S.Y.B.

COM
SEM III
Introduction
To Management
D R . VA N I T H A E S A I M A N I
PART A: WHAT IS MANAGEMENT?
 A process of coordinating people or employee with other resources to achieve
the goals of organization.
 Mary Parker Follet stated “Management is the art of getting things done
through the people..”
 Henri Fayol “To manage is to forecast and to plan, to organize, to commend,
to coordinate and to control.”
 George Terry defines “Management is a distinct process consisting of
planning, organizing, actuating and controlling, performed to determine and
accomplish stated objectives with the use of human beings and other
resources.”
Organizational goals
Material Human Financial Information
resources resources resources resources

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NATURE & CHARACTERISTICS
OF MANAGEMENT
1. Process
2. All Pervasive
3. Has a professional approach
4. A group activity
5. Is the art of getting things done
6. Is result oriented
7. It is dynamic in nature

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 FUNCTIONS OF MANAGEMENT
 In 1916, Henri Fayol provided a “Functional approach to management’ in his book ,
“Industrial and General Management”.

1. Planning: James Stoner states “Planning is a process of establishing goals and a suitable
course of action for achieving those goals.”

2. Organizing: Louis Allen states- “Organizing is a process of identifying and grouping of the
work to be performed, defining and delegating authority and responsibility and establishing
relationship to accomplish objectives”.

3. Staffing: It is an important element of organizing. A major aspect of staffing is to select the

right person for the right job.

4. Decision Making: James stoner defines “ the process of identifying and selecting a course
of action to solve a specific problem”
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 CONT.…….
5. Directing: Directing involves not only instructing people what to do, but also ensuring that
they know what is expected from them. It involves three major sub-functions:

1) Leading 2) Communicating 3) Motivating

6. Controlling: James Stoner defines “Controlling is the process of ensuring that actual
activities conform to the planned activities.”

7. Coordination: It refers to integration of activities or actions of the subordinates by the

superiors.

8. Other functions: Management experts like Luther Gullick state other function such as
reporting and budgeting.

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EVOLUTION OF MANAGEMENT Thought

“ Scientific Mana gement T heor y” Is Also Known as

“Classical T heor y of Mana gement” developed in the early
1900s, with an emphasis on increasing workers productivity.

Scientific Administrative Bureaucratic

management Management Model
• Taylor’s • Henry Fayol • Max Weber
Scientific
Management

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 ELEMENTS OF SCIENTIFIC
MANAGEMENT
Principles Techniques
1. Development of true science of Management 1. Performance standards
2. Scientific selection of workers 2. Differential piece rate system
3. Scientific training and development of worker 3. Functional foremanship
4. Close cooperation between management and worker 4. Mental revolution
5. Maximum output in place of restricted output 5. Time study
6. Division of work 6. Fatigue and Motion study

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 CRITICISM OF SCIENTIFIC
THEORY
Criticism by Employees Criticism by Employers Criticism by Industrial
Psychologists

Loss of initiative Expensive Faulty Assumptions

Exploitation of workers Not suitable for small firm Individualistic Approach

Problem of Separation of Planning

Mechanical approach Problem of reorganization
from doing

Undemocratic in Nature Problem of over production Monotony

Problem of unity of Lack of Non-monetary

Narrow applicability
command incentives
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HENRY FAYOL PRINCIPLES OF
MANAGEMENT
1)Division of work
2)Authority and Responsibility
3)Discipline
4)Unity of Command
5)Unity of Direction
6)Subordination of Interest
7)Remuneration
8)Centralization 
9)Scalar Chain
10)Order
11)Equity
12)Stability of Tenure
13)Initiative
14)Esprit of Co-operation
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 NEO CLASSICAL THEORY
 It was developed between 1920 and 1940.This theory emphasized on individual or group
behavior and human relations in determine the productivity. It encompasses approaches and
theories that focus on the human side of the organization.
 Human Relation Movement: (Basic Philosophy of Human Relation Approach)
• Recognition and Appreciation
• Feelings and Emotions
• Informal Relations
• Job Security and Job Satisfaction
• Communication
• Conflict and Misunderstanding
• Freedom from Strict Supervision
• Participate in Decision Making
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 MODERN MANAGEMENT
APPROACH
Peter Drucker states five dimensions of management
1. Purpose and mission:
2. Productive work and worker achievement
3. Social impacts and social responsibilities
4. Time dimensions
5. Administration and Entrepreneurship

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 INDIAN ETHOS

Oxford Dictionary defines ethos as “the characteristics spirit and beliefs of

community/people which distinguishes one culture from the other.”

Webster Dictionary defines ethos “the characteristics spirit of culture, era

or community.”

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 SIGNIFICANCE OF INDIAN ETHOS
TO MANAGEMENT

1.Ethic in Functional Management 9. Attitude

2.Professionalism 10. Humility

3.Respect 11. Passion

4.Equity 12. Law of Giving & Receiving

5.Team Spirit 13. Law of Dharma

6.Authority and Responsibility 14. Law of Karma

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ORGANIZATIONAL & ENVIRONMENTAL
FACTORS
• Managers must recognize and respond to all the factors that can influence their
organizations.
• Navigating through the modern chaotic work environments is like trying to
drive a small boat to shore during a hurricane.
• The forces that drive this change in the business are known as internal and
external environmental factors.

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CONTINUED--------
INTERNAL EXTERNAL

Staff Economy

Budget Competition

Corporate Culture Political and Social

Mission Customers and Suppliers

Leadership Styles Technology

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 TRENDS & CHALLENGES IN
MANAGEMENTS GLOBAL SCENARIO
•Planning, Organizing, Leading, Controlling and Decision Making in a
Global Scenario
•Uncertainty about the Future
•Wellbeing of Employees
•Tracking Team Productivity
•Shaping Company Culture
•Mind the Skills Gap
•High Staff Turnover
•Supporting Diversity & Inclusion in the Workplace
•Managing Communication Between Teams
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 PART B: PLANNING
 Koontz and O’Donnell, “Planning is deciding in
advance what to do, how to do it, when to do it, and who
is to do it.”

 James Stoner defines “Planning is the process of

establishing goals and a suitable course of action for
achieving those goals.”

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NATURE OF PLANNING
• Planning is primary function of management
• Planning focuses on objectives
• Planning is a function of all managers
• Planning as an intellectual process(Mental Work)
• Planning as a continuous process:
• Planning is dynamic (flexible)
• Planning secures efficiency, economy and accuracy

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PURPOSE OF PLANNING

It Minimize the risks

Helps in coordination

Helps inn organizing

Gives proper direction

Helps in control

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 TYPES OF PLANNING

Standing Single use

Mission Budgets

Objectives Schedules

Procedures Programs

Strategies Projects
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 OBJECTIVES OF PLANNING
• Planning increases the efficiency of an organization.
• It reduces the risk factors in modern business activities.
• It facilitates proper coordination within an organization.
• It provides the right direction to the organization.
• It identifies future opportunities and threats.
• It is important to maintain good control.
• It motivates the personnel of an organization.
• It encourages managers’ creativity and innovation.

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 MBO (MANAGEMENT BY
OBJECTIVES) STEPS
Analysis of the
environment
Collectively
formulate the
objectives
Collectively Frame
Plan
Evaluating
Plan

Select Best
Plan

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 CONTINUE……
Implement
plan
Measurement &
Comparison
Causes of Deviation

Corrective
Measures

Follow up &
Review

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 WHY DOES MOST OF THE
ORGANISATION GO FOR MBO?
Helps
Planning

Optimum
Facilitates
use of
Control
resources

Advantages

Team work Innovation

Corporate
Image
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PART C: WHAT IS DECISION
MAKING?

• According to D. E. McFarland, “A decision is an act of choice – wherein an executive forms a

conclusion about what must not be done in a given situation. A decision represents a course of behavior

chosen from a number of possible alternatives”.

• According to R. A. Killian, “A decision in its simplest form is a selection of alternatives”

• According to Haynes and Massie, “a decision is a course of action which is consciously chosen for

achieving a desired result”. 25

TYPES OF DECISION MAKING
• Managers or non-managers have to make decisions at some point to get
their organizational goals done.
• Programmed And Non-Programmed Decisions
• Operational and Strategic Decisions
• Organizational and Personal Decisions
• Major and Minor Decisions
• Individual and Group Decisions
• Tactical and Operational Decisions

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PROCESS OF DECISION MAKING

Define the Problem

Identify Alternative solutions

Evaluate the alternatives

Select the best alternative

Implement & Review of

Decision

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 RATIONAL DECISION MAKING
• Rational decision making is a step-by-step model that helps you identify a problem,
pick a solution between multiple alternatives, and find an answer.
• Rational decision making is an important skill to possess, especially in the digital
marketing industry- How our audience actually interacts with our brand- What our
audience likes about us.
• Verify and define your problem.
• Research and brainstorm possible solutions for your problem.
• Set standards of success and failure for your potential solutions.
• Flesh out the potential results of each solution.
• Choose the best solution and test it.
• Track and analyze the results of your test.
• If the test solves your problem, implement the solution. If not, test a new one.
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THANK YOU

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