The document provides an overview of management as a concept. It discusses Pooja, a restaurant manager who oversees 100 employees. It then defines management according to various scholars and outlines its key concepts and functions. Management exists at multiple levels in organizations including top, middle, and lower levels. Effective management is important for achieving goals, utilizing resources efficiently, adapting to change, and ensuring smooth and profitable business operations through innovation.
This document provides an overview of the nature and significance of management. It defines management as a process of getting things done effectively and efficiently to achieve organizational goals. Key points include:
- Management involves planning, organizing, staffing, directing and controlling work through others. It aims to complete tasks and goals effectively while using resources efficiently.
- Management is required in all types of organizations to coordinate individual efforts and achieve common objectives. It is concerned with managing work, people and operations.
- Management is a continuous process that involves performing functions simultaneously. It must adapt to changing environments to ensure organizational success.
Management involves planning, organizing, directing, coordinating, and controlling the work of group members to achieve organizational goals. It is defined as the process of forecasting, planning, organizing, commanding, coordinating, and controlling organizational resources to determine and accomplish objectives. Management occurs at three levels - top level focuses on intellectual skills, middle level on human skills, and first level on technical skills. It has the key functions of planning, organizing, directing, coordinating, and controlling. Management principles include division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests.
Management can be viewed as an art, science, or profession. As an art, management relies on theoretical knowledge and creativity in personalized application. As a science, management is based on systematic experimentation and principles with universal validity. As a profession, management involves a well-defined body of knowledge, restricted entry requirements, ethical standards, and service to others. Management consists of three levels - top, middle, and lower. The top level integrates activities, the middle level ensures policies and resources, and the lower level implements policies. The main functions of management are planning, organizing, staffing, directing, and controlling.
This document discusses the nature and significance of management. It defines management as the process of getting things done through others to achieve organizational goals effectively and efficiently. Management is characterized as being goal-oriented, all-pervasive, multi-dimensional, continuous, a group activity, dynamic, and intangible. The key functions of management are planning, organizing, staffing, directing, and controlling. Coordination is described as the essence of management, which involves synchronizing activities across departments to ensure planned objectives are met with minimum conflict. Management is explained as both an art and a science, applying theoretical principles while requiring creativity in implementation.
Management involves achieving goals efficiently and effectively through people. It includes planning, organizing, directing, coordinating, and controlling organizational resources. The key functions of management are planning, organizing, staffing, directing, and controlling. Planning involves setting goals and determining how to achieve them. Organizing involves coordinating resources and activities. Staffing involves selecting and developing personnel. Directing includes motivating and leading people. Controlling monitors performance to ensure goals are met. Management operates at different levels, with top managers setting strategy and lower managers overseeing operations. Financial, marketing, production, and human resource management are important scopes of management.
Management is the basic need for every industry, but is more for the "tourism" sector as is a service industry where every work is done by the people for the people.
Tourism is a labor incentive industry, in which each and every activity is performed by the humans, hence, requires a more management skills than any other industry.
Management is a universal process that involves planning, organizing, motivating and controlling resources to achieve organizational goals effectively and efficiently. It can be viewed as both an art and a science, applying principles and creativity. Management functions across all organizations, including businesses and non-profits. Effective management establishes an environment where people can work towards common objectives while also pursuing personal goals like growth, recognition and good working conditions. Coordination is essential across the management functions of planning, organizing, staffing, directing and controlling.
This document provides an overview of management, including its definition, nature, objectives, importance, and levels. Management is defined as the process of planning, organizing, staffing, directing and controlling human efforts to achieve goals. It is a group activity that is goal-oriented, universal, and needed at all levels of an organization. The objectives of management include organizational objectives, social objectives, and individual objectives. Management is important as it allows for proper utilization of resources, growth, quality, risk minimization, innovation, and profits. Management occurs at three levels: top, middle, and low.
This document provides an overview of the nature and significance of management. It defines management as a process of getting things done effectively and efficiently to achieve organizational goals. Key points include:
- Management involves planning, organizing, staffing, directing and controlling work through others. It aims to complete tasks and goals effectively while using resources efficiently.
- Management is required in all types of organizations to coordinate individual efforts and achieve common objectives. It is concerned with managing work, people and operations.
- Management is a continuous process that involves performing functions simultaneously. It must adapt to changing environments to ensure organizational success.
Management involves planning, organizing, directing, coordinating, and controlling the work of group members to achieve organizational goals. It is defined as the process of forecasting, planning, organizing, commanding, coordinating, and controlling organizational resources to determine and accomplish objectives. Management occurs at three levels - top level focuses on intellectual skills, middle level on human skills, and first level on technical skills. It has the key functions of planning, organizing, directing, coordinating, and controlling. Management principles include division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests.
Management can be viewed as an art, science, or profession. As an art, management relies on theoretical knowledge and creativity in personalized application. As a science, management is based on systematic experimentation and principles with universal validity. As a profession, management involves a well-defined body of knowledge, restricted entry requirements, ethical standards, and service to others. Management consists of three levels - top, middle, and lower. The top level integrates activities, the middle level ensures policies and resources, and the lower level implements policies. The main functions of management are planning, organizing, staffing, directing, and controlling.
This document discusses the nature and significance of management. It defines management as the process of getting things done through others to achieve organizational goals effectively and efficiently. Management is characterized as being goal-oriented, all-pervasive, multi-dimensional, continuous, a group activity, dynamic, and intangible. The key functions of management are planning, organizing, staffing, directing, and controlling. Coordination is described as the essence of management, which involves synchronizing activities across departments to ensure planned objectives are met with minimum conflict. Management is explained as both an art and a science, applying theoretical principles while requiring creativity in implementation.
Management involves achieving goals efficiently and effectively through people. It includes planning, organizing, directing, coordinating, and controlling organizational resources. The key functions of management are planning, organizing, staffing, directing, and controlling. Planning involves setting goals and determining how to achieve them. Organizing involves coordinating resources and activities. Staffing involves selecting and developing personnel. Directing includes motivating and leading people. Controlling monitors performance to ensure goals are met. Management operates at different levels, with top managers setting strategy and lower managers overseeing operations. Financial, marketing, production, and human resource management are important scopes of management.
Management is the basic need for every industry, but is more for the "tourism" sector as is a service industry where every work is done by the people for the people.
Tourism is a labor incentive industry, in which each and every activity is performed by the humans, hence, requires a more management skills than any other industry.
Management is a universal process that involves planning, organizing, motivating and controlling resources to achieve organizational goals effectively and efficiently. It can be viewed as both an art and a science, applying principles and creativity. Management functions across all organizations, including businesses and non-profits. Effective management establishes an environment where people can work towards common objectives while also pursuing personal goals like growth, recognition and good working conditions. Coordination is essential across the management functions of planning, organizing, staffing, directing and controlling.
This document provides an overview of management, including its definition, nature, objectives, importance, and levels. Management is defined as the process of planning, organizing, staffing, directing and controlling human efforts to achieve goals. It is a group activity that is goal-oriented, universal, and needed at all levels of an organization. The objectives of management include organizational objectives, social objectives, and individual objectives. Management is important as it allows for proper utilization of resources, growth, quality, risk minimization, innovation, and profits. Management occurs at three levels: top, middle, and low.
Presentation on Chapter 1 ( Nature and Significance of Management ) of Class 12 Business Studies.
Contents: Concept and Importance of Management, Nature of Management as Art, Science and Profession, Levels and Functions of Management, Concept and Importance of Coordination.
This document discusses key concepts and principles of management. It defines management as the creation of an internal environment where individuals can efficiently work together towards group goals. Management may also be defined as applying principles to control people and resources in an enterprise. Some important reasons for understanding management concepts are to increase efficiency, develop management as a science, enable research, and achieve social objectives. The document also distinguishes administration, management, and organization and outlines various principles of management like policy making, balance, incentives, and leadership.
The document discusses effective management and the roles and responsibilities of managers. It explains that management requires coordinating limited resources to achieve goals while balancing various demands. The four main roles of managers are planning, organizing, controlling, and leading. Planning involves setting strategic, tactical, and operational goals. Organizing is allocating resources and delegating tasks. Controlling monitors performance and makes adjustments. Leading motivates employees through communication, delegation, and other skills. Different management styles are chosen based on situational factors like the task, team skills, and constraints.
This document discusses the key functions of management. It outlines managerial functions like planning, organizing, staffing, directing and controlling. It also discusses operational functions like production, marketing, purchasing and financing. For each function, it provides definitions from management experts and discusses steps, importance, advantages, limitations and features. The functions of management are classified into managerial and operational categories to effectively coordinate organizational activities.
Concept nature and principles of managementAyaz Akhtar
The document discusses the concept, nature, and principles of management. It defines management as the process of achieving organizational goals through planning, organizing, staffing, leading, and controlling resources. Some key principles discussed include: specialization of labor, unity of command, discipline, and maximizing efficiency. The document also contrasts management with administration and explains management as both an art and a science.
The document discusses the nature and principles of management. It provides definitions and characteristics of management. Management is described as both an art and a science that involves planning, organizing, staffing, directing and controlling organizational resources and activities to achieve objectives. The document also outlines the functions of management, importance of management, and differences between administration and management.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
Management involves planning, organizing, staffing, directing and controlling. Planning involves setting objectives and determining actions to achieve goals. Organizing establishes the structure and allocation of resources. Staffing involves selecting, training and developing personnel. Directing includes guiding, motivating and leading people.
Management involves coordinating the efforts of people and resources to accomplish organizational goals. It is the process of directing a group towards common objectives. Key features include utilizing available resources efficiently, requiring a minimum of two people to form management, and focusing on directing, inspiring, and coordinating group actions.
This document provides an overview of management topics including:
- The key resources that managers oversee: financial, physical, information, and human
- Traditional vs contemporary management approaches
- The importance of management for businesses and society
- Core management roles like planning, organizing, leading, and controlling
- Managers' responsibilities to stakeholders regarding issues like social justice, sustainability, compliance with law, and codes of practice.
Management involves getting work done through formally organized groups. It is a continuous process that aims to achieve maximum results from activities by coordinating ideas from a multidisciplinary team. As an intangible process, management success is measured by its results and requires establishing principles, making situational plans and decisions, and directing subordinates to complete tasks as a group activity that is present in many aspects of life beyond just business.
The document provides an overview of key concepts in human resource management including the definition of human resources and human resource management, the functions of HRM including managerial and operative functions, and processes involved in HRM like human resource planning, recruitment, selection, and training and development. It also discusses concepts like job analysis, job description, job specification and sources of recruitment along with factors affecting recruitment and selection.
1. The document discusses the concepts of management including its nature, characteristics, importance, and managerial functions of planning, organizing, staffing, directing, controlling, and coordination.
2. It describes the managerial functions in more detail including the steps involved in each function like determining objectives in planning and dividing activities in organizing.
3. Various levels of management are explained including top, middle, and lower levels with their specific roles and responsibilities in the organization.
This document provides an outline for a class on business management. It discusses why management is important, defines what managers do including their roles and functions, defines what organizations are and their characteristics, and discusses challenges facing managers such as ethics, diversity, globalization, e-business, customers, innovation, and knowledge management. It also defines entrepreneurship and notes that employees either manage or are managed.
Management can be viewed from three perspectives - as a noun, process, and discipline. As a noun, management refers to persons in supervisory roles who are responsible for getting work done through others. As a process, management involves planning, organizing, staffing, directing, and controlling. As a discipline, management is the study of principles and practices related to effectively achieving organizational goals. Management aims to optimize resources, minimize risks and costs, improve performance, and plan for the future growth and development of a business.
Fundamental of Management presentation made by Hassan Shahbaz www.facebook.co...Syed Shahbaz
This presentation provides an overview of management concepts including:
- The four basic functions of management are planning, organizing, leading, and controlling.
- Managers exist at multiple levels and areas of an organization including top, middle, and first-line managers as well as functional areas.
- Management involves both the science of logical problem-solving and the art of human relations skills.
- Classical, behavioral, and quantitative perspectives provide frameworks for understanding management theory and practice.
Management refers to a series of inter-related functions to achieve organizational objectives through effective utilization of resources. The primary functions of management are planning, organizing, staffing, directing, and controlling. Planning involves decision making and preparing plans, policies, and procedures. Organizing is dividing work and assigning authority and responsibility. Staffing is deploying the workforce. Directing includes instructing, motivating, and leading subordinates. Controlling compares actual performance to standards and takes corrective actions.
The document discusses definitions of management and administration from various authors and compares the key differences between the two. It also outlines the characteristics, functions, principles, theories and concepts of management as proposed by thinkers like Fayol, Taylor, Weber and others. The classical, neo-classical, behavioral and modern schools of management thought are briefly introduced.
Administration is the implementation of plans, policies and decisions. Management is the process of planning, organizing, leading and controlling organizational resources to achieve goals. While administration and management overlap in some areas, administration focuses more on compliance and operations while management focuses more on strategy and leading people.
Principles of Management - POM - MBA .pptVivek Birla
This document provides an overview of principles of management. It defines management as coordinating and integrating resources to achieve goals, and lists its functions as planning, organizing, leading, and controlling. Management is described as both an art and a science. The objectives of management are proper utilization of resources, improving performance, mobilizing talent, and planning for the future. The principles of management are universal, flexible guidelines developed from practice. They help managers make effective decisions and adapt to changing environments while fulfilling social responsibilities.
This document discusses various aspects of management including definitions, functions, objectives, and scope. Management is defined as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling. Objectives of management include optimizing resources, increasing efficiency, maximizing profits, promoting personal development, maintaining quality, reducing risk, and identifying talent. The scope of management encompasses financial management, marketing management, human resource management, production management, and office management.
This document provides an introduction to management principles and practices. It defines management as the process of coordinating individual efforts to achieve organizational goals. The document outlines the key functions of management including planning, organizing, staffing, directing, and controlling. It also describes the different levels of management from top to middle to lower levels. Finally, the document discusses the meaning, definitions, and responsibilities of management.
Presentation on Chapter 1 ( Nature and Significance of Management ) of Class 12 Business Studies.
Contents: Concept and Importance of Management, Nature of Management as Art, Science and Profession, Levels and Functions of Management, Concept and Importance of Coordination.
This document discusses key concepts and principles of management. It defines management as the creation of an internal environment where individuals can efficiently work together towards group goals. Management may also be defined as applying principles to control people and resources in an enterprise. Some important reasons for understanding management concepts are to increase efficiency, develop management as a science, enable research, and achieve social objectives. The document also distinguishes administration, management, and organization and outlines various principles of management like policy making, balance, incentives, and leadership.
The document discusses effective management and the roles and responsibilities of managers. It explains that management requires coordinating limited resources to achieve goals while balancing various demands. The four main roles of managers are planning, organizing, controlling, and leading. Planning involves setting strategic, tactical, and operational goals. Organizing is allocating resources and delegating tasks. Controlling monitors performance and makes adjustments. Leading motivates employees through communication, delegation, and other skills. Different management styles are chosen based on situational factors like the task, team skills, and constraints.
This document discusses the key functions of management. It outlines managerial functions like planning, organizing, staffing, directing and controlling. It also discusses operational functions like production, marketing, purchasing and financing. For each function, it provides definitions from management experts and discusses steps, importance, advantages, limitations and features. The functions of management are classified into managerial and operational categories to effectively coordinate organizational activities.
Concept nature and principles of managementAyaz Akhtar
The document discusses the concept, nature, and principles of management. It defines management as the process of achieving organizational goals through planning, organizing, staffing, leading, and controlling resources. Some key principles discussed include: specialization of labor, unity of command, discipline, and maximizing efficiency. The document also contrasts management with administration and explains management as both an art and a science.
The document discusses the nature and principles of management. It provides definitions and characteristics of management. Management is described as both an art and a science that involves planning, organizing, staffing, directing and controlling organizational resources and activities to achieve objectives. The document also outlines the functions of management, importance of management, and differences between administration and management.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
Management involves planning, organizing, staffing, directing and controlling. Planning involves setting objectives and determining actions to achieve goals. Organizing establishes the structure and allocation of resources. Staffing involves selecting, training and developing personnel. Directing includes guiding, motivating and leading people.
Management involves coordinating the efforts of people and resources to accomplish organizational goals. It is the process of directing a group towards common objectives. Key features include utilizing available resources efficiently, requiring a minimum of two people to form management, and focusing on directing, inspiring, and coordinating group actions.
This document provides an overview of management topics including:
- The key resources that managers oversee: financial, physical, information, and human
- Traditional vs contemporary management approaches
- The importance of management for businesses and society
- Core management roles like planning, organizing, leading, and controlling
- Managers' responsibilities to stakeholders regarding issues like social justice, sustainability, compliance with law, and codes of practice.
Management involves getting work done through formally organized groups. It is a continuous process that aims to achieve maximum results from activities by coordinating ideas from a multidisciplinary team. As an intangible process, management success is measured by its results and requires establishing principles, making situational plans and decisions, and directing subordinates to complete tasks as a group activity that is present in many aspects of life beyond just business.
The document provides an overview of key concepts in human resource management including the definition of human resources and human resource management, the functions of HRM including managerial and operative functions, and processes involved in HRM like human resource planning, recruitment, selection, and training and development. It also discusses concepts like job analysis, job description, job specification and sources of recruitment along with factors affecting recruitment and selection.
1. The document discusses the concepts of management including its nature, characteristics, importance, and managerial functions of planning, organizing, staffing, directing, controlling, and coordination.
2. It describes the managerial functions in more detail including the steps involved in each function like determining objectives in planning and dividing activities in organizing.
3. Various levels of management are explained including top, middle, and lower levels with their specific roles and responsibilities in the organization.
This document provides an outline for a class on business management. It discusses why management is important, defines what managers do including their roles and functions, defines what organizations are and their characteristics, and discusses challenges facing managers such as ethics, diversity, globalization, e-business, customers, innovation, and knowledge management. It also defines entrepreneurship and notes that employees either manage or are managed.
Management can be viewed from three perspectives - as a noun, process, and discipline. As a noun, management refers to persons in supervisory roles who are responsible for getting work done through others. As a process, management involves planning, organizing, staffing, directing, and controlling. As a discipline, management is the study of principles and practices related to effectively achieving organizational goals. Management aims to optimize resources, minimize risks and costs, improve performance, and plan for the future growth and development of a business.
Fundamental of Management presentation made by Hassan Shahbaz www.facebook.co...Syed Shahbaz
This presentation provides an overview of management concepts including:
- The four basic functions of management are planning, organizing, leading, and controlling.
- Managers exist at multiple levels and areas of an organization including top, middle, and first-line managers as well as functional areas.
- Management involves both the science of logical problem-solving and the art of human relations skills.
- Classical, behavioral, and quantitative perspectives provide frameworks for understanding management theory and practice.
Management refers to a series of inter-related functions to achieve organizational objectives through effective utilization of resources. The primary functions of management are planning, organizing, staffing, directing, and controlling. Planning involves decision making and preparing plans, policies, and procedures. Organizing is dividing work and assigning authority and responsibility. Staffing is deploying the workforce. Directing includes instructing, motivating, and leading subordinates. Controlling compares actual performance to standards and takes corrective actions.
The document discusses definitions of management and administration from various authors and compares the key differences between the two. It also outlines the characteristics, functions, principles, theories and concepts of management as proposed by thinkers like Fayol, Taylor, Weber and others. The classical, neo-classical, behavioral and modern schools of management thought are briefly introduced.
Administration is the implementation of plans, policies and decisions. Management is the process of planning, organizing, leading and controlling organizational resources to achieve goals. While administration and management overlap in some areas, administration focuses more on compliance and operations while management focuses more on strategy and leading people.
Principles of Management - POM - MBA .pptVivek Birla
This document provides an overview of principles of management. It defines management as coordinating and integrating resources to achieve goals, and lists its functions as planning, organizing, leading, and controlling. Management is described as both an art and a science. The objectives of management are proper utilization of resources, improving performance, mobilizing talent, and planning for the future. The principles of management are universal, flexible guidelines developed from practice. They help managers make effective decisions and adapt to changing environments while fulfilling social responsibilities.
This document discusses various aspects of management including definitions, functions, objectives, and scope. Management is defined as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling. Objectives of management include optimizing resources, increasing efficiency, maximizing profits, promoting personal development, maintaining quality, reducing risk, and identifying talent. The scope of management encompasses financial management, marketing management, human resource management, production management, and office management.
This document provides an introduction to management principles and practices. It defines management as the process of coordinating individual efforts to achieve organizational goals. The document outlines the key functions of management including planning, organizing, staffing, directing, and controlling. It also describes the different levels of management from top to middle to lower levels. Finally, the document discusses the meaning, definitions, and responsibilities of management.
Management involves coordinating resources to achieve organizational goals. It includes functions like planning, organizing, staffing, directing, coordinating, controlling and budgeting. Key concepts in management are leadership, decision-making and increasing productivity. Management principles aim to effectively divide work, establish authority and responsibility, maintain discipline, and ensure unity of command. Management is a universal process that is important for goal achievement, optimal resource use, cost minimization, survival, growth and national development.
The document discusses the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It provides definitions and explanations of each function. It also uses Toyota Motor Company as a case study example to illustrate how the company effectively implements these management functions, such as through strategic planning, lean manufacturing techniques, and closely monitoring operations.
Planning, organizing, staffing, directing, coordinating, and controlling are the six main management functions. Planning involves determining objectives and courses of action. Organizing is establishing structure and assigning responsibilities. Staffing involves recruiting and selecting personnel. Directing includes motivating and supervising employees. Coordinating ensures unity of effort. Controlling measures performance against standards and takes corrective action.
Ch1_Introduction to Management and Organization.pptxKimT35
This document provides an introduction to management and organization. It defines management as coordinating and overseeing the work of others. The four main functions of management are planning, organizing, leading, and controlling (POLC framework). Effective management requires technical skills to perform tasks, human skills to motivate people, and conceptual skills to envision the organization holistically. Studying management is important because it is essential to running organizations efficiently and achieving goals. Without proper management, organizations could become chaotic and unproductive. The document also discusses the different levels and functional areas of management in organizations.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
Management involves leading an organization toward its goals through planning, organizing, and controlling resources. Managers fulfill many roles like leader, problem solver, and planner. Management is the process of achieving organizational goals effectively and efficiently. It involves tasks like planning, organizing, staffing, directing, and controlling organizational resources which include people, money, machines, and materials. Management is important because it allows organizations to accomplish goals, utilize resources optimally, minimize costs, ensure survival and growth, generate employment, and contribute to national development.
This document provides an overview of basic management concepts and industrial organization. It discusses the definitions, functions, and levels of management. The five main functions of management are planning, organizing, staffing, leading, and controlling. Planning involves determining goals and methods for achieving them. Organizing is building an organizational structure to execute plans. Staffing involves selecting and developing personnel. Leading involves motivating employees to achieve goals. Controlling monitors performance to ensure goals are met. Management occurs at three levels - top management sets policies, middle management executes plans, and lower management oversees operations. An organizational structure determines how authority and communication flow within a company.
The document discusses various aspects of project management including:
- Project management involves using skills, tools, and techniques to deliver value through projects like software development, construction, or relief efforts.
- An important part of project management is creating a formal project management plan that defines how the project will be executed, monitored, and controlled.
- Project management is important as it provides leadership, direction, and purpose to projects and allows team members to do their best work. Without proper management, projects can lack focus and coordination.
- The document then goes on to discuss various functions, levels, roles, and skills involved in effective project management.
This document discusses key concepts in management including definitions, nature, scope, and functions. It defines management as a process of getting work done through others to achieve organizational goals effectively and efficiently. The nature of management is described as a universal process, a factor of production, goal-oriented, and a system of authority. The scope of management covers the tasks, roles, functional areas, and its application in non-business sectors. Management functions include basic functions like planning, organizing, and controlling as well as dynamic functions such as decision-making, innovation, and administration.
The document discusses the key concepts and functions of management. It describes management as getting work done through people organized in groups. It also outlines the three levels of management - top, middle, and lower. The key functions of management are then defined, including planning, organizing, staffing, directing, coordinating, reporting, and budgeting. These functions help ensure effective allocation of resources and coordination across organizational divisions to achieve goals.
This document provides an overview of management principles and functions. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The key management functions are identified as planning, organizing, staffing, leading, and controlling. Planning involves setting objectives and strategies. Organizing is dividing work into tasks. Staffing involves recruiting and selecting employees. Leading includes motivating and supervising people. Controlling checks performance against plans. There are three levels of management: top management sets goals, middle management implements plans, and first-line managers directly supervise employees. The roles of managers at each level are also outlined.
Management can be defined as the process of planning, organizing, staffing, leading and controlling organizational resources to achieve organizational goals in an efficient and effective manner. It involves coordinating the efforts of people and using available resources to achieve desired goals. Management occurs at three levels in organizations - top level, middle level, and lower level. The key functions of management include planning, organizing, staffing, directing and controlling. Management is both a science and an art as it involves both a systematic body of knowledge as well as practical application of skills. Organizations must understand and adapt to various internal and external environmental factors that influence their operations.
Unit -I Introduction to Nursing Management M.sc II Year.pptxanjalatchi
This document provides an introduction to nursing management. It discusses the content, philosophy, purpose, elements, principles and scope of administration. It defines key terms like administration, management, and health administration. The principles of management discussed include division of labor, authority and responsibility, discipline, unity of command, and others. The scope of administration covers political, legislative, financial, defensive, educational and other functions. The objectives and principles of health administration are also outlined.
A manager is responsible for planning, directing work, monitoring work, and taking corrective action. They play interpersonal, informational, decisional, and figurehead roles. The key functions of a manager include planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and future actions. Organizing arranges resources to achieve objectives. Staffing involves recruiting, selecting, training, and compensating employees. Directing includes guiding, supervising, leading, motivating, and communicating with subordinates. Controlling ensures activities are on track to meet goals by setting standards, measuring performance, and taking corrective action. Managers are responsible for accomplishing objectives, maintaining staff, ensuring a safe work environment, developing growth
The document discusses the key management functions of an entrepreneur. It identifies nine main management functions: planning, organizing, staffing, directing/leading, controlling, coordination, reporting, budgeting. For each function, it provides details on the processes involved and their importance for organizational success. The document emphasizes that understanding and properly executing these management functions is essential for entrepreneurs to effectively manage their business and achieve their goals.
The document summarizes key aspects of India's annual Union Budget process. It explains that an interim budget is presented near elections when a full budget is not practical. An interim budget includes expenditures for the remaining months of the current government's term. It also notes regulations that prevent major new policy proposals in an interim budget that could unfairly influence voters. The document provides example statements that could be included in a budget, such as projected GDP growth, planned infrastructure spending, tax collection figures, and social program targets. It concludes by saying there will be no tax changes and small outstanding tax demands will be withdrawn.
The document summarizes the challenging business environment faced by airline managers. It notes that since 2001, the airline industry has been characterized by volatile demand and intense competition from low-cost carriers. Consumers select carriers based on lowest price, putting downward pressure on pricing. Additionally, airline costs are closely tied to unpredictable fuel prices. Labor unions also drive up costs. As a result of these conditions, many major airlines struggled financially between 2001 and 2004.
The document discusses various aspects of planning including:
- Planning is the process of deciding in advance what is to be done, who is to do it, how it is to be done and when it is to be done. It involves determining objectives, developing programs/actions, assigning responsibilities.
- The key steps in planning are: establishing goals, planning premises, defining key areas, finding alternative courses of action, evaluating/selecting a course, developing derivative plans, and measuring/controlling progress.
- There are different types of plans like strategic plans, operational plans, long-term/short-term plans, directional/specific plans, single-use/standing plans based on their time frame and
The document outlines the key functions and skills of a manager. It discusses the main functions managers perform, including planning, organizing, staffing, directing, and controlling. It also describes important skills managers require such as technical competence, self-awareness, interpersonal skills, emotional understanding, thinking skills, and political skills. Managers need a diverse set of abilities to effectively lead people and handle complex managerial responsibilities.
- Management has evolved since ancient civilizations, as seen in large construction projects like the Egyptian pyramids that required organizing thousands of workers.
- Scientific management emerged during the industrial revolution to address low productivity, worker dissatisfaction, and labor unrest. It aimed to apply scientific principles to management.
- Frederick Taylor is considered the father of scientific management. He emphasized applying scientific methods to solve management problems rather than relying on trial and error. This included principles like job specialization, scientific worker selection and training, harmony between managers and workers, and maximizing output.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
2. A Manager’s Dilemma
12.7 million. That’s the total number of people employed in the
restaurant industry. Those employees hold jobs ranging from
greeting and serving customers to cooking for and cleaning up
after customers. There’s a lot of action taking place in a
restaurant—sometimes calm and sometimes frenetic—as
employees work together to provide customers what they want.
And overseeing those employees is someone who must ensure
that everything runs smoothly That someone is a manager. Pooja
is one such manager. As the general manager of a popular and
very busy restaurant in Taj, New Delhi, she oversees 100
employees. Working long hours, Pooja is expected to lead her
team and uphold the company’s high standards so employees
can do their assigned work efficiently and effectively. Like any
hard-working manager, Pooja is continually trying to find ways to
cut costs and make her restaurant run a little more smoothly. But
her most important challenge comes from looking for ways to
make her restaurant a better place to work. Put yourself in
Pooja’s place.
3. Introduction
• Every business unit has some objectives of its own.
• These objectives can be achieved with the
coordinated efforts of several personnel.
• The work of a number of persons are properly
coordinated to achieve the objectives through the
process of management.
4. • Management is the integrating force in all
organized activity.
• Whenever two or more people work together
to attain a common objective, they have to
coordinate their activities.
• They also have to organize and utilize their
resources in such a way as to optimize the
results.
• Scarce resources like men, machines, materials
and money have to be integrated in a
productive relationship, and utilized efficiently
towards the achievement of organisational
objectives.
5. DEFINITION OF MANAGEMENT
• Henry Fayol, "To mange is to forecast and plan,
to organize, to compound, to co-ordinate and
to control.“
• Harold Koontz says, "Management is the art of
getting things done through and within formally
organized group."
6. • Koontz and O'Donnel, "Management is the
creation and maintenance of an internal
environment in an enterprise where individuals,
working in groups, can perform efficiently and
effectively toward the attainment of group goals.
It is the art of getting the work done through and
with people in formally organized groups.“
• F.W. Taylor, “Management is the art of knowing
what you want to do and then seeing that it is
done in the best and cheapest way.”
7. Concepts of Management
Management as an Activity
Management as a Process
Management as an Economic Resource
Management as a Team
Management as an Academic Discipline
8. (i) Management as an Activity
• Management is an activity just like playing,
studying, teaching etc. As an activity
management has been defined as the art of
getting things done through the efforts of other
people. Management is a group activity wherein
managers do to achieve the objectives of the
group.
• The activities of management are:
Interpersonal activities
Decisional activities
Informative activities
9. (ii) Management as a Process
• Management is considered a process because
it involves a series of interrelated functions. It
consists of getting the objectives of an
organisation and taking steps to achieve
objectives. The management process includes
planning, organising, staffing, directing and
controlling functions.
10. • Management as a process has the following
implications:
• Social Process
• Integrated Process
• Continuous Process
• Interactive Process
11. (iii) Management as an economic
resource
• The economist's view of management is that it is
a factor of production just like entrepreneurship,
capital and labour.
• The managerial resource, to a large extent,
determines organisational effectiveness and
efficiency.
• Hence in a dynamic environment managerial
development is more important and its use must
be more intensive.
12. (iv) Management as a Team
• As a group of person, management consists of
all those who have the responsibility of
guiding and coordinating the efforts of other
persons.
• These persons are called as managers who
operate at different levels of authority (top,
middle, lower).
13. (v) Management as an Academic
Discipline
• Management has emerged as a specialised
branch of knowledge.
• It comprises principles and practices for
effective management of organisations.
• The theoretical foundations of management
have evolved on the basis of experience,
observation and scientific investigations.
14. Nature of Management
Universality Purposeful
Social
process
Coordinating
force
Intangible
Continuous
process
Composite
process
Creative
organ
15. 1. Universality
• common and essential element in all enterprises
• Managers perform more or less the same
functions irrespective of their position or nature
of the organisation.
• regardless of the size, nature and location of the
organisation
16. 2. Purposeful
• aimed at achieving organisational goals and
purposes
• success of management .is measured by the
extent to which the desired objectives are
attained
• directed towards effectiveness (i.e., attainment
of organisational goals), and efficiency (is., goal
attainment with economy of resource use).
17. 3. Social process
• essentially involves managing people organised
in work groups
• includes retaining, developing and motivating
people at work, as well as taking care of their
satisfaction as social beings
18. 4. Coordinating force
• coordinates the efforts of organisation members
through orderly arrangement of inter-related
activities so as to avoid duplication and
overlapping
19. 5. Intangible
• It is an unseen force.
• presence can be felt everywhere by the results
of its effort
20. 6. Continuous process
• on-going process
• The cycle of management continues to
operate so long as there is organised action
for the achievement of group goals.
21. 7. Composite process
• Management is a composite process made up
of individual ingredients
• whole process is integrative and performed in
a network fashion.
22. 8. Creative organ
• Provides creative ideas, new imaginations and
visions to group efforts
• It is not a passive force but a dynamic life giving
element in every organisation
24. 1. Production Management
• Production management implies planning,
organising, directing and controlling the
production function so as to produce the right
goods, in right quantity, at the right time and at
the right cost.
25. • It includes the following activities:
• (a) designing the product
• (b) location and layout of plant and building
• (c) planning and control of factory operations
• (d) operation of purchase and storage of
materials
• (e) repairs and maintenance
• (f) inventory cost and quality control
• (g) research and development etc.
26. (ii) Marketing Management
• Marketing management refers to the identification
of consumers needs and supplying them the goods
and services which can satisfy these wants.
• It involves the following activities:
• (a) marketing research to determine the needs and
expectation of consumers
• (b) planning and developing suitable products
• (c) setting appropriate prices
• (d) selecting the right channel of distribution, and
• (e) promotional activities like advertising and
salesmanship to communicate with the customers
27. (iii) Financial Management
• Financial management seeks to ensure the right
amount and type of funds to business at the right
time and at reasonable cost.
• It comprises the following activities:
• (a) estimating the volume of funds required for
both long-term and short-term needs of business
• (b) selecting the appropriate source of funds
• (c) raising the required funds at the right time
• d) ensuring proper utilisation and allocation of
raised funds
28. (iv) Personnel Management
• Personnel management involves planning, organising and
controlling the procurement, development, compensation,
maintenance and integration of human resources of an
organisation
• It consists of the following activities:
• (a) manpower planning
• (b) recruitments,
• (c) selection,
• (d) training
• (e) appraisal,
• (f) promotions and transfers,
• (g) compensation etc
29. LEVELS OF MANAGEMENT
• An enterprise may have different levels of
management.
• Levels of management refer to a line of
demarcation between various managerial
positions in an enterprise.
• We generally come across two broad levels of
management, viz. (i) administrative
management and (ii) operating management
30. • Administrative management is concerned with
"thinking" functions such as laying down
policy, planning and setting up of standards.
• Operative management is concerned with the
"doing" function such as implementation of
policies, and directing the operations to attain
the objectives of the enterprise.
31. • But in actual practice, it is difficult to draw any
clear cut demarcation between thinking
function and doing function.
• Because the basic/fundamental managerial
functions are performed by all managers
irrespective of their levels or, ranks.
32. • Considering the hierarchy of authority and
responsibility, one can identify three levels of
management namely:
• (i) Top management
• (ii) Middle management
• (iii) Lower level or operative management
33. Top management
• Top management is the ultimate source of
authority and it lays down goals, policies and
plans for the enterprise.
• It devotes more time on planning and
coordinating functions.
• It is accountable to the owners of the business of
the overall management.
• It is also described as the policy
• making group responsible for the overall
direction and success of all company activities.
34. • The important functions of top management
include :
• (a) To establish the objectives or goals of the
enterprise
• (b) To make policies and frame plans to attain the
objectives laid.
• (c) To set up an organizational frame work to
conduct the operations as per plans.
• (d) To assemble the resources of money, men,
materials, machines and methods to put the
plans into action.
• (e) To provide overall leadership to the
enterprise.
35. Middle Management
• The job of middle management is to
implement the policies and plans framed by
the top management.
• It serves as an essential link between the top
management and the lower level or operative
management.
• They are responsible to the top management
for the functioning of their departments.
36. • They devote more time on the organization and
motivation functions of management.
• The following are the main functions of middle
management :
• (a) To interpret the policies chalked out by top
management.
• (b) To prepare the organizational set up in their own
departments for fulfilling the objectives implied in
various business policies.
• (c) To recruit and select suitable operative and
supervisory staff.
• (d) To assign activities, duties and responsibilities for
timely implementation of the plans.
• (e) To compile all the instructions and issue them to
supervisor under their control.
37. • (g) To cooperate with the other departments for
ensuring a smooth functioning of the entire
organization.
• (h) To collect reports and information on
performance in their departments.
• (i) To report to top management
38. Lower management
• It is placed at the bottom of the hierarchy of
management, and actual operations are the
responsibility of this level of management.
• It consists of foreman, supervisors, sales
officers, accounts officers and so on.
• They are in direct touch with the rank and file
or workers.
• Their authority and responsibility is limited.
They pass on the instructions of the middle
management to workers
39. • They interpret and divide the plans of the
management into short-range operating
plans.
• They are also involved in the process of
decisions-making.
• They have to get the work done through the
workers.
• They allot various jobs to the workers,
evaluate their performance and report to the
middle level management.
40. • They are more concerned with direction and
control functions of management.
• They devote more time in the supervision of
the workers.
41. SIGNIFICANCE OF MANAGEMENT
Achievements
of group goals
Optimum
utilization of
resources
Minimisation of
cost
Change and
growth
Efficient and
smooth running
of business
Higher profits
Provide
innovation