Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling

1. Krishantha Jayasundara
BA(Peradeniya),PQHRM(IPM),NDTHRD(IPM)

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3. Learning Outcomes
1. To Define management.
2. To understand of Classical, behavioural,
quantitative, contingency and emerging
approaches.
3. Four functions of management.
4. To identify management process.
5. To identify levels of management.
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4. What is Management?
Management can be defined as a leadership
role that provides overall leadership to achieve
goals of an organization.
Management is the process of setting and
achieving goals by effectively utilizing human,
financial and material resources
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5. Evolution of Management
Classical Approach
Emerging Approach
Contingency Approach
Quantitative Approach
Behavioural Approach
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6. Classical Approach
Scientific
Management
Bureaucratic
Management
Administrative
Management
• Study of work
methods to
improve
efficiency
• Improving
efficiency through
establishing
standards and
systematic
observations
• Work
specialization
• Strict rules and
regulations
• Impersonality of
managers and
hierarchical
structures.
• Division of Work
• Division of
Authority and
Responsibility
• Discipline
• Unity of
Command 6

7. Behavioural Approach
• This approaches looks at the organization
from the employee point of view.
Individual
Attitudes
Behaviours Group Processes
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8. Quantitative Approach
• This approach focuses on achieving
organizational effectiveness through
mathematical and statistical concepts.
Application of
Statistics
Optimization
Models
Application of
Statistics
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9. Modern Approaches
System Theory
Contingency
Theory
• In put- money, material, machines, and
men
• Transformation process – managerial
and technical abilities to convert input to
out put
• Outputs-products, services, and profits
• Feedback- more orders, customer
complaints
• According to this theory there is no best
way to manage. The mangers must
identify the best technique for the
situation 9

10. Emerging Approaches
• continuous improvement of product and
services in order to achieve customer
satisfaction.
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11. Functions of Management-01
• Planning
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12. Planning
What to achieve?
What do we need to
achieve?
Where are we now?
How do we achieve it?
By when do we need to
achieve?
Threats
Opportunitie
s
WeaknessStrength
Strategy
Goal
Resources
Time
Frame
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13. Functions of Management-02
• Organizing
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14. Organizing
Sourcing
Allocating
&
Arranging
Resources
Achievement
Of
Organizationa
l
Objectives
Activities
Authority
Cost Effective
Efficient
Competitive
Best
Productivity
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15. Functions of Management-03
• Staffing
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16. Staffing
• Having a quality workforce that helps
achieve organizational objectives
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17. How to do Staffing
Filling the job
vacancies-right
match
Matching the job
demand with
applicant’s
knowledge, skills
and attitudes.
Employee
Orientation.
Training (On The
Job and Off The
Job)
Retention
(Qualified
Employees)
Job Rotation, Job
Enlargement, and
Job Enrichment
Performance
Appraisals,
rewards and
recognition
Benefits and
welfare.
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18. Functions of Management-04
• Directing (Leading)
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19. Directing/Leading
• Directing towards goals through
Effective
Communication
Clear Work
Procedures
Responsibility
Delegation of
Authority
Empowerment
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20. Functions of Management-05
• Controlling
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21. Controlling
• Cost
• Behaviour-discipline
• Phase of work
• Time Wasters
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22. Management Process
Human
Resources
Financial
Resources
Material
Resources
Controlling
Directing
Staffing
Organizing
Planning
Achievement
of Goals
Products
Services
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23. Levels of Management
First Line Management
Middle Management
Top
Management
Action Level
Decision Level
Strategic Level
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24. Top Management
• Consists with CEO (Chief Executive Officer),
General Managers and Directors.
• Responsible for overall organizational
management.
• Establish goals, objectives and policies.
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25. Middle Management
• Responsible for Implementation of the policies
made by top management.
• Planning short-term strategies for the
achievement of short term objectives.
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26. First Line Management
• Involved in Operations
Work Schedules
Motivating the
team
Organizing
Teams
Supervising
Identifying
Training Needs
Performance
Management
Assigning
Functions
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27. Managerial Roles
Interpersonal Informational Decisional
• About
Maintaining
Relations
• Dealing with
information
• Taking
decisions
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28. Interpersonal Roles
Figurehead
• Performs ceremonial roles
Leader
• Directs and motivates
subordinates
• Maintaining information links
both inside and outside the
organization
Liaison
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29. Informational Roles
Monitor
• Receives information, reports
and performance details
Disseminator
• Giving out information
(Reports & Memos)
• Giving information of company
to outside parties.Spokesman
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30. Decisional Roles
Entrepreneur • Initiates improvement projects
and new ideas.
Disturbance
Handler
• Take corrective actions and
resolve conflicts.
• Decides who gets what
resources.
Resource
Allocator
Negotiator
• Represent departmental
interest and handling unions.
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31. Social Responsibilities of
Management
• Extraction of resources from external
environment and the society for production and
services.
• So, the company has a responsibility towards
the society.
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32. Social Responsibilities of
Management
• Welfare of the workers.
• Health of the workers.
• Safety of the workers.
• Social obligations.
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