This document provides an introduction to fundamentals of management. It defines management as "the art of getting things done through people" and describes the key functions of management as planning, organizing, staffing, directing and controlling. It also discusses the differences between efficiency, which focuses on processes, and effectiveness, which focuses on achieving goals. Additionally, it outlines the levels of management from top executives to first-line managers to operating employees and explains the cascade approach for setting organizational objectives top-down.

1. Introduction to Business
FUNDAMENTALS OF
MANAGEMENT
Chapter # 7
PART I
Shafayet Ullah
SECTION: A3 and A4

2. What is Management?
Management
is the “Art of
Getting Things Done Through
People”.
In
other words, the manager
coordinates the work of others
to accomplish goals that might
not be achievable by an

3. Management
Management may be defined as
the application of planning,
organizing, staffing, directing and
controlling functions in the most
efficient manner possible to
accomplish objectives.
Organization
Organization
arrangement
accomplish
purpose.
is a systematic
of
people
to
some
specific

4. Efficiency
The relationship to output to input
ratio and focuses on getting the
maximum output with minimum
resources. Efficiency is often
referred to as “doing things right”.
Effectiveness
Effectiveness
refers
to
goal
attainment. When managers achieve
their organization’s goal then it is
called
they
are
effective.
Effectiveness can be described as
“doing the right things”.

5. Difference between
Efficiency and Effectiveness
Since efficiency is all about
focusing on the process,
importance is given to the
“means” of doing things
whereas
effectiveness
focuses on achieving the
“end” goal.

6. Goal
A broadly stated guideline that an
organization or and individual is attempting
to achieve.
Example: To Earn a BBA Degree
Objectives
Objectives are specific results or targets to
be reached by a certain time.
Objectives are specific, state what is to be
accomplished and indicate when it will
achieved.
Example: To Earn a BBA Degree by the
year 2013 with a minimum CGPA of 3.75

7. Objectives
Organizational Objectives
Departmental Objectives
Subunit Objectives
Individual Objectives

8. Objectives
Cascade Approach
A procedure for setting
objectives in which the
objectives are set from the
top level of management
down.

9. Objectives
Cascade Approach process provides direction to
lower-level managers as the goals are converted to
objectives from the top down:
•
A clear statement of organizational purpose is issued
•
Long range goals are developed from this statement
•
Long range goals are converted into specific performance
objective
•
Objectives are then developed for each subunit in each
department
•
Within the subunits, challenging but attainable personal
objectives are set

10. Objectives
Objectives are Important for several
reasons:
• To focus attention on the organization’s
mission
• To help integrate the work of the
organization
• To
help
measure
performance
an
organization’s

11. Levels of Management
As enterprise grow from an owner
to a group to a corporation, a
number of managerial levels are
created and they begin to take on
a shape.
Managers
Individuals in an organization
who direct the activities of
others are called Managers.

12. Levels of Management

13. Levels of Management
Top Executives
The executives are the managers at or near the
pinnacle of the organization who are responsible
for making the decisions and setting the policies
that affect all aspects of the organization.
Example: President, CEO, Vice Chancellor
Middle Level Managers
The middle managers are all levels of
management between the supervisory level
and the top level of the organization.
Example: Plant Manager, Project Director,
Dean

14. Levels of Management
First-Line Managers
The First-Line Managers are the supervisors.
They are responsible for the details needed to
coordinate the work to the workers/employees.
Supervisors must work directly with employees
and motivate them to perform satisfactory work.
Example: Product Manager, Supervisors
Operating Employees
The non-managers in an organization, who perform
specific tasks and usually manufacture a product or
service for customers. They do not have the
responsibility of overseeing the work of others.
Example: Factory workers

15. Management Functions

16. Management Functions
Planning
Planning is the management function of
establishing objectives and developing plans
to accomplish them.
Organizing
Organizing is the management function of
grouping people and assignments to carry out
job tasks the mission.
Staffing
Staffing is the management function of
selecting, placing, training, developing and
compensating subordinates.

17. Management Functions
Directing
Directing is the management function of
initiating action: issuing directives, assignments
and instructions.
Controlling
Controlling is the management function of
checking to determines whether employees are
following plans and progress is being made and
of taking action to reduce discrepancies.

18. END OF PART I