Course Details

Course Name: Media Management and

Sports Marketing
Course Code: MSSS-613
Degree Program: MPhil. Sports
Sciences and Physical Education
Semester: 4th
Chapter 1.1
Management
Learning Objectives

At the end of the session students would be

able to understand,
• What is Introduction to Management
• What are the main Four Functions of
Management (Planning, Organizing, Leading,
Controlling)
• What are the Levels of Management.
Management

 Management is a process of planning,

decision making, organizing, leading,
motivation and controlling the human
resources, financial, physical, and
information resources of an organization to
reach its goals efficiently and effectively.
Threefold Concept of Management

 Tounderstand the definition of

management and its nature, a threefold
concept of management for emplacing a
broader scope for the viewpoint of
management.
Threefold Concept of Management
Threefold Concept of Management

Management is an Economic Factor

 Foran economist, management is one of the
factors of production together with land, labor,
and capital.
Threefold Concept of Management

Management is an Economic Factor

 Asthe industrialization of a nation increases, the
need for management becomes greater.
Threefold Concept of Management

Management is an Economic Factor

 The managerial resources of a firm determine, in
large measure, its productivity and profitability.
Executive development, therefore, is more
important for those firms in a dynamic industry
in which progress is rapid.
Threefold Concept of Management

Management is a System of Authority

 From an administrator’s point of view,
management is a system of authority.
Historically, management first developed an
authoritarian philosophy. Later on, it turned
paternalistic.
Threefold Concept of Management

Management is a System of Authority

 Still,
later, constitutional management emerged,
characterized by a concern for consistent policies
and procedures for dealing with the working
group.
Threefold Concept of Management

Management is a System of Authority

 Finally,the trend of management turned towards
a democratic and participatory approach. Modern
management is nothing but a synthesis of these
four approaches to authority.
Threefold Concept of Management

Management is a Class and Status System

 As viewed by a sociologist, management is a
class-and-status system. The increase in the
complexity of relationships in modern society
demands that managers become elite of brain
and education.
Threefold Concept of Management

Management is a Class and Status System

 Entryinto this class of executives is being more
and more dependent on excellence in education
and knowledge rather than family or political
connections. Some scholars view this
development as a “Managerial Revolution”.
Threefold Concept of Management

Management is a Class and Status System

 But you might have a different point of view
about management but the purpose of it remains
static; reach the goal effectively and efficiently.
Threefold Concept of Management

Management is a Class and Status System

 Itis a set of activates directed at an
organization’s resources to
achieve organizational goals efficiently and
effectively.
Threefold Concept of Management

Management is a Class and Status System

 Thebasic managerial functions or activities are
planning, organizing, leading, and controlling.
Threefold Concept of Management

Management is a Class and Status System

 Theseactivities are undertaken by the managers
to combine all resources (human, financial,
physical, information) efficiently and effectively
to work toward achieving the goals of the
organization.
Threefold Concept of Management

So, we can say that the nature of management is;

• Management as a systematic process of
planning, organizing, staffing, leading and
controlling. As managers, people carry out the
managerial functions of planning, organizing,
staffing, leading, and controlling.
Threefold Concept of Management

So, we can say that the nature of management is;

• The concepts and activities of management apply
to all levels of management, as well as to all
types of organizations and activities managed.
Threefold Concept of Management

So, we can say that the nature of management is;

• The aim of all managers is universal: to create a
surplus.
Threefold Concept of Management

So, we can say that the nature of management is;

• Management identifies a special group of people
whose job is to direct the effort and activities of
other people towards common objectives.
Threefold Concept of Management

So, we can say that the nature of management is;

• Management is concerned with productivity,
thereby implying efficiency and effectiveness.
Factors of production of an organization such as
labor, capital, land, equipment, etc. are used
efficiently and effectively prepared through
management for achieving organizational goals.
Threefold Concept of Management

So, we can say that the nature of management is;

• Management has to pay attention to fulfilling the
objectives of the interested parties.
• Management is the art and science of getting
work done by other peoples.
• “Maximum results with the minimum of efforts”
is the motto of management of any organization.
Threefold Concept of Management

So, we can say that the nature of management is;

• Management as a concept has broadened in
scope with the introduction of new perspectives
by different fields of study, such as economics,
sociology, psychology and the like.
Features of Management

Management is the process of setting and reaching goals effectively and

efficiently. Management process has some qualities or features;
1. Management is Associated with Group Efforts
2. Management is Purposeful
3. Management is Accomplished Through the Efforts of Others
4. Management is Goal-oriented
5. Management is Indispensable
6. Management is Intangible
7. Management can Ensure Better Life
4 Functions of Management Process:
Planning, Organizing, Leading, Controlling

 Functions of management is a systematic way of

doing things. Management is a process to
emphasize that all managers, irrespective of their
aptitude or skill, engage in some inter-related
functions to achieve their desired goals.
4 Functions of Management Process:
Planning, Organizing, Leading, Controlling

4 Functions of management are planning,

organizing, leading and controlling that
managers perform to accomplish business goals
efficiently.
4 Functions of Management Process:
Planning, Organizing, Leading, Controlling

 First;managers must set a plan, then organize

resources according to the plan, lead employees
to work towards the plan, and finally, control
everything by monitoring and measuring the
effectiveness of the plan.
4 Functions of Management Process:
Planning, Organizing, Leading, Controlling

Management process/functions involve 4 basic activities;

1. Planning and Decision Making – Determining Courses
of Action,
2. Organizing – Coordinating Activities and Resources,
3. Leading – Managing, Motivating and Directing People,
4. Controlling – Monitoring and Evaluating activities.
4 Functions of Management Process:
Planning, Organizing, Leading, Controlling
1. Planning and Decision Making –
Determining Courses of Action
 Looking ahead into the future and predict
possible trends or occurrences which are likely
to influence the working situation is the most
vital quality as well as the job of a manager.
1. Planning and Decision Making –
Determining Courses of Action
 Planningmeans setting an organization’s goal
and deciding how best to achieve
them. Planning is decision making, regarding
the goals and setting the future course of
action from a set of alternatives to reach
them.
1. Planning and Decision Making –
Determining Courses of Action
 The plan helps to maintain managerial
effectiveness as it works as a guide for the
personnel for future activities. Selecting goals as
well as the paths to achieve them is what
planning involves.
1. Planning and Decision Making –
Determining Courses of Action
 Planning involves selecting missions and
objectives and the actions to achieve them, it
requires decision-making or choosing future
courses of action from among alternatives.
1. Planning and Decision Making –
Determining Courses of Action
 In short, planning means determining what the
organization’s position and the situation should be in the
future, and decide how best to bring about that situation.
 Planning helps maintain managerial effectiveness by
guiding future activities.
 For a manager, planning and decision-making require an
ability to foresee, to visualize, and to look ahead
purposefully.
2. Organizing – Coordinating Activities
and Resources
 Organizing can be defined as the process by which the
established plans are moved closer to realization.
 Oncea manager set goals and develops plans, his
next managerial function is organizing human
resource and other resources that are identified as
necessary by the plan to reach the goal.
 Organizing involves determining how activities and
resources are to be assembled and coordinated.
2. Organizing – Coordinating Activities
and Resources
 The organization can also be defined as an intentionally
formalized structure of positions or roles for people to fill
in an organization.
 Organizing produces a structure of relationships in an
organization and it is through these structured relationships
that plans are pursued.
 Organizing, then, is that part of managing which involves:
establishing an intentional structure of roles for people to fill
in the organization.
2. Organizing – Coordinating Activities
and Resources
 Itis intentional in the sense of making sure that all the
tasks necessary to accomplish goals are assigned to
people who can do the best.
 The purpose of an organization structure is to create an
environment for the best human performance.
 The structure must define the task to be done. The
rules so established must also be designed in light of
the abilities and motivations of the people available.
2. Organizing – Coordinating Activities
and Resources
 Staffing is related to organizing and it involves
filling and keeping filled, the positions in the
organization structure.
 This can be done by determining the positions to be
filled, identifying the requirement of manpower,
filling the vacancies and training employees so that
the assigned tasks are accomplished effectively and
efficiently.
2. Organizing – Coordinating Activities
and Resources
 Themanagerial functions of promotion, demotion,
discharge, dismissal, transfer, etc.  Are also included
with the broad task “staffing.” staffing ensures the
placement of the right person in the right position.
 Organizingis deciding where decisions will be
made, who will do what jobs and tasks, who will
work for whom, and how resources will assemble.
3. Leading – Managing, Motivating and
Directing People
 The third basic managerial function is leading it is
the skills of influencing people for a particular
purpose or reason. Leading is considered to be the
most important and challenging of all managerial
activities.
 Leading is influencing or prompting the member of
the organization to work together with the interest of
the organization.
3. Leading – Managing, Motivating and
Directing People
 Creating a positive attitude towards the work and
goals among the members of the organization is
called leading. It is required as it helps to serve
the objective of effectiveness and efficiency by
changing the behavior of the employees.
 Leading involves several deferment processes
and activates.
3. Leading – Managing, Motivating and
Directing People
 The functions of
direction, motivation, communication, and
coordination are considered a part of the leading
processor system.
 Coordinating is also essential in leading.
 Most authors do not consider it a separate
function of management.
3. Leading – Managing, Motivating and
Directing People
 Rather they regard coordinating as the essence of
managership for achieving harmony among
individual efforts towards accomplishing group
targets.
3. Leading – Managing, Motivating and
Directing People
 Motivating is an essential quality for leading.
Motivating is the function of the management
process of influencing people’s behavior based
on the knowledge of what cause and channel
sustain human behavior in a particular
committed direction.
3. Leading – Managing, Motivating and
Directing People
 Efficient managers need to be effective leaders.
 Since leadership implies fellowship and people
tend to follow those who offer a means of
satisfying their own needs, hopes and aspirations,
understandably, leading involves motivation
leadership styles and approaches and
communication.
4. Controlling – Monitoring and
Evaluating Activities
 Monitoring the organizational progress toward
goal fulfillment is called controlling. Monitoring
progress is essential to ensure the achievement
of organizational goals.
4. Controlling – Monitoring and
Evaluating Activities
 Controlling is measuring, comparing, finding
deviation and correcting the organizational
activities which are performed for achieving the
goals or objectives. Controlling consists of
activities, like; measuring the performance,
comparing with the existing standard and finding
the deviations, and correcting the deviations.
4. Controlling – Monitoring and
Evaluating Activities
 Controlactivities generally relate to the
measurement of achievement or results of actions
that were taken to attain the goal.
 Some means of controlling, like the budget for
expenses, inspection records, and the record of
labor hours lost, are generally familiar. Each
measure also shows whether plans are working out.
4. Controlling – Monitoring and
Evaluating Activities
 Ifdeviations persist, correction is indicated.
Whenever results are found to differ from the
planned action, persons responsible are to be
identified and necessary actions are to be taken to
improve performance.
 Thus outcomes are controlled by controlling what
people do. Controlling is the last but not the least
important management function process.
4. Controlling – Monitoring and
Evaluating Activities
 Itis rightly said, “planning without controlling is
useless”. In short, we can say the controlling enables
the accomplishment of the plan.
 All the management functions of its process are inter-
related and cannot be skipped.
 The management process designs and maintains an
environment in which personnel’s, working together
in groups, accomplish efficiently selected aims.
4. Controlling – Monitoring and
Evaluating Activities
 Allmanagers carry out the main functions of
management; planning, organizing, staffing,
leading and controlling. But depending on the
skills and position on an organizational level, the
time and labor spent in each function will differ.
4 Functions of Management Process:
Planning, Organizing, Leading, Controlling

 Planning, organizing, leading, and controlling

are the 4 functions of management;  which work
as a continuous process.
3 Management Levels in Organizational
Hierarchy
3 levels of management in organizational
hierarchy; (1) Top-level, (2) middle-level, (3)
lower level. Top-level managers are responsible
for setting organizational goals. Middle-level
managers are engaged in carrying out their goals.
Lower-level managers are responsible for
running every work unit in an organization.
3 Management Levels in Organizational
Hierarchy
 Top-levelmanagers are responsible for setting goals,
creating plans and supervise the entire organization.
 Middle-levelmanagers are engaged in diverting
organizational activities to attain the goals set by top
management.
 The lower-level managers are running every work unit
in the organization and carrying out the essential tasks.
They are the foot soldiers of the company.
3 Management Levels in Organizational
Hierarchy
 The job of a manager is practically the same. But
there is a difference in a manager’s role depending
on the skills, ability, strength, experience,
intellectual ability, etc.
 So,in the organizational hierarchy, we see three
levels of management. Each level has a different set
of jobs and responsibilities but all are toward
fulfilling a goal.
Top-Level Management

 Top-level
managers, or top managers, are also called senior
management or executives. Leaders of the
organization are setting in top-level management.
 Theseindividuals are at the top one or two levels in an
organization, and hold titles such as: Chief Executive
Officer (CEO), Chief Financial Officer (CFO), Chief
Operational Officer (COO), Chief Information Officer
(CIO), Chairperson of the Board, President, Vice president,
Corporate head.
Top-Level Management

• Top-level managers make decisions affecting the

entirety of the firm.
• Top managers do not direct the day-to-day
activities of the firm; rather, they set goals for
the organization and direct the company to
achieve them.
Top-Level Management

• Top managers are ultimately responsible for the

performance of the organization, and often, these
managers have very visible jobs.
• Top-level managers require having very good
conceptual and decision-making skills.
Middle-Level Management

 Middle-level managers, or middle managers, are

those in the levels below top managers.
 Middlemanagers’ job titles include General
Manager, Plant manager, Regional manager, and
Divisional manager.
Middle-Level Management

• Middle-level managers are responsible for

carrying out the goals set by top management.
They do so by setting goals for their departments
and other business units.
• Middle managers control, motivate and assist
first-line managers to achieve business
objectives.
Middle-Level Management

• Middle managers also communicate upward, by

offering suggestions and feedback to top managers.
Because middle managers are more involved in the
day-to-day workings of a company, they may provide
valuable information to top managers to help improve
the organization’s bottom line.
• Middle-level managers’ job’s perfection depends very
much on this communication and interpersonal skills.
Lower-Level Management

 First-level
managers are also called first-line
managers, shop-level managers, or supervisors.
 These managers have job titles such as office
manager, Shift Supervisor, Department Manager,
Foreperson, Crew leader, Store manager.
Lower-Level Management

• First-line managers are responsible for the daily

management of line workers, the employees who
produce the product or offer the service.
Lower-Level Management

• There are first-line managers in every work unit in

the organization. Although first-level managers
typically do not set goals for the organization, they
have a very strong influence on the company.
These are the managers that most employees
interact with daily, and if the managers perform
poorly, employees may also perform poorly, may
lack motivation, or may leave the company.
Lower-Level Management

• A First-level manager requires having technical

skill knowledge for the particular work that he is
supervising.
References

 Griffin, R. W. (2016). Management: Nelson Education.

 Koontz, H., O'Donnell, C., & Weihrich, H. (1986). Essentials of
management (Vol. 18): McGraw-Hill New York.
Learning Outcomes

Now students are able to understand,

• What is Introduction to Management
• What are the main Four Functions of
Management (Planning, Organizing,
Leading, Controlling)
• What are the Levels of Management.
Thank You

Any Questions?