three informational roles are:
Monitor
Disseminator
spokesperson
Monitors : As monitors, managers seek and are
presented with information about the operations for
which they are responsible and about the
environment
Disseminators: they are disseminators of
information flowing from both external and internal
sources; Managers pass information from outside
their units to inside and also from one subordinate
to another
Spokesperson: mangers speak on behalf of their
units to outsiders. They transmit information to
outsiders on organization’s plans, policies, actions
and results and serve as experts on organization's
industry
THESE INFORMATIONAL ROLES PROVIDE A
COMMUNICATIONS NETWORK FOR THE
ORGANIZATION.
Decisional roles
Four of them as per Mintzberg:
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
As ENTREPRENUEURS : managers are
initiators, innovators, problem-discoverers and
designers of improvement projects that direct and
control change in the organization. Thus,
entrepreneurial work refers to mangers’ efforts to
improve the functioning and accomplishments of
their organizations
As DISTURBANCE HANDLER: managers take
corrective action in response to unforeseen
problems such as resignation of subordinates,
breakdown of productive equipment, etc. It is
worthwhile to mention that while entrepreneurs,
managers voluntarily take initiative to improve
performance, as disturbance handler
As RESOURCE ALLOCATOR: they are
responsible for allocating human, physical, and
monetary resources. making decisions about how
limited time, money, materials, labor hours and
other resources will be applied to multiple and
competing claims upon them in the work of
resource allocation role
Mangers as NEGOTIATORS: they discuss issues
and bargain with other units to gain advantages for
their own units. Mintzberg opines: that
“negotiation is resource trading in real-time.”
 Relationship of Managerial roles and
process

ROLE PROCESS

PLANNING
INTERPERSONA
L
LEADING
INFORMATIONA
L ORGANIZIING

DECISIONAL CONTROLLING
ALL THE THREEROLES PUT
TOGETHER ARE REFERRED TO AS:

THE MANAGERIAL WORK

ACTIVITY APPROACH
 SKILLS
CONCEPTUAL
Top
SKILLS
level

HUMAN
Middle
SKILLS
level

Supervisory TECHNICAL
level/entry SKILLS
level
How does a manager get work done?
Allocate and co-ordinate work
Delegate responsibility (giving details of
what needs to be done)
Communication
Co-operation and encouraging
participation
Motivation