The document discusses various perspectives on the definition and nature of management. It provides definitions from different scholars that view management as an activity, process, or set of functions aimed at achieving organizational goals through coordinated human effort. The key functions of management are identified as planning, organizing, motivating, controlling, coordinating, and decision making. Management involves utilizing resources and applying concepts and techniques to achieve goals in a way that encourages growth. While management has aspects of both an art and a science, it requires both technical knowledge and skills in implementation.

1. The Nature and Meaning of Management
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2. Management
Definition
It is an organized effort
of people whose purpose
is to achieve the
objectives and goals of
an organization.
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3. Different Views of Management
 Management as an Activity An activity that is
applicable to any kind of organization and situation
where human beings are involved as a group for the
purpose of achieving some common goals. E.g.
management in labour unions, management in
religious institutions, management in education, there
is management in the hospital, in the library, and at
home.
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4. Different Views of Management
Continued…
 McFarland defines Management as a process by
which managers create, direct, maintain, and operate
purposive organizations through systematic,
coordinated, cooperative human effort.
 Process an activity over varying spans of time, the
dynamic nature implies that change is a reality of
organizational life.
 Importance of change In managing organizations,
managers create changes, adapt organizations to
changes and implement changes successfully in their
organizations.
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5. Different Views of Management
Continued…
 Donelly, Gibson and Ivancevich View management
is a process by individual and group effort is
coordinated towards group goals. In order to achieve
goals, coordination is essential and management
involves securing and maintaining this coordination.
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6. Different Views of Management
Continued…
 Terry’s View of Management This process is aimed
at accomplishing stated goals by the use of human
resources and other resources.
 Koontz and O’Donell View of Management
Involves the “creation and maintenance of internal
environment in an enterprise where individuals,
working together in groups, can perform efficiently
and effectively toward the achievement of group goals.”
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7. A Comprehensive Approach
“Management is guiding human and physical
resources into dynamic organization units that attain
their objectives to the satisfaction of those served and
with high degree of morale and sense of attainment on
the part of those rendering the service”
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8. Key Points of Management Theories
 Achieve organizational goals and objectives through organized
effort of people.
 Group functioning as a cohesive unit to achieve common goals.
 Creating, adapting and implementing changes to achieve goals.
 Goals to be achieved by group coordination.
 Accomplishing the goals by human resources and other
resources.
 Creating and maintaining internal and external environment to
achieve goals efficiently and effectively.
 Customer satisfaction plays a vital role in achieving goal.
 Satisfaction of organization members (employees,
owner/stockholders) necessary for achieving goals.
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9. Framework of Management
A Manager
Performs Certain Functions Organizing, planning, controlling,
staffing & directing.
Utilizing Certain Resources Human, Physical, Financial.
Applying Certain Techniques Standards, Appraisal, Controls.
Etc.
Aware of results of
using
Certain Concepts Communication, leadership,
motivation, conflicts.
In order to obtain Certain Goals Individual departmental
corporate.
In a Manner that
Encourages
Growth Individual corporate.
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10. Management-Science or Art?
 Management is Art?
 Expertise can be gained in the field of management only
by practice.
 Practice gives an intuitive knowledge to solve various
organizational and managerial problems.
 Only by experience and practice can one gain such
knowledge.
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11. Management-Science or Art?
 Management is Science?
 Organizational and managerial problem-solving requires
the knowledge and application of scientific methods and
techniques rather than relying on intuition.
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12. Management-Science or Art?
 Conclusion
 Management is both an art and a science.
 Knowledge (Science) without skill (art) is useless or
dangerous.
 Skill (art) without knowledge (science) means
stagnancy and inability to pass on learning.
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13. Characteristics of
Professional
1. Professional decisions are based on principles and the
ones that are independently valid for a particular case.
2. Professional decisions imply a specialized type of
expertise, not general knowledge.
3. Professional derive their status from their success in their
work, not on the basis of social class or political power.
4. Professionals are usually members of a voluntary
association of person in the same profession.
5. Professionals usually know what is good for the client.
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14. Levels of Management
 Top Management
 Middle Management
 Supervisory Management
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15. Top Management
 Develops and reviews long range plans and strategies.
 Evaluates overall performance of various departments
and ensures cooperation.
 Involved in selection of key personnel.
 Consults subordinate, managers on subject or
problems of general scope.
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16. Middle Management
 Makes plans of intermediate range and prepares long-
range plans for review by top management.
 Analyzes managerial performance to determine
capability and readiness for promotion.
 Establishes departmental policies.
 Reviews daily and weekly reports on production or
sales.
 Counsels subordinates on production, personnel or
other problems.
 Selection and recruitment of personnel.
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17. Supervisory Management
 Makes detailed, short-range operating plans.
 Reviews performance of subordinates.
 Supervises day-to-day operations.
 Makes specific task assignments.
 Maintain close contact with operative employees.
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18. Levels of Management
First level (Supervisory
management)
Second level (Middle
management)
Third Level (Executive
or top management)
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19. Responsibilities of a Manager
 Responsibility to self: This involves carrying out the
duties and responsibilities of managerial job to the
best of one’s ability.
 Responsibility to subordinate: Developing
subordinates for future responsibilities and help them
to perform adequately in their current jobs.
 Responsibility to the organization: Strengthening the
organization for continued growth while working
toward the established goals.
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20. Functions of Management
 Planning
 Organizing
 Motivating
 Controlling
 Coordinating
 Decision Making
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21. Planning
 The policies that will help to achieve objectives.
 The programs that a manager will carry out.
 The procedures that a manager will utilize.
 The time schedules that manager will have to meet.
 The budgetary considerations that will be involved.
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22. Organizing
 Grouping of activities logically into functions or
position.
 To function effectively, a manager must delegate some
of his responsibilities. He must decide what
responsibility and what authority to delegate to which
positions.
 He must establish relationships between his
subordinates that will provide each with the
information he needs to do his job.
 He must scrutinize the relationships between his unit
and other units and their effect on its operation.
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23. Motivating
 The degree to which the employee feels his goals and
those of the organization are similar.
 The employee’s relationships with his co-workers, and
especially with his supervisor.
 The way in which his job helps him meet his needs for
present income and future security, and does so in a
manner that seem fair.
 The extent to which it enables him to feel adequate to
his tasks, and to gain a sense of accomplishment for
jobs well done.
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24. Controlling
 Comparing actual events with the forecasts.
 Comparing results achieved with the objectives,
programs and schedules.
 Measuring actual costs against budgeted costs.
 If variations found, a manager directs changes to bring
performance back into line.
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25. Coordinating
 Bringing different departments, operations and
activities working together to achieve organizational
goals and objectives.
 Balance in the use of resources to attain objectives.
 Coordination is needed both up and down the
organization structure and laterally as well.
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26. Decision-making
 Manager constantly seeks to make a correct decisions
involving the use of various types of resources at his
disposal to attain the various objectives.
 Manager decides on the utilization of equipments,
materials, and skill to achieve such goals as quality, low
cost, quick delivery, safety and so on.
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27. Establishing
purposes
& objectives
Setting up frames of
reference
Making forecasts
and plans,
Budgeting &
securing funds
Organizing
Securing
& developing
HR,
Coordinating
Leading & motivating
Evaluating performance
Rewarding
Integrating
And
Renewing
With the outside
environment
Govt, Society, etc
Consumers, Stockholders, Unions
Suppliers,
Competitors
Etc.
Relationships
Functions of Managing
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28. Managerial Skills
 Technical Skill.
 Human Skill.
 Conceptual Skill.
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29. Technical Skill
 Technical skill is the ability to perform a manager’s job.
 An accountant, doctor, engineer or a musician all have
technical skills in their respective fields of
specialization.
 Manager must posses technical skill.
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30. Human Skill
 The ability to work with others by getting along with
them, motivating them, and communicating
effectively with others.
 Manager must focus his attention on improving his
interpersonal relations with peers, subordinates and
his own supervisors.
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31. Conceptual Skill
 Ability to coordinate and integrate the entire
organization’s interests and activities.
 Ability to see the organization as a whole and not
make decisions from own departmental point of view.
 Able to see how his department is affected by the
decisions of others.
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32. Skills needed at different levels
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33. Top Management Characteristics
1. The successful executive has a high tolerance for
frustration. He doesn’t blow up when provoked.
2. He encourage participation.
3. He continually questions himself and is willing to
examine himself carefully.
4. He understands the rules of competitive warfare. He is
able to play it cool and doesn’t feel distressed if a
colleague shows a little fight.
5. He expresses hostility tactfully.
6. He accepts both victories and defeats with controlled
emotions.
7. He snaps out of defects without feeling personally
shattered and can quickly start thinking of the next goal.
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34. Sssshhhh
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