This document discusses the concepts of management, organization, and the manager's job. It defines management as the process of planning, organizing, leading, and controlling organizational resources to efficiently achieve goals. Management is needed in all types of organizations. The key functions of management are planning, organizing, staffing, leading, and controlling. Management occurs at three levels: top level managers set strategy, mid-level managers implement plans, and lower-level managers supervise workers. Effective managers require technical, human relations, and conceptual skills. Finally, the document outlines several features of management, such as being goal-oriented and integrating human and physical resources.

1. Management and the Manager’s Job

2. What is Organization?
• Organization can be defined as a group of
people working together in a structured and
coordinated fashion to achieve a set of goals.
• Therefore, Organizations must have these four
factors:
– Objective
– People
– Structure
– Technology

3. Meaning of Management
• Management is a universal phenomenon. It is a
very popular and widely used term.
• All organizations - business, political, cultural or
social are involved in management because it is
the management which helps and directs the
various efforts towards a definite purpose.
• According to F. W. Taylor, “ Management is
knowing exactly what you want men to do and
then seeing that they do it in the best and
cheapest way.”

4. Meaning of Management
• According to Harold Koontz, “Management is an art of
getting things done through and with the people in
formally organized groups. It is an art of creating an
environment in which people can perform and individuals
and can co-operate towards attainment of group goals”.
• According to Ricky W. Griffin, “ Management can be
defined as a set of activities including planning,
organizing, leading and controlling directed at an
organization’s resources ( Human, financial, physical,
and information) with the aim of achieving organizational
goals in an efficient and effective manner.

5. Management is management of 6 Ms
• Man
• Machine
• Material
• Money
• Method
• Market

6. Functions of Management
1. Planning: It is the basic function of
management.
• It deals with chalking out a future course of
action and deciding in advance the most
appropriate course of actions for achievement
of pre-determined goals.
• According to KOONTZ, “Planning is deciding in
advance – what to do, when to do and how to
do. It bridges the gap from where we are and
where we want to be”.

7. Functions of Management
2. Organizing: Organizing is the process of
arranging and allocating resources necessary
to achieve organizational objectives.
• It is the process of bringing together physical,
financial and human resources and developing
productive relationship amongst them for
achievement of organizational goals.

8. Functions of Management
• Organizing as a process involves:
– Identification of activities.
– Classification of grouping of activities.
– Assignment of duties.
– Delegation of authority and creation of
responsibility.
– Coordinating authority and responsibility
relationships.

9. Functions of Management
3. Staffing: It is the function of manning the
organization structure and keeping it manned.
• Staffing has assumed greater importance in
the recent years due to advancement of
technology, increase in size of business,
complexity of human behavior etc. The main
purpose o staffing is to put right man on right
job.

10. Functions of Management
• Staffing involves:
– Manpower Planning (estimating man power in
terms of searching, choose the person and giving
the right place).
– Recruitment, selection & placement.
– Training & development.
– Remuneration.
– Performance appraisal.
– Promotions & transfer.

11. Functions of Management
4. Leading: The set of process of influencing
people to have desired behavior necessary to
achieve organizational objective.
5. Controlling: It is a regulatory function.
Controlling ensures that activities are running
according to the plans made.
• It implies measurement of accomplishment
against the standards and correction of
deviation if any to ensure achievement of
organizational goals. The purpose of controlling
is to ensure that everything occurs in
conformities with the standards.

12. Levels of Management

13. Levels of Management
• Three distinct levels of management- Top level,
Mid level and lower level- are usually portrayed
as a managerial hierarchy. This hierarchy
depicts chain of command.
• Chain of command means the channel in which
communication, coordination, and control
flow through the various levels of management
to subordinates.

14. Top Level Management
• Top level management: At the top of the
management pyramid sits the president or Chief
executive officer and other managers engaged
primarily in charting the overall mission, strategy
and objectives of the business.
• Top managers are responsible for the
management of the entire organization. They
must have the capacity to think in advance.
• Number of top managers in an organization is
usually the smallest.

15. Roles of Top Level Management
– Top management lays down the objectives
and broad policies of the enterprise.
– It prepares strategic plans & policies for the
enterprise and provides guidance and
direction.
– It appoints the executive for middle level i.e.
departmental managers.
– It controls & coordinates the activities of all
the departments.
– It is also responsible for maintaining a
contact with the outside world.

16. Mid Level Management
• Mid Level Managers: Executives beneath
the top level management are known as mid
level managers. They play a vital role in an
organization.
• The success of the organization largely depends
on the performance of this mid level
managements.
• Here managers play a diversified role as they
virtually the communicators, translators,
coordinators and compromisers.

17. Roles of Mid Level Management
– They make plans for the sub-units of the
organization.
– They participate in employment and training of
lower level management.
– They interpret and explain policies from top
level management to lower level.
– They are responsible for coordinating the
activities within the division or department.
– It also sends important reports and other
important data to top level management.
– They evaluate performance of junior managers.

18. Lower Level Management
• Lower level Management: Managers at the
lowest level in the hierarchy are known as lower
level managers.
• They are directly responsible for the work of
operating people, that is, non-managerial
people.
• The main job of lower level executive is to
supervise and control the activities of non-
managerial people.

19. Roles of Lower Level Management
– Assigning of jobs and tasks to various workers.
– They guide and instruct workers for day to day
activities and provide training to them.
– They are responsible for the quality as well as
quantity of production.
– They help to solve the grievances of the workers.
– They prepare periodical reports about the
performance of the workers.
– They ensure discipline in the enterprise.
– They motivate workers.

20. Managerial Roles
• Interpersonal Roles: Roles of managers that
assume to coordinate and interact with
employees and provide direction to the
organization.
• It is the role of figurehead, leader and liaison,
which involve dealing with other people.
• Informational role: it is those managerial
roles that involve receiving, collecting, and
disseminating information.

21. Managerial Roles
• Decisional role: The decisional roles
involve around making choices. The manager
takes information from various sources, interject
a personal opinion, consider the present
situation, analyze the resource available and tie
this all together before reaching a decision.

22. Managerial Skills
• Management skill is the ability to use knowledge,
behaviors and aptitudes to perform tasks. Skills
are learned and developed with experience.
• Robert Katz classified management skills as-
– Technical skills
– Human relation skills
– Conceptual skills

23. Managerial Skills
Technical skill is the ability to use a procedure or a
technique. It explains the knowledge and proficiency in
any type of technique. These are the skills involved in
making a product or service. This type of skills are
specially important for first line management level.
Human relations skills are the ability to relate and
interact with subordinates, peers, superiors and
customers.
Conceptual skills are the managers’ ability to
organize and integrate information to better understand
the organization as a whole. These are especially
important at the top level management.

24. Features of Management
• Management is goal oriented: The success
of any management activity is accessed by its
achievement of the predetermined goals or
objective.
• Management integrates Human, Physical
and Financial Resources: In an
organization, human beings work with non-
human resources like machines, materials,
financial assets, buildings etc. Management
integrates human efforts to those resources. It
brings harmony among the human, physical and
financial resources.

25. Features of Management
• Management is Continuous: Management is
an ongoing process. It involves continuous
handling of problems and issues. It is concerned
with identifying the problem and taking
appropriate steps to solve it.
• Management is all Pervasive: Management
is required in all types of organizations whether
it is political, social, cultural or business because
it helps and directs various efforts towards a
definite purpose. Thus clubs, hospitals, political
parties, colleges, hospitals, whether it is a small

26. Features of Management
business firm which may be engaged in trading
or a large firm like Tata Iron & Steel,
management is required everywhere irrespective
of size or type of activity.
• Management is a Group Activity:
Management is very much less concerned with
individual’s efforts. It is more concerned with
groups.

27. Thank You