1) The document discusses the topic of management, defining it as the process of achieving goals effectively and efficiently through people. It describes management functions like planning, organizing, staffing, leading, and controlling. 2) It also discusses the different levels of management from top to lower levels. Top management focuses on long-term planning while lower management handles day-to-day operations. 3) The roles and skills of managers are explained. Managers have interpersonal, informational, and decisional roles. Conceptual, technical, and human skills are important for effective managerial performance.

1. SHREE SA’D VIDYA MANDAL
INSTITUTE OF TECHNOLOGY
DEPARTMENT OF CIVIL
ENGINEERING

2. Subject:-Engineering Economics
And Management
Topic:-Introduction to
management

3. Presented by:-
Name
 Arvindsai Nair
 Dhaval Chavda
 Dharmendra Yadav
 Saptak Raval
Enrollment no.
130454106002
130454106001
140453106001
140453106015

4.  Management is the process of
achieving goals and objectives
effectively and efficiently through
and with the people.
Management Defined
• Management is a process of
designing and maintaining an
environment in which individuals
work together in groups to
effectively and efficiently
accomplish selected aims.

5.  Management is the process of
achieving organizational goals
and objectives effectively and
efficiently by using
management functions i.e.
Planning, Organizing, Staffing,
Controlling
•. Management is a set of
activities directed at an
organization's resources with
the aim of achieving
organizational goals in an
efficient and effective manner

6. Functions of management
Planning
Planning is the process of setting goals, and charting the best way of action for
achieving the goals. This function also includes, considering the various steps to
be taken to encourage the necessary levels of change and innovation.
Organizing
Organizing is the process of allocating and arranging work, authority and
resources, to the members of the organization so that they can successfully
execute the plans.
Staffing
A: Staffing is the process of filling the positions in the organization and keeping
them filled.
B: Staffing is the process of recruiting and selecting the right person for the right
job at the right time in the right place.
Leading
Leading involves directing, influencing and motivating employees to perform
essential tasks. This function involves display of leadership qualities, different
leadership styles, different influencing powers, with excellent abilities of
communication and motivation.
Controlling
Controlling is the process of devising various checks to ensure that planned
performance is actually achieved. It involves ensuring that actual activities
conform to the planned activities. Monitoring the financial statements, checking
the cash registers to avoid overdraft etc., form part of this process.

7. Levels of management
1. Top Level: Top management sets the mission and goals,
develops policies, evaluates the overall performance of
various departments, responsible for the business as a
whole and is concerned mainly with long-term planning
2. Middle Level: Middle level management develops
departmental goals, executes the policies, plans and
strategies determined by top management , develops
medium- term plans and supervises and coordinate
lower-level managers’ activities
3. Lower Level: Lower level management takes charge of
day-to-day operations, is involved in preparing detailed
short-range plans, is responsible for smaller segments of
the business, executes plans of middle management ,

8. First-Line Management
Foreman, Supervisors, Office Managers
Middle Management
Plant Managers, Division Managers,
Department Managers
Top
Management
President, CEO,
Executive
Vice Presidents
Levels of management
Non- Managerial Employees

9. Planning
Planning
Planning
Organizing
Organizing
Organizing
Staffing
Staffing
Staffing
Directing
Controlling
Directing
Directing
Controlling
Controlling
Top
Managers
Middle
Managers
First-Line
Managers
Least
Important
Most
Important
Importance of management functions to managers in
each level

10. Manager
 A manager is someone whose
primary responsibility is to carry
out the management process
within an organization to achieve
the organizational goals.
 A manager is a person whose
job it is to oversee one or more
employees, divisions, or
volunteers to ensure that they
carry out certain duties or meet
specific group goals.

11. •Henry Mintzberg in his book ‘The Nature of Managerial
work" published in 1973. highlighted the role of
managers in an organization.
•He classified three major managerial roles each with
sub organization. classification of ten roles.
Roles of Manager
Interpersonal
• Figurehead
• Leader
• Liaison
Informational
• Monitor
• Disseminator
• Spokesperson
Decisional
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Managerial Roles

12. 1. Interpersonal Role
1. Figurehead:
Represents the company on social occasions. Attending
the flag hosting ceremony, receiving visitors or taking visitors for
dinner etc.
2. Leader:
In the role of a leader, the manager motivates,
encourages, and builds enthusiasm among the employees.
Training subordinates to work under pressure, forms part of the
responsibilities of a manager.
3. Liaison:
Consists of relating to others outside the group or
organization. Serves as a link between people, groups or
organization. The negotiation of prices with the suppliers
regarding raw materials is an example for the role of liaison.

13. 2. Decisional Role
1. Entrepreneur:
Act as an initiator and designer and encourage changes
and innovation, identify new ideas, delegate idea and
responsibility to others.
2. Disturbance handler:
Take corrective action during disputes or crises; resolves
conflicts among subordinates; adapt to environmental crisis.
3. Resource allocator:
Decides distribution of resources among various
individuals and groups in the organization.
4. Negotiator:
Negotiates with subordinates, groups or organizations-
both internal and external. Represents department during
negotiation of union contracts, sales, purchases, budgets;
represent departmental interests

14. 3. Informational role
1. Monitor:
Emerges as nerve center of internal and external
information about Information.
2. Disseminator:
Transmits information received from other employees
to members of the organization.
3. Spokesperson:
Transmits information to the people who are external
to the organization, i.e., government, media etc. For instance, a
manager addresses a press conference announcing a new
product launch or other major deal.

15. Managerial skills
A skill is incident to an individual. Some
of the skills are innate (or natural) while
still some are acquired through training.
The managerial skill is required to be
developed through training which
enables a manager to perform the
managerial roles efficiently and
effectively.
Such managerial skill enhances the
competence of a manager as it enables
him to translate his knowledge for the

16. For an efficient and effective managerial
performance a manager should generally possess
following three types of the skills:
1. Conceptual skill
2. Technical skill
3. Human skill

17. 1. Conceptual skill
 A manager is supposed to be a strategist rather
than a person with a short sighted and selfish
considerations.
 The mental capacity to develop plans, strategies
and vision
 Though his position is at middle or lower level, he
has to put himself as a person sitting at corporate
level.
 Such philosophy encourages co-ordinations and
co- operation among organizational members. It
also indicates a concern for the company and the
people.

18. 2. Technical skill
 Technical skills refer to the ability of to carry out a
specific a person activity.
 In order to do so, one needs to have knowledge of
methods, processes and procedures. Engineers,
specialists, accountants computer and employees
in manufacturing, departments all have the
necessary technical skills for their specialized
fields.
 Technical skills are essential for first-level
managers.
 The technical skill development is a continuous
process.

19. 3. Human skill
 Human skill gives touch to the human aspect of
human handling.
 As compared to the non-human resources like
machines and materials. human resources are
living and emotional resources.
 As managers are getting the things done through
other people, the human skill is a key variable in
the organizational success.
 Every manager should follow the employee centred
rather than production centred management.