What is Management? Principals of Management, Process, Scope & Level of Management

1. INTRODUCTION
TO
MANAGEMENT
Ms. Mital Thakkar
Assistant Professor
Department of Management
SVDU

2. “A Group of Donkeys
lead by a lion can
defeat a group of lions
lead by a donkey”
--Socrates

3. TOPICS TO BE COVERED
Introduction Of Management
Process Of Management
Nature OF Management
Scope Of Management

4. Man is a social being as he likes to live
together with other people. It is by working
and living together in organised groups and
institutions that people satisfy their economic
and social needs.
As a result there are several
types of groups like family, school,
government, army, a business firm, a cricket
team. Such formal groups can achieve their
goals effectively only when the efforts of the
people working in these groups are properly
coordinated and controlled.
Concept

5. The task of getting results through others
by coordinating their efforts is known as
management. Just as the mind coordinates
and regulates all the activities of a person,
management coordinates and regulates the
activities of various members of an
organisation.

6. “Management is the process involving
planning, organizing, staffing, directing and
controlling human efforts to achieve stated
objectives in an organization.”
The definition by some of the
leading management thinkers
are given below-

7. “Management is the art of knowing what
you want to do and then seeing that it
is done in the best and cheapest way.”
-F .W. Taylor
“Management is a multipurpose organ that
manage a business and manages Managers
and manages Workers and work.”
-Peter Drucker

8. The father of
modern
management “Henri
fayol”, described
firstly the process
of management
in 5-terms-

9. Planning :
Planning is the first step which is basically
a logical thinking process that decides what
needs to be done in order to achieve
organization's goals and objectives. It
focuses on the broader perspective of the
taking intobusiness as well as
consideration, the tactical
methods to get the
desired results.

10.  Deciding which goals the
organization will pursue.
 Deciding what courses of action to
adopt to attain those goals.
 Deciding how to
allocate organizational
Resources.

11. Organizing :
about setting up andOrganizing is
maintaining the internal organizational
objectivesstructure in accordance with
mentioned in planning stage. It
also involves assigning
tasks to various individuals
for the larger goal of
organization's missions
and objectives.

12. Organizing:
Involves grouping people into
departments according to the kinds
of job-specific tasks they perform.
Managers lay out lines of authority
and responsibility.
Decide how to coordinate
organizational resources.

13. Staffing :
Staffing is the process of choosing
right people for organization. It can
be associated with human resource
management and involves
recruitment, hiring, training and
compensating the workforce.

14. Directing :
Directing is guiding people in the organization
through the means of counseling, instructing,
motivating.
Controlling :
Controlling The process of leading and
activities ofinfluencing the task related
group members or an entire
organization.

16. TheValue of Studying Management:
The universality of management
 Good management is needed in all organizations.
The reality of work
 Employees either manage or are managed.
Rewards and challenges of being a manager
 Management offers challenging, exciting and
andcreative opportunities for meaningful
fulfilling work.
significant Successful managers receive
monetary rewards for their efforts.

18. • Managerial Concerns
 Efficiency
 “Doing things right”
-Getting the most output for
the least inputs
 Effectiveness
 “Doing the right things”
-Attaining organizational goals

19. Efficiency and Effectiveness in Management

20. Who is the person responsible for
supervising the use of an
organization’s resources to meet its
goals?
A. Team leader
B. Manager
C. President
D. Resource allocator

21. A person who plans, organizes,
directs and controls the allocation
of human, material, financial, and
information resources in pursuit
of the organization’s
goals.

22. Communication
Competency
Planning and
Administration
Competency
Strategic
Action
Competency
Self-Management
Competency
Global
Awareness
Competency
Teamwork
Competency
Managerial
Effectiveness

23. Management is Goal-oriented.
Management is Universal.
Management is an Integrative Force.
Management is a Social Process.
Management is Multidisciplinary.
Management is Continuous Process.
Management is Intangible.
Management is an Art as well as
Science.

24. Management has no justification to
exist without goals. Management goals
are called group goals or organisational
goals. The basic goal of management is
to ensure efficiency and economy in the
utilisation of human, physical and
financial resources. The success of
management is measured by the extent
to which the established goals one
achieved.

25. Management is an essential element of every
organised activity irrespective of the size or
type of activity.
Wherever two or more persons are engaged in
working for a common goal, management is
necessary. All types of organisations, e.g.,
family, club, university, government, army,
cricket team or business, require
management. Thus, management is a
pervasive activity. The fundamental principles
of management are applicable in all areas of
organised effort. Managers at all levels
perform the same basic functions.

26. The essence of management lies in
the coordination of individual efforts
in to a team. Management reconciles
the individual goals with organisational
goals.

27. Management is a social process because it
is concerned with interpersonal relations.
Human factor is the most important
element in management.
According to Appley, “Management is the
development of people not the direction of
things. A good manager is a leader
not a boss. It is the pervasiveness
of human element which gives
management its special character
as a social process”.

28. Management with human
behaviour under
has to deal
dynamic conditions.
Therefore, it depends upon wide knowledge
derived from several disciplines like
engineering, sociology, psychology, economic
s, anthropology, etc. The vast body of
knowledge in management draws heavily
upon other fields of study

29. Management is a dynamic and an on-
going process. The cycle of
management continues to operate so
long as there is organised action for
the achievement of group goals.

30. Management is an unseen or invisible
force. It cannot be seen but its
presence can be felt everywhere in
the form of results. However, the
managers who perform the functions
of management are
very much tangible
and visible.

31. Management
specialised
is also a discipline involving
training and an ethical code
arising out of its social obligations. On the
basis of these characteristics, management
may be defined as a continuous social
process involving the coordination of human
and material resources in order to
accomplish desired objectives. It involves
both the determination and the
accomplishment of organisational goals.

32. Production Management:
a) Designing the product
b) Location and layout of plant and building
c) Planning and Control of factory operations
d) Operation of purchase and storage of
materials
e) Inventory cost and Quality Control
f) Research and Development etc.

34. Marketing Management:
a) marketing research to determine the
needs and expectation of consumers
b) planning and developing suitable products
c) setting appropriate prices
d) selecting the right channel of
distribution, and
e) promotional activities like advertising and
salesmanship to communicate with the
customers

36. Financial Management:
a) Selecting the appropriate source of
funds
b) Raising the required funds at the
right time
c) Administration of earnings
d) Estimating the volume
of fund.

37. Personnel Management:
a) manpower planning
b) recruitments,
c) selection,
d) training
e) appraisal,
f) promotions and transfers,
g) compensation,
h) employee welfare services, and
i) personnel records and research,
etc.

39. Top Level Management-
The top level management is
generally occupied by the
ownership group. It is
the highest level in the
managerial hierarchy and
the ultimate source of
authority in the organisation.

40. Middle Level Management-In order
to fill up the gap which exists between
functional and operative level, some
managerial positions are created at the
middle level of management. Middle level
management consists of
departmental managers,
deputy managers,foreman
and administrative
officers etc.

41. or Supervisory LevelLower Level
Management- It consists of factory
supervisors, superintendents, foremen,
sales supervisors, accounts officers etc.
and control theThey directly guide
performance of rank and file workers.
They issue orders and instructions and
guide day to-day activities.

42. Management Level and Skills