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PGDBM 5104
MANAGEMENT PROCESS AND PRACTICE

Session – 1
Introduction to Management and Manager
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Learning Outcomes
• Identify organisation, management and manager

• Know the management functions

• Know the historical evolution of management

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Session Dashboard

Organizations

Managers

The Management Process

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Organization
• A collection of people working together to achieve a

common purpose
• Organizations provide useful goods and/or services that

return value to society and satisfy customer needs

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Organizational performance
“Value creation” is a very important notion for
organizations
Value is created when an organization’s
operations adds value to the original cost of
resource inputs
When value creation occurs:
Businesses earn a profit
Nonprofit organizations add wealth to society
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Efficiency and Effectiveness

Efficiency Effectiveness

• Efficiency = getting the • Effectiveness = do those

most output from the least work activities that will
amount of inputs help the organization
• “doing things right” reach its goals
• concern with • “doing the right things”
means(ways) of getting • concern with ends(result)
things done of organizational goal
achievement
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Organizational performance

Productivity Effectiveness Efficiency

• An overall • An output • An input
measure of the measure of task measure of the
quantity and or goal resource costs
quality of work accomplishment associated with
performance goal
with resource accomplishment
utilization taken
into account
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Management
Management involves coordinating and overseeing the
work activities of others so that their activities are
completed efficiently and effectively.

Management is the art of getting work done through

others
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Management
Management is the process of planning, organizing, leading, and controlling
resources (human, financial, physical, and informational) to achieve
organizational goals effectively and efficiently.

Management involves the study of human behavior in organizations, focusing

on how managers and employees interact, communicate, and collaborate to
achieve common goals and objectives.

Management is a system of interrelated functions, processes, and activities that

work together to guide an organization toward its goals, taking into account
external and internal factors and feedback mechanisms.

Management is the process of setting objectives, formulating strategies, making

decisions, and allocating resources to position an organization for long-term
success and competitive advantage in its industry or market.
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Management Functions

PLANNING ORGANIZING

MANAGER

LEADING CONTROLLING
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Management Functions
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Management Functions
• Planning
• The process of setting objectives and determining what actions should
be taken to accomplish them
• Organizing
• The process of assigning tasks, allocating resources, and coordinating
work activities
• Leading
• The process of arousing people’s enthusiasm to work hard and direct
their efforts to achieve goals
• Controlling
• The process of measuring work performance and taking action to
ensure desired results
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Manager
Someone who coordinates and oversees the work of other

people in order to accomplish organizational goals.

A manager is an individual within an organization who is

responsible for planning, organizing, leading, and controlling

resources and activities to achieve specific goals and
objectives.
They are responsible for making decisions, setting priorities,

and ensuring that the resources are used efficiently to

accomplish the organization's mission and vision.
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Types of managers
Line managers are responsible for work activities that
directly affect organization’s outputs
Staff managers use technical expertise to advise and
support the efforts of line workers
Functional managers are responsible for a single area
of activity
General managers are responsible for more complex
units that include many functional areas
Administrators work in public and nonprofit
organizations
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How to classify managers in organizations?

Traditional Pyramid Form of Management Level

Top Managers

Middle Managers
First-Line Managers
Non-Managerial
Employees
Functional R&D Marketing Finance Production HR
Areas
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Hierarchical Organization Chart

Top Manager

Middle Manager Middle Manager

First-Line Manager First-Line Manager First-Line Manager First-Line Manager

Work Work Work Work Work Work Work Work

Group Group Group Group Group Group Group Group
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Lowest Level of Management

• First-line managers: manage the work of nonmanagerial
employees who typically are involve with producing the
organization’s products or servicing the organization’s
customer

• They are often called: supervisor, shift manager, district

manager, department manager, office manager
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Middle Level of Management

Middle managers: manage work of first-line managers

They are often called: regional manager, project leader,

store manager, division manager

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Upper Level of Management

Top managers: are responsible for making organization

wide decisions and establishing the plans and goals that

affect the entire organization.

They are often called: executive vice president, president,

managing director, chief operating officer, chief executive

officer
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History of Management
Management thought developed in the mid-late 1800’s

Ran parallel with the industrial revolution

Prior to that time organizations were small

Agrarian society moved to a mass production society

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Evolution of management
1. Classical Management Approaches
1. Scientific management
2. Administrative principles
3. Bureaucratic organization
2. Behavioral Management Approaches
1. Follett’s organizations as communities
2. The Hawthorne studies
3. Maslow’s theory of human needs
4. McGregor’s Theory X and Theory Y
5. Argyris’s theory of adult personality
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Evolution of management
3. Modern Management Foundations
1. Quantitative analysis and tools
2. Organization as systems
3. Contingency thinking
4. Quality management
5. Knowledge management and organizational learning
6. Evidence-based management
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Homework
1. Explain how managers differ from non-managerial
employees.
2. Describe how to classify managers in organizations.
3. Define management.
4. Explain why efficiency and effectiveness are
important to management.
5. Describe 4 functions of management.
6. Describe Katz’s 3 essential managerial skills.
7. Discuss why it’s important to study management.
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Review Questions

1. How are the four functions of management related?

2. Which is the most important function of management?