2. Contents:
Introduction
Definition of management
Nature of management
Purpose and functions
Levels and Types of managers
Managerial roles
Skills for managers
Social responsibility of manager
Evolution of management thought
Recent trends in management.
3.
4. Organization
An organization is a systematic arrangement of people and
other resources brought together to accomplish some
specific purpose expressed in terms of objectives or goals.
Every organization is made up of people with different
kinds who are formed into groups to combine their
efforts to achieve the organizational goals.
To manage different kinds of people andwork they do
the concept of management came into existence
4
5. Introduction to Management
Management is the force that unifies human as well as
non human resources in the service of organizational
goal.
It is a process of getting results with & through people.
MANAGEMENT = MANAGE MEN
5
6. Introduction to Management
Management is the force that unifies human as well as
non human resources in the service of organizational
goal.
It is a process of getting results with & through people.
“Getting things done through others”
6
7. What Is Management?
Managerial Concerned with
Efficiency
“Doing things right”
Getting the most output for the least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals
7
9. Definition of Management
• According to Koontz “ Management is the art of
getting things done through & with the people.”
• According to Sisk “Management is the
coordination of all resources through the process
of planning, organizing, directing & controlling
in order to attain stated objectives.”
9
10. Definition of Management
According to F.W Taylor “Management is the art of
knowing what you want to do and then seeing that it is
done in the best and cheapest way”
According to Stanley “Management is the process of
decision making and control over the action of human
beings for the purpose of attaining pre-determined
goals”
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11. Nature/Characteristics of Management
Management is intangible
Management is result oriented
Management is goal oriented
Management is universal in character
Management is a social process
Management is a system of authority
Management is an profession
Management is a dynamic function
Management is Multidisciplinary
11
13. Purpose of Management
Guide organization towards goal accomplishment
Making things happen
Meeting the competition
Optimum use of resources
Organizing the people, resource, process
Leading, directing, motivating or influencing the
people within the organization
Sound industrial relation
13
16. PLANNING
Planning is a process of making decisions about future
Planning is the process of setting goals, and charting the
best way of action for achieving the goals. This function
also includes, considering the various steps to be taken to
encourage the necessary levels of change and innovation.
Planning is the management function that involves:
Setting goals
Formulating vision, missions
Making plans
Charting the best way of action
Adopt changes
17. ORGANIZING
Organizing is concerned with bring together ,
arrangement and developiong productive relationship
of organizations resource(people, materials,
technology, finance) in order to achieve organizational
objectives.
Developing the organization structure.
Organizing is the process of allocating and arranging
work, authority and resources, to the members of the
organization so that they can successfully execute the
plans.
18. STAFFING
Staffing is the process of filling the positions in the
organization and keeping them filled.
Staffing is the process of recruiting and selecting
the right person for the right job at the right time
in the right place.
Staffing is a activity where people are recruited,
selected, trained, developed, motivated and
compensated for managing various positions
18
19. LEADING/DIRECTING
Leading is the management function that involves influencing
others to engage in the work behaviours necessary to reach
organizational goals.
It includes communicating with others, providing direction
and motivating people.
Leading involves directing, influencing and motivating
employees to perform essential tasks.
This function involves display of leadership qualities,
different leadership styles, different influencing powers, with
excellent abilities of communication and motivation.
20. CO-ORDINATING
The process of ensuring that persons who perform
interdependent activities work together in a way that
contributes to the achievement of overall
objectives/goals of an organization.
20
21. CONTROLLING
Controlling is the management function aimed at regulating
organizational activities so that actual performance meets the
expected objectives and standards of company.
It helps in keeping the organizational activities on the right
path and aligned with plans and goals
Controlling is the process of devising various checks to
ensure that planned performance is actually achieved.
23. Levels of Management
Top Level Management
Middle Level Management
Lower Level Management
23
24. Levels of management
1. Top Level:
Top management sets the mission and goals, develops policies, evaluates the
overall performance of various departments, responsible for the business as a
whole and is concerned mainly with long-term planning
2. Middle Level:
Middle level management develops departmental goals, executes the
policies, plans and strategies determined by top management , develops
medium- term plans and supervises and coordinate lower-level managers’
activities
3. Lower (Supervisory, frontline) Level:
Lower level management takes charge of day-to-day operations, is involved
in preparing detailed short-range plans, is responsible for smaller segments
of the business, executes plans of middle management , guides staff in their
own subsections and keep close control over their activities
24
27. Manager
A manager is one who
Makes things happen
Accepts challenging jobs
Never accepts defeats
Accelerates the achievement of results
Generates enthusiasm
Energizes the system
Recruits right persons for the right job
27
28. Manager
A manager is one who gets things done through others.
A manager is someone whose primary responsibility is to carry out
the management process within an organization to achieve the
organizational goals.
A manager is one who contributes to the organizational goals
indirectly by directing the efforts of others and not by performing
the task himself.
An individual who is in charge of a certain group of tasks, or a
certain subset of a company. A manager often has a staff of people
who report to him or her.
29. Types of Managers
Based on Vertical difference in hierarchy
Based on horizontal across the organization
30. Types of Managers
Based on Vertical difference in hierarchy
1. Top Level Managers
2. Middle level Managers
3. Lower level managers (First line managers)
31. First-line Managers
Foreman, Supervisors, Office Managers
Middle level Managers
Plant Managers, Division Managers,
Department Managers
Top level
ManagersS
President, CEO,
Executive
Vice Presidents
Types of Managers
Non- Managerial Employees
Based on Vertical difference in hierarchy
31
32. TOP LEVEL MANAGER
32
Responsible for…
Decide goals, policies and strategies for entire
organization
Developing attitudes of commitment
and ownership in employees
Creating a positive organizational
culture
Monitoring their business environments
33. MIDDLE LEVEL MANAGERS
33
Responsible for…
Implements the plans and policies of the top managers
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
34. FIRST LINE MANAGERS
34
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
Managing day-to – day working of the organization
36. Types of Managers
Based on horizontal across the organization:
1. Functional manager (HR manager,
Marketing manager, financial manager,
production manager, etc)
2. General manager (divisional manager,
project manager, public relation
manager, etc)
36
38. 38
Managerial Roles
(Mintzbergs manageial roles
developed by Henry Mintzberg)
Interpersonal
Roles
Figure head
Leader
Liaison
Informational
Roles
Monitor
Disseminator
Spokesman
Decisional
Roles
Entrepreneur
Disturbance
handler
Resource
Allocator
Negotiator
39. Roles of manager
A: Inter-personal Role
1. Figurehead: Represents the organization in formal matters and
on social occasions. Attending the flag hosting ceremony, receiving
visitors or taking visitors for dinner etc.
2. Leader: In the role of a leader, the manager motivates, encourages,
and builds enthusiasm among the employees. Training subordinates
to work under pressure, forms part of the responsibilities of a manager.
3. Liaison: Developing external link with outside the organization.
Serves as a link between people, groups or organization. The negotiation
of prices with the suppliers regarding raw materials is an example for the
role of liaison.
39
40. Roles of manager
Informational role:
1. Monitor: receiving and collecting information, see
through that every one gets the information and
understands it in the same way.
2. Disseminator: Transmits information received from
management to employees of the organization.
3. Spokesperson: Transmits information to the people
who are external to the organization, i.e.,
government, media etc. For instance, a manager
addresses a press conference announcing a new product
launch or other major deal.
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41. Roles of manager
Decisional Role:
1. Entrepreneur: Act as an initiator and designer and encourage
changes and innovation, identify new ideas, delegate idea and
responsibility to others.
2. Disturbance handler: Take corrective action during
disputes or crises; resolves conflicts among subordinates; adapt to
environmental crisis.
3.Resource allocator: Decides distribution of resources among
various individuals and groups in the organization.
4.Negotiator: Negotiates with subordinates, groups or
organizations- both internal and external. Represents department
during negotiation of union contracts, sales, purchases, budgets;
represent departmental interests
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42. Managerial skills
42
Managerial Skills
Primary Skills
• Conceptual Skill
• Technical Skill
• Human Skill
Secondary Skills
• Problem solving Skill
• Communication Skill
• Leadership Skill
43. Managerial skills
Conceptual skills:
This refers to managers mental ability to co-ordinate
all organizations interest and activities, the ability to think
out of box and conceptualize different situations.
In short it is:
The mental capacity to develop plans, strategies and vision
Human or interpersonal skills:
This includes the ability to understand other people
and interact effectively with them.
Managers ability to work with, understand, mentor and motivate
others, both individually and in group.
In short it is:
The ability to work with other people in teams
43
44. Managerial skills
Technical skills:
These skills include the managers ability to use the tools,procedures and
techniques of a specialized field, ability to Use knowledge, methods and
techniques in performing work.
In short:
The ability to use the knowledge or techniques of a particular discipline to attain
ends
Problem solving skills:
These skills includes the ability of managers to handle and solve any kind
of unforeseen or actual problems, that may crop up in the organization. Such
problems could arise due to internal factors or external factors and/or both.
In short it is:
The problem solving skill
44
45. Managerial skills
Communication skills:
The abilities of exchanging ideas and information
effectively. To understand others and let others understand
comprehensively.
Leadership skills:
The abilities to influence other people to achieve the common
goal.
45
48. Characteristics of successful manager
Self-Motivation
Dependability/Reliability
Confidence
Calmness
Flexibility
Creativity
Knowledge
Being human
Role model
Discipline/Focus
Make your team members
feel that you are there with
them always
Honest and fully
committed
Leave your ego
Communicator
Motivator
Should be ambitious but
not greedy
48
49. Characteristics of successful manager
Be available/ approachable
Be A Collaborator, Not A
Dictator
Good listener
Provide feedback
Be inspirational
Trust
Do not be partial
Remember personal details
Admit your mistake
Analysing power
Empathy
Ability to maintain privacy
Acknowledge staff
“Praise in public,
punish in private”
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51. “Social responsibilities” - Obligation of
managers to take actions that protect and
improve the welfare of society as a whole as
well as their employees along with their own
interests.
Social responsibility is an ethical Framework and
suggests that an entity, be it an organization or
individual, has an obligation to act for the
benefit of society.
52. RESPONSIBILITIES TOWARDS EMPLOYEES
Meaningful Work (right person for right job)
Fair remuneration
Job security and safety
Job Satisfaction
Best Physical and Mental Atmosphere
Training, Promotion and Welfare Schemes
Recognition of Trade union
Proper Personnel Policies
Employee participation in management
Health and Safety Measures
Grievance Procedure
Equal opportunity for growth and development
53. RESPONSIBILITIES TOWARDS SOCIETY
To produce customized products
To establish fair prices of products consistent with quality,
efficiency and reasonable profit to the firm.
To provide prompt, adequate, and friendly service to
customers.
To ensure fairly wide distribution of products among all
sections of consumers.
To improve their standard of living in society by producing
goods and services which they need
Strictly observing the laws & enactments
Maintain environmental ecology/Anti-pollution measures
Social welfare programmes.
57. Classical Perspective on Management
Focuses on the
individual worker’s
productivity
Focuses on the
functions of
management
Focuses on the
overall
organizational
control system
(rules and
regulation)
58. 1a) Scientific Management:
Frederick Winslow Taylor (1856-1915)
- F.W.Taylor is Father of “Scientific Management”.
- He was an mechanical engineer and consultant. His interest
was in management.
Attempted to define “the one best way” to perform every
task through systematic study and other scientific methods.
Believed that improved management practices lead to
improved productivity and efficiency.
59. F.W.Taylor
F.W. Taylor made a beginning by joining as an trainee
in a small machine-making shop in 1870.
Later he became a machinist in 1878.
During his working he observed that workers were not
enthusiastic and were doing only one third of the
efficiency what they had, just to maintain their job.
Based on his observation he identified some of the
reasons for inefficiency of workers.
59
60. Reasons for inefficiency of workers:
1. Workers were hired without due concern for their ability or skills
2. Training was haphazard and inadequate
3. Tasks were accomplished by general “rule of thumb” without standard
times, methods.
4. If employees work faster, their jobs would be done and they would
then laid off.
5. Workers were given jobs unrelated to their ability and aptitude
6. Managers worked along with workers often ignoring their
managerial functions.
60
61. Based on his observation he gave importance to Three areas:
• Task Performance
• Supervision
• Motivation
Task Performance
Scientific management incorporates basic expectations of management, including:
• Development of work standards
• Selection of workers
• Training of workers
• Support of worker
Supervision:
Taylor felt that a single supervisor could not be an expert at all tasks. As a result, each first-level
supervisor should be responsible only workers who perform a common function familiar to the
supervisor. This became known as “Functional Foremanship.
Motivation:
Taylor believed money was the way to motivate workers to their fullest capabilities. He
advocated a piecework system in which worker’s pay was tied to their output.
Workers who met a standard level of production were paid a standard wage rate. Workers whose
production exceeded the standard were paid at a higher rate for all of their production
output
62. Taylor’s principles of management
1. Scientifically study each element of an individuals task
and develop the best method for performing the task
2. Carefully select workers and train them to perform the
task.
3. Co-operate fully with the workers to ensure that they use
proper method of work
4. Divide work and responsibility so that management is
responsible for planning work methods and workers are
responsible for executing the work.
62
63. Taylor’s principles of management
Time and motion study (time taken to work and time
wasted, actual time required to work)
Differential piece rate system (wages based on actual
performance of workers)
Co-operation between workers and management
(employee-employer relationship)
Standardization (standards have to be set in advance for
work, quality, working conditions, work methods etc)
Functional foremanship (supervision given by specialist)
63
64. 1b) Administrative Management:
Henri Fayol (1841–1925)
• Fayol was a mining engineer in profession
• He was working in coal and mining company in France and he worked for
30 years in this company.
• In 1888 the company was facing very bad financial position and
Fayol was promoted as General Managers.
• When he became a General Manager based on his observation, he came
to know the importance of management and developed the principles
of Management
• First recognized that successful managers had to understand the basic
managerial functions.
• Developed a set of 14 general principles of management in 1916.
65. Fayol’s General Principles of Management
1. Division of work
2. Authority and
responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of
individual interest to the
common goal
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Esprit de corps
66. 1. Division of Labor
Work of all kinds must be divided & subdivided and allotted to various persons
according to their expertise in a particular area.
66
2. Authority & Responsibility
Authority (power) refers to the right of superiors to give order and get work
from their sub-ordinates.
Responsibility means obligation for the performance of the job assigned.
14 Principles of Henri Fayol
67. 14 Principles of Henri Fayol Cont’d
3. Discipline:
Discipline means sincerity, obedience, respect of authority &
observance of rules and regulations of the enterprise.
Subordinate should respect their superiors and obey their order.
Discipline results form good leadership
Two types of discipline
1. Self imposed discipline
2. Command discipline
67
68. 14 Principles of Henri Fayol Cont’d
4. Unity of Command
A subordinate should receive orders and be accountable to
one and only one boss at a time.
He should not receive instructions from more than one
person
68
69. 14 Principles of Henri Fayol Cont’d
5. Unity of Direction
People engaged in the same kind of business or same kind of activities must have
the same objectives in a single plan. They should be directed
by only one manager
One head one plan
69
70. 70
7. Sub-ordination of Individual Interest to general
interest
In any organization, the interests of employees should not take priority over the
interests of the organization as a whole.
14 Principles of Henri Fayol Cont’d
6. Remuneration
Remuneration to be paid to the workers should be fair, reasonable, satisfactory &
rewarding of the efforts.
It should accord satisfaction to both employer and the employees.
71. 8. Centralization
71
Centralization refers to the degree to which subordinates are involved in
decision making.
Fayol believed that managers should retain final power over decision
making, but subordinates should be given some authority to do their
job.
14 Principles of Henri Fayol Cont’d
The chain of authority from top to bottom through which all
communication flow is termed as scalar chain.
Fayol introducted the concept of GANG PLANK
.
9. Scalar Chain (Hierarchy)
72. 10. Equity
Equity means combination of fairness, kindness & justice.
Managers should be fair in dealing with the employees and should be treated with
kindness & equity.
72
11. Order
This principle is concerned with proper & systematic arrangement of things
and people.
Arrangement of things is called material order
and
Placement of people is called social order.
14 Principles of Henri Fayol Cont’d
73. Employees should not be moved frequently from one job position
to another i.e. the period of service in a job should be fixed.
73
13. Initiative
Initiative means eagerness to initiate actions without being asked to do so.
Management should provide opportunity to its employees to suggest ideas,
experiences& new method of work.
14 Principles of Henri Fayol Cont’d
14. Espirit De’ Corps
It refers to team spirit i.e. harmony in the work groups and mutual understanding
among the members.
Espirit De’ Corps inspires workers to work harder.
12. Stability of Tenure
74. 1c) Bureaucratic Management
Max Weber (1864–1920)
Weber introduced the concept of bureaucracy
in management
A German sociologist and professor who felt the need for
controlled regulations i.e rules and regulation particularly
in large organizations where thousands of people are
employed.
He developed a theory of bureaucratic management which
emphasizes strictly defined hierarchy governed by clearly
defined regulations and line of authority.
75. Bureaucratic Management:
Principles of Weber:
Division of labor
Hierarchy of authority
Rules and procedures for dealing with work
Records
Impersonal relation with people
Employee selection and promotion based on technical
competence and excellence.
75
76. 2) Neo-classical theory/ Behavioral
Perspective
Followed the classical perspective in the development
of management thought.
- Acknowledged the importance of human behavior in
shaping management style
- Is associated with:
• Elton Mayo
• Mary Parker Follett
• Douglas McGregor
77. 2.a) Elton Mayo
Elton Mayo recognized as father of human
relation approach
His work represents the transition from
scientific management to the early human
relations movement.
Conducted the famous Hawthorne Experiments.
78. Hawthorne Experiments.
Three phases in Hawthorne experiment
Phase 1: Illumination experiments
Phase 2: Relay Assembly test group
Phase 3: Interviewing Programme
Phase 4: The Bank wiring observation room experiment
Here the concept of human relation came into existence
78
79. 2.b) Mary Parker Follett
Mother of modern management
Mary was convinced that labour and management
shared a common goals/purpose as members of the
same organization.
She believed that the distinction between
management(order giver) and subordinates(order
takers) hindered the partnership .
She concluded that a key to effective management was
coordination.
Felt that managers needed to coordinate and harmonize
group effort rather than force and coerce people.
80. Mary on Effective Work Groups
Four principles of coordination to promote effective
work groups:
Coordination requires that people be in direct contact
with one another.
Coordination is essential during the initial stages of
any effort.
Coordination must address all factors and phases of
any effort.
Coordination is a continuous, ongoing process.
81. 2.c) Douglas McGregor
Proposed the Theory X and Theory Y styles of
management.
- Theory X managers perceive that their subordinates
have an inherent dislike of work and will avoid it
if at all possible. People must be coerced,
controlled and threatened with punishment to
get the work done.
- Theory Y managers perceive that their subordinates
enjoy work and that they will gain satisfaction
from performing their jobs. People may exercise
self-direction and self control.
82. Comparison of Theory X and Theory Y Assumptions
Factor Theory X Assumptions Theory Y Assumptions
Employee attitude Employees dislike work and Employees enjoy work and
toward work will avoid it if at all possible. will actively seek it.
Management view Employees must be directed, Employees are self-motivated
of direction coerced, controlled, or threatened and self-directed toward achieving
to get them to put forth adequate effort. organizational goals.
Employee view Employees wish to avoid responsibility; Employees seek responsibility;
of direction they prefer to be directed and told what they wish to use their creativity,
to do and how to do it. imagination, and ingenuity in
performing their jobs.
Management style Authoritarian style of management Participatory style of management
83. 3. Quantitative approach
This approach encourages the use of statistical and
mathematical tools which are known as operation research
and mainly used in operations management.
Eg: X*Y=XY RESOURCE*EMPLOYEE = WORK
Here the variables in management are expressed in the form
of equation.
They are used in the field of inventory management,
production planning, quality assurance etc.(queuing theory
helps in inventory control, six sigma in quality assurance
etc
But most of the managerial decisions involves human
judgment where quantitative approach will not be suitable.
It does not give any weightage to human elements. 83
84. 4) The system Approach
Developed by Herbert Alexander Siman – Father of system
management
The system view takes a look at how organizations import
resources from the external environment, convert them into
more useful goods and services, and export them to the market.
The system is a set of interrelated by separate parts working
towards common purpose.
System approach views the organization as a unified, directed
system of interrelated parts.
The systems sees each change in a part of the system as having
an impact on all others parts.
The system helps managers to realize that every action has
consequences somewhere inside as well as outside the
organization.
86. 5)The Contingency Perspective
It is even called as situational approach
This approach was developed by Management psychologist
Fred Fielder
The managers and researchers who tried to apply the
concepts of major contribution on management noticed
that success of methods in one situation was failure in
another situation.
A view that proposes that there is no one best approach to
management for all situations.
This theory lays emphasis on what managers do in practice
depends upon the situation or circumstance in which they
function.
87. The Contingency Perspective
Challenges in implementing:
1. Perceiving organizational situations as they really exist.
2. Adapting the best strategy suiting to the situation.
3. Effective implementation of the chosen strategy.
87
89. Recent Trends in Management
Inducting more technical people then managerial for
higher position
Downsizing
Contingent workers (part time workers)
Work force diversity
Flexi time
Team work
Business process outsourcing
Total quality management
Work environment flexibility (work from home)
Changing role of managers
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