These slides will give you fair idea about planning like what is planning, how to do it and what points should be kept in mind while planning for any business idea.

1. MANAGEMENT: INTRODUCTION
Prepared by :
Dr. Deepa Baliyan
Assistant Professor
Faculty of Commerce
Hindu College, Moradabad

2. Organization
A systematic arrangement of people brought together to
accomplish some specific purpose; applies to all organizations—
for-profit as well as not-for-profit organizations.
Common characteristics of organization:
 Goals
 Structure
 People
 Organization is a system which operates through human
activity.
 Organizations are very complex social formations, their links
can’t be described with only one theory.
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3. COMMON CHARACTERISTICS OF ORGANIZATIONS
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4. What is Management?
 Definition: Coordinating work activities so
that they are completed efficiently and
effectively with and through other people
 Efficiency: getting the most output from the
least input
 Effectiveness: completing activities so that the
organization’s goals are attained.

5. GEORGE R. TERRY
''Management Is a distinct process
consisting of planning, organizing,
actuating and controlling; utilizing in each
both science and art, and followed in order
to accomplish pre-determined objectives."

6. PETER DRUCKER
‘Management is a multipurpose organ that
manage a business and manages Managers
and manages Workers and work’.

7. PETERSON AND PLOWMAN
"Management may be defined as the process
by means of which the purpose and
objectives of a particular human group are
determined, clarified and effectuated"

8. MARY PARKER FOLLETT
‘Management is the "art of getting things
done through people’.

9. HAROLD KOONTZ
"Management is the art of getting things
done through others and with formally
organized groups."

10. F.W. TAYLOR
"Management is the art of knowing what you
want to do and then seeing that they do it in
the best and the cheapest may“.

11. HENRI FAYOL
“Management is to forecast, to plan, to
organize, to command, to co-ordinate and
control activities of others.”

12. MANAGEMENT IN NEW ERA: SOME THOUGHTS
"What's measured improves"
Peter F. Drucker
“Hire people who are better than you are, then
leave them to get on with it. Look for people
who will aim for the remarkable, who will not
settle for the routine.”
David Ogilvy
Management is all about managing in the short
term, while developing the plans for the long
term
Jack Welch

13. “If you pick the right people and give them the
opportunity to spread their wings—and put
compensation as a carrier behind it—you
almost don’t have to manage them.”
Jack Welch
"Management is doing things right; leadership
is doing the right things"
Peter F. Drucker
“Good management is the art of making
problems so interesting and their solutions so
constructive that everyone wants to get to
work and deal with them.”
Paul Hawken.

14. MANAGEMENT IS…
Effectiveness
Efficiency
Getting work
done through
others

15. EFFICIENCY AND EFFECTIVENESS
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16. MANAGEMENT AS A SCIENCE
Science is a systematic body of knowledge pertaining to a specific field of study that
contains general facts which explains a phenomenon. It establishes cause and
effect relationship between two or more variables and underlines the principles
governing their relationship. These principles are developed through scientific
method of observation and verification through testing.
Universally accepted principles: Scientific principles represents basic truth about
a particular field of enquiry. Management also contains some fundamental principles
which can be applied universally like the Principle of Unity of Command i.e. one
man, one boss. This principle is applicable to all type of organization - business or
non business.
Experimentation & Observation: Scientific principles are derived through scientific
investigation & researching i.e. they are based on logic. E.g. the principle that earth
goes round the sun has been scientifically proved. Management principles are also
based on scientific enquiry & observation and not only on the opinion of Henry
Fayol. They have been developed through experiments & practical experiences of
large no. of managers. E.g. it is observed that fair remuneration to personal helps in
creating a satisfied work force.

17. Cause & Effect Relationship Principles of science lay down cause and effect
relationship between various variables. The same is true for management, therefore it
also establishes cause and effect relationship. E.g. lack of parity (balance) between
authority & responsibility will lead to ineffectiveness. If you know the cause i.e. lack of
balance, the effect can be ascertained easily i.e. in effectiveness. Similarly if workers
are given bonuses, fair wages they will work hard but when not treated in fair and just
manner, reduces productivity of organization.
Test of Validity & Predictability - Validity of scientific principles can be tested at any
time or any number of times i.e. they stand the test of time. Principles of management
can also be tested for validity. E.g. principle of unity of command can be tested by
comparing two persons - one having single boss and one having 2 bosses. The
performance of 1st person will be better than 2nd.
It cannot be denied that management has a systematic body of knowledge but it is not
as exact as that of other physical sciences like biology, physics, and chemistry etc.
It is a flexible science & that is why its theories and principles may produce different
results at different times and therefore it is a behavior science. Ernest Dale has called
it as a Soft Science.

18. MANAGEMENT AS AN ART
Art implies application of knowledge & skill to trying about desired results.
An art may be defined as personalized application of general theoretical
principles for achieving best possible results. Art has the following
characters
Practical Knowledge: Every art requires practical knowledge therefore
learning of theory is not sufficient. It is very important to know practical
application of theoretical principles. A manager can never be successful
just by obtaining degree or diploma in management; he must have also
know how to apply various principles in real situations by functioning in
capacity of manager.
Personal Skill: Although theoretical base may be same for every artist,
but each one has his own style and approach towards his job. That is why
the level of success and quality of performance differs from one person to
another. Every manager has his own way of managing things based on
his knowledge, experience and personality, that is why some managers
are known as good managers (like Aditya Birla, Rahul Bajaj) whereas

19.  Creativity: Every artist has an element of creativity in line.
Management is also creative in nature like any other art. It combines
human and non-human resources in useful way so as to achieve
desired results. It tries to produce sweet music by combining chords
in an efficient manner.
 Perfection through practice: Practice makes a man perfect. Every
artist becomes more and more proficient through constant practice.
Similarly managers learn through an art of trial and error initially but
application of management principles over the years makes them
perfect in the job of managing.
 Goal-Oriented: Every art is result oriented as it seeks to achieve
concrete results. In the same manner, management is also directed
towards accomplishment of pre-determined goals. Managers use
various resources like men, money, material, machinery & methods
to promote growth of an organization.

20. MANAGEMENT AS BOTH SCIENCE AND ART
Management is both an art and a science.
Management combines features of both science as well as art. It is considered
as a science because it has an organized body of knowledge which contains
certain universal truth. It is called an art because managing requires certain
skills which are personal possessions of managers. Science provides the
knowledge & art deals with the application of knowledge and skills.
A manager, to be successful in his profession must acquire the knowledge of
science & the art of applying it. Therefore management is a judicious blend of
science as well as an art because it proves the principles and the way these
principles are applied is a matter of art. Science teaches to ’know’ and art
teaches to ’do’. It is not sufficient for manager to first know the principles but
he must also apply them in solving various managerial problems that is why,
science and art are not mutually exclusive but they are complementary to
each other.
The old saying that “Manager are Born” has been rejected in favor of
“Managers are Made”. It has been aptly remarked that management is the
oldest of art and youngest of science. To conclude, we can say that science
is the root and art is the fruit.

21. LEADERSHIP AND ADMINISTRATION
Leadership
• Vision & Strategy
• Creating Value
• Influence and Inspiration
• Leaders have followers
• Leads people
• People Focused
• Charismatic Style
• Risk taker and Change seeker
• Appeals to the heart
• Proactive
• Sets Direction
• Raised expectations every time
• Believes in asking and to be
asked
Management
• Policy and Procedure
• Counting Value
• Power and Control
• Managers have subordinates
• Manages work
• Work focused
• Authoritarian style
• Risk averse and looks for
stability*
• Appeals to the head
• Reactive*
• Plans details
• Maintains status quo*
• Give directions

22. MANAGEMENT VS. ADMINISTRATION
There are 3 different views on Management Vs. Administration
First View:
Administration is all about doing and management involves execution: As
per Sheldon, Spriegal and Milwards Administration involves thinking and it
is a high level function, while Management, on the other hand is a low level
function and it involves doing ( Execution and directing).
Second View:
Few Management Thinker had a different view, As per them Management
involves admin. This school of thought divided management into two types:
•Administrative management
•Operative Management
Third View:
•Third view was given by Peter Drucker, He stated administration involves
governance of non business institutions, while governing business
enterprises is management.

23. MANAGEMENT PROCESS ACTIVITIES/ MANAGEMENT FUNCTION
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24. MANAGEMENT PROCESS
Planning
Includes defining goals, establishing strategy, and
developing plans to coordinate activities
Organizing
Includes determining what tasks
to be done, who is to do them, how the
tasks are to be grouped, who reports to
whom, and where decisions are to be made
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25. MANAGEMENT PROCESS
Directing/ Leading
Includes motivating employees, directing the
activities of others, selecting the most effective
communication channel, and resolving conflicts
Controlling
The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations

26. MANAGERIAL ROLES
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance
Handler
Resource
Allocator
Negotiator
Interpersonal Informational Decisional

27. MANAGEMENT FUNCTIONS
Planning
Organizing
Leading
Controlling
Making Things Happen
Meeting the Competition
Organizing People,
Projects, and Processes
Classical
Management Functions
Updated
Management Functions

28. Levels of Management
CEO
COO
CIO
General Mgr
Plant Mgr
Regional Mgr
Office Manager
Shift Supervisor
Department Manager
Team Leader
Top Level Management
Middle Level Management
First-Line
Management

29. TOP MANAGERS
Responsible for…
Creating a context for change
Developing attitudes of commitment
and ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments

30. MIDDLE MANAGERS
Responsible for…
Setting objectives consistent with top
management goals, planning strategies
Coordinating and linking groups,
departments, and divisions
Monitoring and managing the performance
of subunits and managers who report to them
Implementing the changes or strategies
generated by top managers

31. FIRST-LINE MANAGERS
Responsible for…
Managing the performance of
entry-level employees
Teaching entry-level employees
how to do their jobs
Making schedules and operating plans based on
middle management’s intermediate-range plans

32. WHAT COMPANIES LOOK FOR IN MANAGERS
Technical Skills Human Skill
Conceptual Skill Design Skill

34. SPECIFIC SKILLS FOR MANAGERS
Behaviours related to a manager’s effectiveness:
 Controlling the organization’s environment and
its resources.
 Organizing and coordinating.
 Handling information.
 Providing for growth and development.
 Motivating employees and handling conflicts.
 Strategic problem solving.
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35. Thank You