INTRODUCTION TO MANAGEMENT

SUMMARY Of CHAPTER ONE

Definition of management
The word Management has various meanings. The most important
ones include the following:
**Management refers to a group of people who are responsible for
guiding and controlling the organization (Managerial personnel).
**Management is the coordination and administration of tasks to
achieve a goal . Such administration activities include setting the
organization's strategy and coordinating the efforts of staff to
accomplish these objectives through the application of available
resources.
**The best definition of Management refers to the optimal way to
accomplish tasks and achieve goals, using Planning, Organizing,
Staffing, Directing, and Controlling functions or processes.
Why do the definitions of management differ?
Authorities agree that it is impossible to provide a single
universally accpeted definition of management due to
various reasons. Thus, the different orientations about the
definition of management emanate from the following
reasons.
1)Management has various aspects, that cannot be
represented by a single definition.
2)The theorists who gave the definitions had different areas
of interest or training, and all defined management from
their perspective (engineering, sociology, psychology,
mathematics, etc)
3)Management as a discipline is young and there is a lack
of clarity of concepts and principles.
Nevertheless, despite all the above reasons for
providing different definitions, the definitions are not
contradictory. In fact most of the definitions of
management do share a common idea “management
is concerned with the accomplishment of objectives /
goals through the efforts of other people”.
Management is the process of planning, organizing,
directing and controlling to accomplish
organizational objectives through the coordinated use
of human and material resources. It is the process of
efficiently and effectively getting activities completed
with and through other people. It is the process by
which human and non-human resources are
coordinated to accomplish a set of objectives.

Definition of Terms
1)Organization is a group of two or more people coming together to
achieve common objectives (goals)
Resources are inputs that will be utilized in order to perform a given task.
2)Planning is determining courses of actions that will be gone for, in order
to achieve objectives.
Organizing refers to integrating resources to their best efficiency and
effectiveness.
3)Directing refers to leading, motivating, and influencing people, so that
they can behave in the desired way.
4)Controlling refers to ensuring whether objectives are efficiently and
effectively achieved or not.

5)Effectiveness doing the right thing.

6)Efficiency refers to doing things right and performing something with

the minimum possible input (cost).
IS MANAGEMENT A SCIENCE OR AN ART?

It is considered a science because it has an
organized body of knowledge which contains
certain universal truths. It is called an art
because managing requires certain skills which are
personal possessions of managers. Science provides
knowledge & art deals with the
application of knowledge and skills.
Science is defined “as a systematized knowledge
derived from observation, study, and
experimentation carried on in order to determine
the nature and principles of the subject under
study”.
According to Terry, “art is brining about of a desired
result through the application of skill; it is the
application of knowledge and skills to accomplish
results”.
 Levels of management

Three Levels of Management
1. Top Level Management
The senior most executives of the organization are
found at the top level of management. The top level
of an organization’s management consists of the
Board of Directors, Managing Director, Chairman,
Chief Executive ,Officer, Chief Operating Officer,
Vice-President, President, General Manager, and
other Senior Executives. The managers at the top
level of management of an organization are
responsible for its survival and welfare. These
managers perform stressful and complex work that
demands long hours and commitment towards the
company.
Functions of the Top Level Management
1. Determination of the objectives for the
organization:
2)Framing of plans and policies
3)Coordination and control of the performance: 4)
Analysis of the business environment:
5) Setting up an organizational framework:
6)Assembling of the resources:
2. Middle Level Management
The next level of management is the Middle Level, which
serves as a link between the Top Level Management and the
Lower Level Management. The middle level management is
superior to the lower or operational level management and
subordinate to the top level management. The middle level of an
organization’s management consists of different
functional department heads, such as Departmental
Managers including Production, Purchase, Finance, Personnel,
Marketing Managers, and other executive officers for different
departments such as plant superintendent, etc.
The employees or members of the middle level management
are responsible to the top level management for their
performance.
Functions of the Middle Level Management
1) Interpretation of the policies framed by the Top
Level Management
2)Selection of suitable operative and supervisory
personnel
3)Assigning of duties and responsibilities to the
Lower Level Management
4)Motivating employees to get desired objectives:
5)Cooperating with the entire organization:
3. Lower Level Management
The last level of management is the lower level management and
is also known as the Supervisory or Operational Level
Management. The managers at the lower level of management
play a crucial role in the proper management of an organization,
as they directly interact with the actual work force and interpret
the instructions of the middle level managers to them. The
responsibility and authority of the
lower level managers depend upon the plans and policies
formed by the top level management. The lower level
management consists of foremen, supervisors, section
officers, superintendents, and other managers who have direct
control over the operative employees of the
organization.
Functions of the Lower Level Management
1) Issuing of orders and instructions:
2)Preparation of plan for activities:
3)Assigning and assisting in work:
4)Representing workers’ grievances:
5)Ensuring a safe and proper work environment:
6)Helping the middle level management
7)Encourage initiative of employees:
Functional and General Managers
We can distinguish or classify managers based on the scope of the activities they
manage into:
Functional and
General managers

Functional Managers
Functional managers are managers appointed to supervise single operations which
require specialized skills.
Eg. Accountants, personnel, marketing and production managers

General Managers

General Managers are responsible for the overall operations of a more complex
unit, such as company or division.

 General Managers usually coordinate two or more departments and hold

functional managers accountable for their specialized areas.
Managerial Roles
Henery Mintzeberg developed ten managerial roles,
which can be classified in to three broad categories.
These are interpersonal, informational and
decisional roles.

Managerial Skills
A skill is an acquired and learned ability to translate knowledge into
performance. It is an ability or proficiency in performing a particular task. In
order to be effective at all levels in which managers perform; they must
possess and continuously develop several essential skills. Managerial skills
are skills of a manageability of a manager to perform his duties and
responsibilities expertly. Modern business organizations are dynamic,
complex and competition in the market place is very high. Consequently
managers must be highly skilled to succeed. The major managerial skills that
managers need to possess include: Technical skills, Human skills and
Conceptual skills. These essential skills briefly explained as follows.
1)Technical skills
 Technical skill involves the use of knowledge, methods and techniques in
performing a job effectively. It is a specialized knowledge and expertise,
which is utilized in dealing with day-to-day problems and activities. This
skill is acquired through education and training or formal studies in
colleges and institutions. Technical skill is more important at lowver level
management and as one move to higher level management; the relative
importance of technical skill will diminish. E.g. engineers accountants,
computer programmers, program analysis etc.
2)Human skills
It is the ability to work with other people in a co-operative manner i.e. the
ability to influence others, to motivate, to lead and understand others. It
involves understanding, patience, trust and genuine practice in interpersonal
relationships. Though there are some controversies, these skills are equally
important at all levels of management because all tasks in an organization are
done with people. This skill includes effective communication, creation of
positive attitude towards others, development of co-operation among group
members and motivation of subordinates.
3)Conceptual skill
 It is ability of a manager to see the big picture of the organization, to view
the organization from a broad perspective. It is the ability to view the
organization as a whole entity and as well as a system comprised of various
parts and subsystems integrated into a single unit. It is especially important
for top level managers ho keep the whole system under focus. They must
understand the complexities of the overall organization, to see the big
picture and how each unit of the organization contributes towards the
success or achievement of organizational skills. Conceptual skills are more
important in strategic (long range) planning; therefore it is the top level
managers/executives who require more of these skills than middle level
manages and supervisors.