This document discusses fundamentals of management. It outlines that management involves four key functions: planning, organizing, leading, and controlling. Planning involves setting goals and strategies to achieve them. Organizing establishes the organizational structure and roles. Leading motivates employees. Controlling monitors progress and ensures goals are met. Effective management requires technical, human, and conceptual skills as well as the motivation to lead others. Common manager mistakes include being insensitive, not delegating adequately, and inability to think strategically. The document emphasizes that competitive advantage lies in having committed employees.

1. FUNDAMENTALS OF
MANAGEMENT
Dr. Syed Amin Tabish
FRCP, FACP, FAMS, MD HA (AIIMS)
Postdoc Fellowship, Bristol University (England)
Doctorate in Educational Leadership (USA)

2. WHAT IS MANAGEMENT?
• An art more than a science
• Inherently social in nature
• Getting things done
through others

4. Copyright © 2005
Prentice Hall, Inc.
Organization and Its Environment
Exhibit HM-4

6. FOUR FUNCTIONS
• First stated by Henri Fayol(1841-1925)-French
CEO
• Now stated as
 1. Planning
 2. Organizing
 3. Leading
 4. Controlling

8. PLANNING & ORGANIZING
• Planning -- Setting firms goals plus the
way to accomplish them
• Organizing -- deciding structure of
decision-making
 What will be done, by whom, for whom

11. LEADING & CONTROLLING
• Leading-- Motivating employees to achieve
firm’s objectives
• Controlling --
 Monitoring progress toward goals
 Taking corrective action

26. TYPES OF MANAGERS
• 1. TOP MANAGERS
• 2. MIDDLE MANAGERS
• 3. FIRST-LINE MANAGERS
• 4. TEAM LEADERS

29. MINTZBERG’S ROLES OF
MANAGERS
• 1. INTERPERSONAL
• 2. INFORMATIONAL
• 3. DECISIONAL

31. ESSENTIAL SKILLS FOR
MANAGERS
• 1. TECHNICAL SKILLS
• 2. HUMAN SKILLS
• 3. CONCEPTUAL SKILLS

34. ADDED ESSENTIAL
• MOTIVATION TO MANAGE
 How enthusiastic is an employee to manage
the work of others
 After all getting work done through others is
what management is all about

43. TEN MISTAKES OF
MANAGERS
• 1. Insensitive, intimidating, bullying
• 2. Cold, aloof, arrogant
• 3. Untrustworthy
• 4. Too ambitious, playing politics
• 5. Specific performance problems

44. TEN MISTAKES OF
MANAGERS, cont
• 6. Overmanaging -- not delegating
• 7. Ineffective staffing
• 8. Can’t think strategically
• 9. Can’t adapt to different bosses
• 10. Overdependency on mentor

45. COMPETITIVE ADVANTAGE
THROUGH PEOPLE
• PRODUCT OR SERVICE BEING EQUAL
• ADVANTAGE RESTS WITH EMPLOYEES WHO
ARE BETTER, MORE COMMITTED
• EMPHASIZES SOCIAL NATURE OF THE FIRM

46. Fayol’s 14 Principles of Management
• Division of work
• Authority
• Discipline
• Unity of
command
• Unity of direction
• Subordination of
the individual
• Centralization
• Scalar chain
• Order
• Equity
• Stability of
tenure of
personnel
• Initiative
• Esprit de corps