Principles of Management for Engineers

INTRODUCTION TO
UNIT -1 MANAGERS AND
MANAGEMENT
 - Management involves directing and
controlling resources to achieve
organizational goals efficiently and
**Introduction to effectively.
Management:**

- It encompasses various functions and

levels within an organization to ensure
smooth operations and goal attainment.
 • Management is the process of planning, organizing,
**Definition of leading, and controlling resources (human, financial,
and material) to achieve organizational objectives.
Management:**
 • - Managers play a pivotal role in coordinating

**Role of resources, making decisions, setting goals, and

overseeing operations to achieve the
Management:** organization's mission and vision.
 • Management functions include planning
**Functions of (setting goals), organizing (arranging
resources), leading (motivating and guiding
Managers:** employees), and controlling (monitoring and
correcting activities) to achieve objectives.
 • Management operates at three main levels:
**Levels of top management (setting strategic direction),
middle management (implementing plans),
Management:** and lower-level management (supervising
employees).
**Management Skills
and Organizational
Hierarchy:**

• Managers require a blend of

technical, interpersonal,
conceptual, and decision-making
skills to effectively lead teams
and navigate the organizational
hierarchy.
**Social and Ethical
Responsibilities of
Management:**

• - Businesses hold social

responsibilities toward society,
encompassing ethical
considerations in decision-
making processes and
operations.
**Arguments for and
against Social
Responsibilities of
Business:**

• - Arguments in favor emphasize

corporate citizenship and long-
term sustainability, while
opposing views focus on profit
maximization as the primary
goal.

•
**Social Stakeholders:**

• - Entities affected by a company's actions,

including employees, customers, communities,
and shareholders, among others.
**Measuring Social
Responsiveness and
Managerial Ethics:**

• - Companies use various metrics

and standards to measure their
social impact, and managerial
ethics dictate decision-making
aligned with moral and legal
principles.
**Omnipotent
and Symbolic
View:**
• Omnipotent view suggests
management has significant
control over organizational
outcomes, while the symbolic
view posits that external factors
often shape outcomes more than
managerial actions.
**Relevance of
Political, Legal, • These external factors greatly influence the
Economic, and strategies and operations of global businesses,
shaping their decisions and adaptation
Cultural strategies.
Environments to
Global
Business:**
**Structures and
Techniques in
International
Organizations:**
• Organizations employ various
structures (functional, divisional,
matrix) and techniques (joint
ventures, strategic alliances,
acquisitions) to expand and
operate globally, considering
diverse markets and cultures.
 TITLE: PLANNING
UNIT -2 AND DIRECTING
IN MANAGEMENT
 • Planning involves outlining goals, identifying
**Planning: actions, and allocating resources to achieve
objectives effectively.
Nature & - Its purpose is to guide decision-making,
reduce uncertainty, and ensure organizational
Purpose:** success.
**Steps Involved in Planning:**

Establishing objectives

Determining alternative
courses of action

Evaluating options

Implementing plans

Monitoring progress.
**Objectives:
Setting
Objectives:**
• Objectives are specific,
measurable, achievable, relevant,
and time-bound (SMART) goals
that guide organizational efforts.

• Setting objectives involves defining

clear targets aligned with the
organization's mission and vision.
**Process of
Managing by
Objectives:**
• Management by Objectives
(MBO) involves setting clear
goals collaboratively, monitoring
progress, and rewarding
achievements, enhancing
employee motivation and
performance.
**Strategies, Policies &
Planning Premises:**
• - Strategies are long-term plans outlining
how to achieve objectives. Policies are
guidelines directing organizational actions.
• - Planning premises are assumptions about
future conditions crucial for effective
planning.
**Competitor
Intelligence &
Benchmarking:**
• Competitor intelligence involves gathering
information about rival firms to gain a
competitive advantage.
• Benchmarking entails comparing
organizational processes, performances, and
practices against industry’s best standards to
improve operations.
**Forecasting,
Decision-Making:**
• - Forecasting involves predicting future
events or trends crucial for planning.
- Decision-making is a key managerial
function involving choosing among
alternatives to achieve organizational
goals.
**Directing: Scope
& Human
Factors:**
• - Directing involves guiding and
supervising employees to
achieve organizational
objectives.
- Human factors encompass
understanding and leveraging
human behavior and motivation
in directing efforts
**Creativity and
Innovation:**
• - Encouraging creativity and fostering
innovation are crucial for organizational
growth and competitiveness.
**Harmonizing Objectives,
Leadership: Types of Leadership:**
• - Harmonizing objectives involves aligning individual and
organizational goals.
- Leadership styles include autocratic, democratic, laissez-faire,
transformational, and transactional, impacting organizational
culture and performance.
 • - Managers often serve as leaders,
influencing and inspiring their teams.
**Managers as - Early leadership theories include trait
theories (focused on inherent qualities),
Leaders, Early behavioral theories (emphasizing
Leadership actions and behaviors), and contingency
theories (considering situational
Theories:** factors).
**Managerial Grid,
Contingency Theories of
Leadership:**

• - The Managerial Grid evaluates

leadership styles based on concern
for people and concern for
production.
- Contingency theories suggest that
effective leadership depends on
situational factors such as task
structure and leader-member
relations.
**Path-Goal Theory, Contemporary Views of
Leadership:**
• - Path-Goal Theory posits that effective leaders clarify paths to goals,
remove obstacles, and provide support to followers.
• - Contemporary views focus on adaptive, servant, and authentic
leadership styles, considering changing organizational landscapes.
**Cross-Cultural Leadership, Leadership Training,
Substitutes of Leadership:**

- Leadership training enhances managerial

- Cross-cultural leadership involves
understanding and adapting leadership
styles to diverse cultural contexts.
skills and develops effective leadership
behaviors.
- Substitutes of leadership are aspects
within a work environment that can replace
or negate the need for direct leadership.
 ORGANIZING IN
UNIT -3 MANAGEMENT
**Organizing:**
• - Organizing involves structuring and arranging resources within an
organization to achieve objectives efficiently.
- It encompasses creating roles, establishing relationships, and
defining responsibilities.
 • - Benefits include enhanced efficiency, clarity in roles,
improved coordination, and better resource utilization.
**Benefits and - Limitations may involve rigidity, slow decision-
Limitations:** making, and difficulty in adapting to change.
**De-Centralization
and Delegation of
Authority:**

• - De-centralization involves
dispersing decision-making
authority across various levels in
an organization.

• - Delegation of authority entails

assigning tasks and
responsibilities to subordinates
while retaining accountability.
**Authority versus
Power:**

• - Authority refers to the legitimate right

to give orders, whereas power is the
ability to influence others, often beyond
formal authority.
**Mechanistic • - Mechanistic structures are rigid, hierarchical,
Versus Organic and formal, while organic structures are
Organization:** flexible, adaptive, and decentralized.
**Common
Organizational
Designs:**
• - Functional, divisional, matrix,
and network structures are
common designs reflecting
different ways to organize
activities within an organization.
**Contemporary
Organizational Designs and
Contingency Factors:**

• - Contemporary designs emphasize flat

structures, team-based setups, virtual
organizations, and boundaryless
organizations.
- Contingency factors like technology,
environment, and strategy influence the
choice of organizational design.
**The Learning Organization:
Nature and Purpose:**
• - Learning organizations prioritize continuous
learning, adaptability, and knowledge sharing to
thrive in dynamic environments.
**Formal and
Informal
Organization:**

• - Formal organization refers to

the official structure and
hierarchy, while informal
organization encompasses
unofficial relationships and
networks within an organization.
**Organization Chart,
Structure, and
Process:**

• - Organization charts visually

represent the formal structure,
displaying hierarchy and
reporting relationships.
- Structure defines roles,
responsibilities, and
communication channels, while
processes outline workflows and
procedures.
**Departmentalization by
Different Strategies:**

• - Departmentalization involves
grouping activities based on
functions, products, geography,
or customers to facilitate efficient
operations.
**Line and Staff
Authority: Benefits and
Limitations:**
• - Line authority involves the right to
make decisions, while staff authority
offers advice and support.
- Benefits include specialization and
expertise, but limitations might involve
conflicts between line and staff roles.
**Staffing:**

• - Staffing involves acquiring,

training, and retaining competent
employees to fulfill
organizational objectives.
**Human Resource
Inventory, Job Analysis,
Job Description:**

• - Human resource inventory assesses

the skills and qualifications of existing
employees.
• - Job analysis involves studying and
documenting job duties,
responsibilities, and requirements.
• - Job descriptions outline tasks,
responsibilities, and qualifications for a
particular role.
**Recruitment:**

• Recruitment involves attracting

and selecting suitable candidates
to fill job vacancies within an
organization.
 UNIT 4

**CONTROLLING:**
**Controlling:**

• Controlling is a management function

focused on ensuring organizational
activities conform to planned objectives. It
involves monitoring, comparing actual
performance with predetermined standards,
and taking corrective actions as needed.

• Controlling is an essential managerial

function that ensures organizational goals
are met by monitoring, evaluating, and
adjusting activities as necessary.
Adaptability and proactive measures are
crucial in addressing contemporary
challenges.
**Introduction to
Controlling System and
Process:**

• The controlling system involves

establishing standards, measuring
performance, comparing it
against standards, and initiating
corrective actions. It ensures that
activities align with
organizational goals.
**Requirements for
Effective Control:**

• Effective control demands clear

standards, accurate measurement
methods, prompt corrective
actions, and the involvement of
all levels of management.
**The Planning-
Control Link:**

• Planning and controlling are

interlinked processes. Controlling
involves evaluating if actual
performance aligns with the
planned objectives set during the
planning phase.
**The Process of Control:**

The control process involves-

setting taking corrective

measuring comparing it with actions.
performance
performance standards
standards
**Types of Control:**

Different types include-

• Feedforward control (anticipating problems)
• Concurrent control (real-time monitoring)
• Feedback control (correcting past deviations).
**The Budget as
a Control
Technique:**
• Budgets serve as a significant
control technique, establishing
financial plans and providing a
benchmark for assessing
performance.
**Information
Technology in
Controlling:**
• Technological tools aid in data
collection, analysis, and real-time
monitoring, enhancing the
efficiency and accuracy of
controlling processes.
**Productivity,
Problems, and
Management:**
• Controlling aims to improve productivity
by identifying inefficiencies and
addressing issues that hinder performance.
• Controlling oversees the overall **Control of
organizational performance, ensuring
alignment with strategic objectives. Overall
Performance:**
**Direct and
Preventive
Control:**
• Direct control involves
immediate corrective actions,
while preventive control aims to
avoid potential issues before they
arise.
**Financial Controls:**

• These controls involve monitoring

financial activities, ensuring compliance
with regulations, and managing financial
risks.
**Tools for Measuring
Organizational
Performance:**
• Key performance indicators (KPIs),
balanced scorecards, and performance
appraisals are tools used to measure and
evaluate organizational performance.
**Contemporary
Issues in Control:**

• Workplace concerns like

employee theft, violence, and
ethical breaches pose challenges
to effective control, demanding
proactive measures to mitigate
these risks.
BEST OF LUCK FOR EXAM!