Management in Practices for the Modern Society

Dr Naveen Kumar
School of Management
Kristu Jayanti College
Chapter - 1

Course Outcome
• Determine the roles and functions of a manager in an organization.

TOPIC
• Definition of Management , Objectives , Science or Art – Manager Vs
Entrepreneur - types of managers

What is Management?
• Management is the process of achieving Organizational goals by
engaging in four major functions Planning, Organizing, Leading /
Directing & Controlling by co-ordination of human, material,
technological & financial resources.
• Advertising, promotions, and marketing managers
• Construction managers
• Financial managers
• Food service managers
• Medical and health services managers
• Sales manager

Who are Managers?
• Manager is someone who coordinates & oversees the work of other people so that
organizational goals can be accomplished.
• Abhishek Mandal brings an experience of over 20+ years in consumer products and, more
recently, in real estate.
• Amit Sahni is an experienced vice president with a history of working in the machinery
industry, skilled in negotiation, business planning, operations management, sales, and
sales operations.
• A senior vice president and the global head of HR and other enabling functions at Cignex,
Ankita Singh has over 22 years of progressive experience in managing and leading
various aspects of HR and other people functions.
• Atul Barjatya has an MBA in marketing, and 29+ years of experience in M&A, corporate
strategy, P&L management, marketing management, sales management, sales force
effectiveness and training & development. He has experience across commercial
functions of primary care to super specialty TAs in pharmaceuticals and life science
business and relevant operations organisations.

Classification of Managers
• First/Front Line Managers
• Individuals who manage the work of Non-managerial employees.
• Middle managers
• Individuals who manage the work of First Line Managers.
• Top Managers
• Individuals who are responsible for making organization wide decisions & establishing plans
and goals that affect the entire organization.

Management Levels (3 Levels)
• Top Management Level
• Top managers is Responsible for entire Organization
• Very few in members (CEO, President, Executive Vice President, Executive director, Senior Vice
President)
• Observe the overall planning & control over the progress of organization
• Middle Management Level
• Managers (manager, chief, director, division head) execute strategies established by top
management
• Supervise & co-ordinate the activities of front-line managers
• Responsible for implementing overall organizational plans
• Front Line Management Level
• Managers (Foreman, Supervisor) oversee groups of people who produce the goods & services
• Important to the success of organization because they are involved in day-to-day operations.
• Leader, Motivator, Decision maker, Co-ordinator, Communicator & Trainer : Characteristics

What is Management? Managerial Concerns
• Efficiency
“Doing Things Right”
• Getting Most Outputs for least inputs
• Effectiveness
“Doing the right Things”
• Attaining Organizational goals

Why Management is Important?
• Global Competition
• Management is the Economic Growth of a Country
• Management is Important in Organized Effort – Correct way of doing work to Accomplish Group
Goals
• Management is Dynamic – Based on need & environment of Society, it decides suitable action
• Identifying & Developing new resources and ideas.
• To Direct & Control the functioning of Organization.

Definitions of Management
• E.F.L.Brech
“A social process entailing responsibility for the effective &
economical planning and regulation of the operations of an enterprise,
in fulfilment of a given purpose or task, such responsibility involving”
• Harold Koontz
“Management is an art of getting things done through and with
people in formally organized groups”

Definitions of Management
• Henry Fayol
“To Manage is to forecast, to plan, to organize, to co-ordinate and to
control”
• Peter Drucker
“Management is a multipurpose organ that manages a business and
manages manager, and manages worker and work”
• F.W.Taylor
“Management is knowing exactly what you want men to do, and then
seeing that they do it in the best and cheapest way.”

Nature of Management
• It is concerned with the deployment of material, human and financial
resources with the design of organizations, their structure &
specification of objectives and choose the criteria for evaluating
organizational efficiency.
• It monitors the performance & initiates remedial action when plans are
not achieved.

Characteristics of Management
Management is a
• Group Activity
• Dynamic Function
• Goal Oriented
• Multidisciplinary
• System of Authority
• Universal in Character
• Social Process

Features of Management
• Management
• Organizes activities
• has an Objective
• People Oriented
• Proper Utilization of Resources
• Decision Making Capability
• Required at all Levels

Objectives of Management
• To run the Enterprise Smoothly
• Profit Making Business
• Proper utilization of resources
• Improving Performance
• Mobilizing best Talent
• Planning for Future

Management Process
• 4 important functions : Planning, Organizing, Leading/Directing and
Controlling
• Management is the process of a “set of ongoing coordinated activities
that managers exercise to achieve the organizational goals”.

Management as an Art, Science & Profession
• Management as an Art
• Harold Koontz has defined Management “as the art of getting things
done through people”.
• Art is a in born Talent & refers to create skills & talents which people
require to perform certain activities.
• Management is an Art because of its features like
• Creative
• Individual Approach
• Application & Dedication
• Initiative
• Intelligence

Management as a Science
• F.W.Taylor (Father of Scientific Management) defined Management
as “Management has to be scientific”
• Management is a social science because it deals with human beings.
• Management is a science because of its features like
• Systematic Decision Making
• Situational Output
• Universal Management Process
• Universally accepted Management Principles

Management as a Profession
• Profession is an Occupation that is carried out by professional people.
• Profession involves application of expert knowledge to solve specific
problems to handle specific tasks.
• Criteria of Profession
• Systematic Knowledge
• Experimental Attitude
• Code of Ethics
• Service on Personal Basis
• Entrance into an association
• Requirement of License
• Does Management have all these features?
• Management fails to satisfy all the criteria of Profession.

Infosys
Management as an Art
Infosys is renowned for its artistic approach to management, focusing on creating innovative
software solutions and user-friendly interfaces.
Management as a Science
The company is also a strong advocate for data-driven decision-making and technological
advancements, investing heavily in research and development.
Management as a Profession
Infosys is also known for its commitment to professionalism and talent development, with a rigorous
recruitment and training process, the Infosys Training Center, and various initiatives to foster
leadership and professional growth.

Indian view on Management
• Zoho, a global software development company, is known for its innovative approach to product
development and management practices.
• Zoho operates with minimal hierarchy, allowing employees to take ownership of projects and
experiment with new ideas. This approach promotes a culture of innovation and creativity.
• M&M, a leading automobile manufacturer, is recognized for its innovative management practices
in the automotive sector.
• The company focuses on sustainability and rural development initiatives, such as the 'Rise for
Good' program, which aims to positively impact communities and the environment.

Indian view on Administration
• ICICI Bank is a leading private sector bank in India with robust administrative practices.
• These include advanced digital banking services, streamlined account management, and efficient
customer service operations.
• The bank's administration ensures smooth financial transactions for customers.
• The Aditya Birla Group's administrative practices encompass various sectors, including metals,
cement, textiles, and more.
• The group emphasizes efficient resource management, sustainable production, and a commitment
to corporate social responsibility in its administration.

Entrepreneurship
• An individual who, rather than working as an employee , runs a small
business & assumes all the risk & reward of a given business venture ,
idea or good service offered for sale is called – Entrepreneur.
• Entrepreneur – Business Leader or Innovator of new ideas &
business process
• Entrepreneurship is the act of creating new & innovative enterprise.

Functions of Entrepreneur
• Identifying Entrepreneurial Opportunity
• Planning of the Project
• Turning Ideas into Action
• To face Risks
• Distribution of Rewards
• Feasibility Study
• Resourcing
• Setting up of the Enterprise
• Managing the Enterprise
• Sale of Products
• Scale of Production
• Growth & Development

Entrepreneurs
• Mukesh Ambani: Mukesh Ambani is the Chairman and Managing Director of Reliance Industries Limited.
He's known for his entrepreneurial vision in sectors such as petrochemicals, refining, telecommunications
(Jio), and retail (Reliance Retail).
• N. R. Narayana Murthy: Narayana Murthy is the co-founder of Infosys, one of India's largest IT services
companies. He is recognized for his entrepreneurial leadership in the IT sector.
• Ratan Tata: Ratan Tata served as the Chairman of Tata Sons and led the Tata Group. He played a significant
role in the expansion and diversification of the Tata Group's businesses.
• Azim Premji: Azim Premji is the founder of Wipro, a leading IT services company. He is known for his
entrepreneurial spirit in the IT sector and his philanthropic work.
• Kunal Bahl and Rohit Bansal: Co-founders of Snapdeal, an Indian e-commerce company. They are
entrepreneurs who have played a key role in the e-commerce industry in India.

Managers
• Rajiv Bajaj: Rajiv Bajaj is the Managing Director of Bajaj Auto Limited. He is responsible for the management and operations of
the company, which is a leading two-wheeler and three-wheeler manufacturer in India.
• N. Chandrasekaran: N. Chandrasekaran is the Chairman of Tata Sons, the holding company of the Tata Group. He is responsible
for overseeing the management and strategy of Tata Group companies.
• K. V. Kamath: K. V. Kamath has served as the Chairman of ICICI Bank and Infosys. He is known for his management roles in the
banking and IT sectors.
• Amit Agarwal: Amit Agarwal is the Senior Vice President and Country Head of Amazon India. He manages Amazon's operations in
India, overseeing its growth in the e-commerce market.
• Pawan Munjal: Pawan Munjal is the Chairman, Managing Director, and CEO of Hero MotoCorp, the world's largest manufacturer
of two-wheelers. He plays a key role in managing the company's operations.
• Vishal Sikka: Vishal Sikka is a former CEO and Managing Director of Infosys. He was responsible for managing and leading the
IT services company during his tenure.

TOPIC
Managerial roles and skills

What Managers do??
• Three Approaches to define “What Managers do?”
• Functions they Perform
• Roles they Play
• Skills they need
MG8591/POM/IVCSE/VIISEM/KG-KiTE

Functions Manager’s Perform
• Planning
• Defining goals, establishing strategies to achieve goals developing plans
to integrate & coordinate activities.
• Organizing
• Arranging & Structuring work to accomplish organizational goals.
• Leading
• Working with and through people to accomplish goals.
• Controlling
• Monitoring, Comparing and correcting work

Management Functions

Planning
• It is the Management function that involves setting of goals &
deciding the best method to achieve them.
• It is the basic activity of Management
• Based on Function, there exists two types of Planning
• Strategic Planning
• Which addresses long range goals & the broad approaches for
achieving them.
• Operational Planning
• Which focuses on short range objectives & the specific means used
to obtain them.

Organizing
• It is the management function that focuses on allocating &
arranging human and non-human resources so that plans can be
carried out successfully.
• It involves co-ordination of tasks & various ways to accomplish it.
• It is also concerned with building, developing & maintaining of
working relationships.

Leading / Directing
• It is the management function that involves influencing others to
engage in the work behaviors necessary to reach organizational
goals.
• Leading includes communicating with others, providing direction
& motivating people.
• Leader maintains good balance between individual motivation &
co-operative efficiency.

Controlling
• It is the management function aimed at regulating organizational
activities so that actual performance meets the expected objectives
& standards of company.
• Managers need to monitor ongoing activity, compare the results
with standards & take necessary corrective action.

What Managers actually do?
• Interaction
• With Others
• With the Organization
• With the External Context of the Organization
• Reflection
• Thoughtful Thinking
• Action
• Practical Doing

Roles of Managers
• Roles are specific actions or behaviors expected of a manager.
(Mintzberg’s)
• Role is an organized set of behaviors associated with a particular
position
• Interpersonal Roles
• Figure head, Leader, Liaison
• Informational Roles
• Monitor, Disseminator, Spokesperson
• Decisional Roles
• Entrepreneur, Disturbance handler, Resource allocator, Negotiator

Interpersonal Roles
• It involves developing & maintaining positive relationships with
others. Interpersonal roles of Manager include,
• Figure Head Role: In Figure Head role, Manager performs
symbolic or ceremonial duties of either social or legal nature.
(greeting candidates, present awards, etc.,)
• Leader Role: In Leader Role, Manager builds relationship with
subordinates, motivates & train the employees.
• Liaison Role: In Liaison Role, Manager maintains networks of
contacts outside work (suppliers, customers) until who provide
help & information.

Interpersonal Roles
• Receiving & transmitting information from staff members. Manager
acquires, processes & communicates information. Informational roles
of Manager include,
• Monitor Role: Manager
• Monitors or scans the source of information
• Collects internal & external information about the issues that affects
organization.
• Disseminator Role: Manager passes certain information to peers &
subordinates that is obtained from either internal or external sources.
• Spokesperson Role: In spokesperson role, manager provides
information about the organization to external community (press,
TV.,)

Decisional Roles
• Managers examine alternatives & then make choice &
commitments. Decisional roles of Manager include,
• Entrepreneur Role: Manager acts as an Initiator, designer &
encourages change & innovations to improve.
• Disturbance Handler Role: Manager takes corrective action
when organization faces important or unexpected difficulties.
• Resource Allocator Role: Manager distributes resources
• Negotiator Role: Manager represents the organization in major
negotiations. (Bargains with Vendors)

Skills Managers Need
• Technical Skills
• Knowledge & Proficiency in a specific field
• Human Skills
• The ability to work well with other people (interpersonal skills)
• Conceptual Skills
• The ability to think & conceptualize about abstract & complex situations
concerning the organization (visualize the organization)

Skills needed at Different Management Levels

Characteristics of Managers
• Self Confidence
• Drive
• Initiative
• Decisiveness
• Willing to accept Responsibility
• Integrity
• Judgment
• Adaptability
• Organizing Ability
• Emotional Maturity
• Human Understanding
• Being Supportive to Staff
• Adequate Educational Standard

Quiz
1. What are the three interpersonal roles of managers?
a) Figurehead, leader and liaison
b) Spokesperson, leader, coordinator
c) Director, coordinator, disseminator
d) Communicator, organiser, spokesperson
Ans: A

Quiz
2. Which one is not a recognized key skill of management?
a) Conceptual skills
b) Human skills
c) Technical skills
d) Writing skills
Ans: D

Quiz
3. In what order do managers typically perform the managerial
functions?
a) organising, planning, controlling, leading
b) organising, leading, planning, controlling
c) planning, organising, leading, controlling
d) planning, organising, controlling, leading
• Ans: C

Quiz
4. At what level of an organisation does a corporate manager
operate?
a) Functional
b) Operational
c) Middle level
d) Top level
Ans: D

Quiz
5. Which of these is not part of the recognised challenges for modern
managers?
a) Micro-managing the workforce
b) Managing communications
c) Managing change
d) Managing the learning organisation
Ans: A

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