This document discusses the key concepts of management including its nature, significance, objectives, importance, and functions. It defines management as a process consisting of planning, organizing, staffing, directing, and controlling. The document also outlines the levels of management, characteristics of management as a science, art, and profession, and the importance of coordination within an organization.

1. NATUREANDSIGNIFICANCEOFMANAGEMENT
UNIT- 1

2. Management - Concept , Objectives & Importance
Management - As Science, Art & Profession
Levels of Management
Management Functions (Planning, Organizing,
Staffing, Directing & Controlling)
Coordination- Concept and Importance

3. Management istheprocess of conducting aset of functions
 Planning
 Organizing
 Staffing
 Directing
 Controlling
toget thework doneinanefficient andeffectivemanner

4. “Management is the Art of getting things done through and with
formally organized groups.” - Harold Koontz

5. EFFICIENCYV/S EFFECTIVENESS
TASK Arrange$100 Millionwithin15 Days
PERFORMANCE
Arranged $ 100 Million @ 10 % annual
interest and took 15 Days (Market Rate
is 8%)
Manager “A” isanEFFECTIVEmanager becausehehas Completedthetask ontime

6. EFFICIENCYV/S EFFECTIVENESS
TASK Arrange$100Millionwithin15Days
PERFORMANCE
Arranged $ 100 Million @ 7% annual
interest and took 25 Days ( Market Rate is
8%)
Manager “B” is an EFFICIENT manager because he has Completed the task in a
Cost Effective Manner

7. EFFICIENCYV/S EFFECTIVENESS
TASK Arrange$100 Millionwithin15 Days
PERFORMANCE
Arranged $100 Million @ 7% annual
interest and took 15 Days ( Market Rate is
8%)
Manager “C” is both an EFFECTIVE as well as EFFICIENT manager because
he has not only Completed the Task in Time but also in a Cost Effective Manner

8. Goal OrientedProcess
All Pervasive
Multidimensional
 Management of Work
 Management of People
 Management of Operations
Continuous Process
GroupActivity
Dynamic Function
IntangibleForce
CHARACTERISTICS OF MANAGEMENT

9. OBJECTIVESOFMANAGEMENT
Objectives are those end points for the attainment of which
all the activities are undertaken.

10. OBJECTIVESOFMANAGEMENT
Objectives are those end points for the attainment of which all the
activities are undertaken.
Organizational
(It refers to the objectives for the whole organisation)
Social
(It refers to the consideration of the interest of the society during
managerial activities)
Personal /Individual
(It refers to the objectives to be determined with respect to the
employees of the organisation)

11. OBJECTIVESOFMANAGEMENT
Objectives are those end points for the attainment of which
all the activities are undertaken.
Organizational
Social
Personal /Individual
Survival
Profit
Growth

12. OBJECTIVESOFMANAGEMENT
Objectives are those end points for the attainment of which
all the activities are undertaken
Organizational
Social
Personal /Individual
Employment Opportunities
SaveEnvironment
LivingStandards

13. OBJECTIVESOFMANAGEMENT
Objectives are those end points for the attainment of which
all the activities are undertaken
Organizational
Social
Personal /Individual
Fair Remuneration
Goodenvironment
Profit Sharing

14. Anything “-” Management = “0”
IMPORTANCE OF MANAGEMENT

15. IMPORTANCE OF MANAGEMENT
Anything“-” Management =“0”
All the Activities :
Business
Non-Business

16. IMPORTANCE OFMANAGEMENT
Anything “-” Management =“0”
Planning
Organizing
Staffing
Directing
Controlling

17. IMPORTANCE OFMANAGEMENT
Anything“-” Management =“0”

18. IMPORTANCEOFMANAGEMENT
AchievingGroupGoals
IncreasesEfficiency
Creationof Dynamic Organization
Achieving Personal Objectives
Development of Society

19. NATUREOFMANAGEMENT
Science:
Systematized Body of Knowledge
Art:
 Applicationof Knowledge
Profession:
Economic Activity conducted by Specialists

20. MANAGEMENT:ASASCIENCE
What makes a subject Science?
Should the subject involve the use of
Tubes, Chemicals, a Lab Coat and a Lab in order to
be called a Science?
Obviously Not
The Hallmarks of a science are not the Test Tubes,
Chemicals, etc. instead, they include:
Theories
Principles
on any branch of human knowledge.

21. MANAGEMENT:ASASCIENCE
Features of Science
Systematized Body of Knowledge
Based on Experimentation
Universal Validity
Conclusion
No doubt, management has all the features of science but
it is not comparable to Exact Science like Physics,
Chemistry etc. as it is related to the human beings.
Human behavior is ever changing and most unpredictable.
Hence, Mgt. dealing with human beings is bound to be an
Inexact or in other words Soft Science.

22. MANAGEMENT:ASANART
Whereas under ‘Science’ one learns the ‘Why ?’
of a phenomenon,
Under ‘Art’ one learns the ‘How ?’
of it.
Art is thus concerned with the understanding of how a
particular work can be performed.
Art reflects practical application of knowledge

23. MANAGEMENT:ASANART
Features of Art
Existence of Theoretical Knowledge
Personalized application
Based on Practice and Creativity
Conclusion
Management possesses all the features of art as it is
related with the use of best technique of work to face
different situations successfully. Hence, we can call it an
art.

24. MANAGER: SCIENTIST VS. ARTIST
A manager is not only a scientist but also an artist.
As a scientist, he/she relies on the existing theories and
principles of management.
As an artist, he/she has to apply such theories and
principles while making decisions on any managerial
problem.

25. MANAGEMENT:ASAPROFESSION
Professionisaoccupation requiringsomesignificant body of
knowledge.
Features of Profession
 Well DefinedBody of Knowledge(AppliedtoManagement)
 Restricted Entry (Not AppliedtoManagement)
 Professional Association (Not AppliedtoManagement)
 Ethical Codeof Conduct (Not AppliedtoManagement)
 ServiceMotive(AppliedtoManagement)

26. MANAGEMENT:ASAPROFESSION
Conclusion
As management does fulfil some of the features of the
profession and some of the features have yet to develop,
hence, it can be concluded that management as a
profession is still in its infancy in most of the countries and
can’t be concluded as a full fledged profession.

27. LEVELSOFORGANIZATION

28. TOPLEVELMANAGEMENT
Includes
 Board of Directors
 Chief ExecutiveOfficer (CEO)
 Chairman
 ManagingDirector
 President
 VicePresident
 General Manager

29. TOPLEVELMANAGEMENT
Functions
 DeterminingObjectives
 DeterminingPolicies
 DeterminingActivities
 AssemblingResources
 ControllingPerformance
 Approving Budgets

30. MIDDLELEVEL MANAGEMENT
Includes
 Departmental Manager
 Deputy Departmental Manager
 Operations Manager
 Functional Manager
 Plant Superintendent

31. Functions
Interpreting Policies
Preparing Organizational Set-up
Appointing Employees
Issuing Instructions
Motivating Employees
Creating Cooperation

32. LOWERLEVELOROPERATIONAL MANAGEMENT
Includes
 Supervisor
 Foreman
 Clerk
Functions
 SubmittingWorkers’ Grievances
 Ensuring proper working Conditions
 Ensuring safetyof workers.

33. NON-MANAGERIAL LEVEL
Includes
 Workers
Function
 Work directly onthejob

34. FUNCTIONS OF MANAGEMENT
Planning
Organizing
Staffing
Directing
 Supervision
 Communication
 Leadership
 Motivation
Controlling

35. MANAGEMENTFUNCTION:PLANNING
Thinking before doing

36. MANAGEMENTFUNCTION:ORGANIZING
Harmonious Adjustment of VariousParts

37. MANAGEMENTFUNCTION:STAFFING
Deploying people on requisite jobs
SELECTION TRAINING

38. MANAGEMENTFUNCTION:DIRECTING
Instructing,Guiding ,Communicating &Motivating people

39. MANAGEMENTFUNCTION:DIRECTING
SUPERVISION
Monitoring the progress of routine work of subordinates
and guiding them properly.
COMMUNICATION
Art of transferring facts, ideas, feelings etc. from one
person to another

40. MANAGEMENTFUNCTION:DIRECTING
LEADERSHIP
It refers to influence others in such a manner to do work
what the leader wants them to do.
MOTIVATION
It refers to that process which excites people to work for
the attainment of desired objectives.

41. MANAGEMENTFUNCTION:CONTROLLING
Reducing Differences Between DesiredAndActual Results

42. COORDINATION
It refers to the process through which harmony is
established among different activities of an organisation,
so that organisational objectives can be successfully
achieved.
(Also known as synchronization of resources)
Characteristics
Integrates Group Efforts
Ensures Unity of Action
Continuous Process
All Pervasive Function
Deliberate Function
Responsibility of Every Manager

43. IMPORTANCEOF COORDINATION
Scaleof Operations
Functional Differentiation
Specialization
Inter-dependenceof VariousProcesses

44. COORDINATION

45. COORDINATION
Essenceof Management
 Planning
 Organizing
 Staffing
 Directing
 Controlling
All the functions are
inclined towards
COORDINATION

46. COORDINATION: ESSENCEOF MANAGEMENT

47. COORDINATION
REQUIREDATEVERYLEVEL

48. Please be free to write query at:
Dr.Ramesh C Sharma
rameshchandersharma@gmail.com
http://rameshchandersharma.blogsspot.in
+91-94180-45154