The document covers various aspects of the management process, including planning, organizing, staffing, directing, and controlling. It discusses the evolution of management theories such as classical, neo-classical, and modern approaches, emphasizing the roles and skills of managers at different organizational levels. Additionally, it outlines decision-making techniques, problem-solving processes, and group decision-making stages.

1. Management Process
 Unit-1 : Introduction
 Unit-2 : Planning
 Unit-3 : Organising
 Unit-4 : Staffing and Directing
 Unit-5 : Supervising Control and MBO

2. Unit-1 : Intorduction
 Evolution of management Thoughts
 Managerial Process and Functions
 Skills in an Organization
 Roles in an Organization
 Decision making and problem solving
 Group decision making

3. Evaluation of Management Thought
Evaluation of
Management
Thought
Classical
Theory
Neo-
Classical
Theory
Modern
Management
Theory

4. ClassicalTheory Bureaucratic Approach
Max Weber ( 1864-1920)
Concept of Authority Structures
and its inter-relationship
Administrative Approach
Henry Fayol’s 5 Functions:
Planning, Organizing,
Commanding, Co-ordinating
and Controlling
Division of Work and Authority
and Responsibility
Scientific Approach
Fredrick Winslow Taylor (1856-
1915)
To know exactly what we want
men to do and see that they do
it in the best and cheapest way

5. Neo-ClassicalTheory
Behavioural Theory
Views Organization from
Individual Point of View
Emphasizes Individual
attitudes and Behavior
and Group Process
Socio-Technical Systems
Approach
Positive effect on Social
system , Personal attitudes
& group behavior
Focus on production,
office operations and
other areas
Co-operative Approach
Concerned with both
Interpersonal and
intraperonal
Group Behavior Approach
Individual attitudes and
behavior and group
processes
Inter-presonal Behavior
Approach
Based on individual
psychology
Human Relation
Approach
Managers deal more
effectively with human
side of an organization
Social System Approach
Relationships exists
between external and
internal environment

6. ModernApproach
Quantitative /Mathematical
Approach
Offers systematic and scientific
analysis and solutions to problems
Involves knowledge and skills of
statistics, engineering, electronics,
accounting etc.
Systems Approach
Organization is a dynamic system,
responsive, sensitive and vulnerable
to environmental changes
Contingency Approach
It depends upon situations and
circumstances
It requires knowledge of situational
variables and external factors
Decision Theory Approach
Specify objectives, developing
alternatives, analyzing and
comparing, select best, implement,
monitor, desired results achieved
Re-Engineering Approach
Focusing big change, improvements
in cost, quality, service and speed

7. Managerial Process
Planning
Organizing
StaffingDirecting
Controlling
Functions Of
Management

8. Skills In Organization
Top
level
Middle
Level
Lower Level
Conceptual Skills
Human
Skills
Technical
Skills

9. Roles In Organization
Roles
Interpersonal Skills
Figure Head,
Leader
Informational Skills
Monitor
Disseminator
Spokesperson
Decisional Skills
Entrepreneur
Disturbance handler
Resource Allocator

10. Interpersonal Category
 The managerial roles in this category
involve providing information and ideas.
 Figurehead – As a manager, you have social, ceremonial and
legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority,
and as a figurehead.
 Leader – This is where you provide leadership for your team,
your department or perhaps your entire organization; and it's
where you manage the performance and responsibilities of
everyone in the group.
 Liaison – Managers must communicate with internal and
external contacts. You need to be able to network effectively
on behalf of your organization.

11. Informational Category
 The managerial roles in this category
involve processing information.
 Monitor – In this role, you regularly seek out information
related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.
 Disseminator – This is where you communicate potentially
useful information to your colleagues and your team.
 Spokesperson – Managers represent and speak for their
organization. In this role you're responsible for transmitting
information about your organization and its goals to the
people outside it.

12. Decisional Category
 The managerial roles in this category involve using information.
 Entrepreneur – As a manager, you create and control change
within the organization. This means solving problems, generating
new ideas, and implementing them.
 Disturbance Handler – When an organization or team hits an
unexpected roadblock, it's the manager who must take charge. You
also need to help mediate disputes within it.
 Resource Allocator – You'll also need to determine where
organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational
resources.
 Negotiator – You may be needed to take part in, and direct,
important negotiations within your team, department, or
organization.

13. Decision making and problem solving
 Problem: A situation that exists when objectives are
not being met
 Problem Solving : The process of taking corrective
action to meet objectives
 Decision making : The process of selecting an
alternative course of action that will solve a problem

14. Steps in problem solving and decision making
process
Steps
Identify the problem
Gather Information
Develop course of
action
Analyze and compare
course of action
Make a decision
Make a plan
Implement the plan

15. Group Decision Making
 The decision making process
 Three stages model of group decision making
 Orientation stage
 Discussion stage
 Decision making stage