This document provides an overview of management concepts including: - Definitions of management from various thinkers and as getting work done through others. - The functions of management including planning, organizing, staffing, directing, coordinating, and controlling. - The evolution of management thought from scientific management to modern approaches. - Key aspects of management such as levels of managers, managerial roles and skills, and the social responsibilities of managers.

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2. Contents:
Introduction
Definition of management
Nature of management
Purpose and functions
Levels and Types of managers
Managerial roles
Skills for managers
Social responsibility of manager
Evolution of management thought
Recent trends in management.

4. Organization
An organization is a systematic arrangement of people
and other resources brought together to accomplish some
specific purpose expressed in terms of objectives or goals.
Every organization is made up of people with different
kinds who are formed into groups to combine their
efforts to achieve the organizational goals.
To manage different kinds of people andwork they do
the concept of management came into existence
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5. Introduction to Management
Management is the force that unifies human as well as
non human resources in the service of organizational
goal.
It is a process of getting results with & through people.
MANAGEMENT = MANAGE MEN
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6. Introduction to Management
Management is the force that unifies human as well as
non human resources in the service of organizational
goal.
It is a process of getting results with & through people.
“Getting things done through others”
6

7. What Is Management?
Managerial Concerned with
Efficiency
 “Doing things right”
 Getting the most output for the least inputs
Effectiveness
 “Doing the right things”
 Attaining organizational goals
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8. 8

9. Definition of Management
9

10. Definition of Management
According to 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”
According to Stanley “Management is the process of
decision making and control over the action of
human beings for the purpose of attaining pre-
determined goals”
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11. Nature/Characteristics of Management
Management is intangible
Management is result oriented
Management is goal oriented
Management is universal in character
Management is a social process
Management is a system of authority
Management is an profession
Management is a dynamic function
Management is Multidisciplinary
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12. Need of management
12

13. Purpose of Management
Guide organization towards goal accomplishment
Making things happen
Meeting the competition
Optimum use of resources
Organizing the people, resource, process
Leading, directing, motivating or influencing the
people within the organization
Sound industrial relation
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14. 14

15. Functions of Management
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Coordination
6. Controlling
15

16. PLANNING
Planning is a process of making decisions about future
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.
Planning is the management function that involves:
Setting goals
Formulating vision, missions
Making plans
Charting the best way of action
Adopt changes

17. ORGANIZING
Organizing is concerned with bring together ,
arrangement and developiong productive relationship
of organizations resource(people, materials,
technology, finance) in order to achieve organizational
objectives.
Developing the organization structure.
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.

18. STAFFING
Staffing is the process of filling the positions in
the organization and keeping them filled.
Staffing is the process of recruiting and selecting
the right person for the right job at the right time
in the right place.
Staffing is a activity where people are recruited,
selected, trained, developed, motivated and
compensated for managing various positions
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19. LEADING/DIRECTING
Leading is the management function that involves
influencing others to engage in the work behaviours
necessary to reach organizational goals.
It includes communicating with others, providing direction
and motivating people.
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.

20. CO-ORDINATING
The process of ensuring that persons who perform
interdependent activities work together in a way that
contributes to the achievement of overall
objectives/goals of an organization.
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21. CONTROLLING
Controlling is the management function aimed at regulating
organizational activities so that actual performance meets the
expected objectives and standards of company.
It helps in keeping the organizational activities on the right
path and aligned with plans and goals
Controlling is the process of devising various checks to
ensure that planned performance is actually achieved.

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23. Levels of Management
Top Level Management
Middle Level Management
Lower Level Management
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24. 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 (Supervisory, frontline) 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 , guides staff in their
own subsections and keep close control over their activities
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25. 25

26. 26

27. Manager
A manager is one who
Makes things happen
Accepts challenging jobs
Never accepts defeats
Accelerates the achievement of results
Generates enthusiasm
Energizes the system
Recruits right persons for the right job
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28. Manager
A manager is one who gets things done through others.
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 one who contributes to the organizational goals
indirectly by directing the efforts of others and not by performing
the task himself.
An individual who is in charge of a certain group of tasks, or a
certain subset of a company. A manager often has a staff of people
who report to him or her.

29. Types of Managers
Based on Vertical difference in hierarchy
Based on horizontal across the organization

30. Types of Managers
Based on Vertical difference in hierarchy
1. Top Level Managers
2. Middle level Managers
3. Lower level managers (First line managers)

31. First-line Managers
Foreman, Supervisors, Office Managers
Middle level Managers
Plant Managers, Division Managers,
Department Managers
Top level
ManagersS
President, CEO,
Executive
Vice Presidents
Types of Managers
Non- Managerial Employees
Based on Vertical difference in hierarchy
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32. TOP LEVEL MANAGER
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Responsible for…
Responsible for…
Decide goals, policies and strategies for entire
organization
Decide goals, policies and strategies for entire
organization
Developing attitudes of commitment
and ownership in employees
Creating a positive organizational
culture
Creating a positive organizational
culture
Monitoring their business environments
Monitoring their business environments

33. MIDDLE LEVEL MANAGERS
33
Responsible for…
Responsible for…
Implements the plans and policies of the top managers
Implements the plans and policies of the top managers
Coordinating and linking groups,
departments, and divisions
Monitoring and managing the performance
of subunits and managers who report to them
Monitoring and managing the performance
of subunits and managers who report to them
Implementing the changes or strategies
generated by top managers
Implementing the changes or strategies
generated by top managers

34. FIRST LINE MANAGERS
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Managing day-to – day working of the organization

35. 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
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36. Types of Managers
Based on horizontal across the organization:
1.Functional manager (HR manager,
Marketing manager, financial manager,
production manager, etc)
2.General manager (divisional manager,
project manager, public relation
manager, etc)
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37. 37

38. 38
Managerial Roles
(Mintzbergs manageial roles
developed by Henry Mintzberg)

39. Roles of manager
A: Inter-personal Role
1. Figurehead: Represents the organization in formal matters and
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: Developing external link with outside the 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.
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40. Roles of manager
Informational role:
1. Monitor: receiving and collecting information, see
through that every one gets the information and
understands it in the same way.
2. Disseminator: Transmits information received from
management to employees 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.
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41. Roles of manager
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
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42. Managerial skills
42
Managerial Skills
Primary Skills
• Conceptual Skill
• Technical Skill
• Human Skill
Secondary Skills
• Problem solving Skill
• Communication Skill
• Leadership Skill

43. Managerial skills
Conceptual skills:
This refers to managers mental ability to co-ordinate
all organizations interest and activities, the ability to think
out of box and conceptualize different situations.
In short it is:
The mental capacity to develop plans, strategies and vision
Human or interpersonal skills:
 This includes the ability to understand other people
and interact effectively with them.
 Managers ability to work with, understand, mentor and motivate
others, both individually and in group.
In short it is:
 The ability to work with other people in teams
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44. Managerial skills
Technical skills:
 These skills include the managers ability to use the tools,procedures and
techniques of a specialized field, ability to Use knowledge, methods and
techniques in performing work.
In short:
 The ability to use the knowledge or techniques of a particular discipline to attain
ends
Problem solving skills:
 These skills includes the ability of managers to handle and solve any
kind of unforeseen or actual problems, that may crop up in the organization.
Such problems could arise due to internal factors or external factors and/or both.
In short it is:
 The problem solving skill
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45. Managerial skills
Communication skills:
 The abilities of exchanging ideas and information
effectively. To understand others and let others understand
comprehensively.
Leadership skills:
 The abilities to influence other people to achieve the
common goal.
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47. 47

48. Characteristics of successful manager
Self-Motivation
Dependability/Reliability
Confidence
Calmness
Flexibility
Creativity
Knowledge
Being human
Role model
Discipline/Focus
Make your team members
feel that you are there
with them always
Honest and fully
committed
Leave your ego
Communicator
Motivator
Should be ambitious but
not greedy
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49. Characteristics of successful manager
Be available/ approachable
Be A Collaborator, Not A
Dictator
Good listener
Provide feedback
Be inspirational
Trust
Do not be partial
Remember personal details
Admit your mistake
Analysing power
Empathy
Ability to maintain privacy
Acknowledge staff
“Praise in public,
punish in private”
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50. 50

51.  “Social responsibilities” - Obligation of managers to
take actions that protect and improve the welfare of
society as a whole as well as their employees along
with their own interests.
 Social responsibility is an ethical Framework and
suggests that an entity, be it an organization or
individual, has an obligation to act for the benefit
of society.

52. RESPONSIBILITIES TOWARDS EMPLOYEES
Meaningful Work (right person for right job)
Fair remuneration
Job security and safety
 Job Satisfaction
Best Physical and Mental Atmosphere
Training, Promotion and Welfare Schemes
Recognition of Trade union
Proper Personnel Policies
Employee participation in management
Health and Safety Measures
Grievance Procedure
Equal opportunity for growth and development

53. RESPONSIBILITIES TOWARDS SOCIETY
To produce customized products
To establish fair prices of products consistent with quality,
efficiency and reasonable profit to the firm.
To provide prompt, adequate, and friendly service to
customers.
To ensure fairly wide distribution of products among all
sections of consumers.
To improve their standard of living in society by
producing goods and services which they need
Strictly observing the laws & enactments
Maintain environmental ecology/Anti-pollution measures
Social welfare programmes.

54. 54

55. Evolution of management
thoughts
Classical theory/Scientific Management approach
Neo-classical theory/Behavioral approach
Quantitative approach
System approach
Contingency theory approach
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57. Focuses on the
Focuses on the
individual worker’s
individual worker’s
productivity
productivity
Focuses on the
Focuses on the
functions of
functions of
management
management
Focuses on the
Focuses on the
overall
overall
organizational
organizational
control system
control system
(rules and
(rules and
regulation)
regulation)

58. 1a) Scientific Management:
Frederick Winslow Taylor (1856-1915)
- F.W.Taylor is Father of “Scientific Management”.
- He was an mechanical engineer and consultant. His
interest was in management.
 Attempted to define “the one best way” to perform every
task through systematic study and other scientific
methods.
 Believed that improved management practices lead to
improved productivity and efficiency.

59. F.W.Taylor
F.W. Taylor made a beginning by joining as an trainee
in a small machine-making shop in 1870.
Later he became a machinist in 1878.
During his working he observed that workers were
not enthusiastic and were doing only one third of the
efficiency what they had, just to maintain their job.
Based on his observation he identified some of the
reasons for inefficiency of workers.
59

60. Reasons for inefficiency of workers:
1. Workers were hired without due concern for their ability or skills
2. Training was haphazard and inadequate
3. Tasks were accomplished by general “rule of thumb” without standard times,
methods.
4. If employees work faster, their jobs would be done and they would then laid
off.
5. Workers were given jobs unrelated to their ability and aptitude
6. Managers worked along with workers often ignoring their managerial
functions.
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61. Based on his observation he gave importance to Three areas:
• Task Performance
• Supervision
• Motivation
Task Performance
Scientific management incorporates basic expectations of management, including:
• Development of work standards
• Selection of workers
• Training of workers
• Support of worker
Supervision:
Taylor felt that a single supervisor could not be an expert at all tasks. As a result, each first-level
supervisor should be responsible only workers who perform a common function familiar to the
supervisor. This became known as “Functional Foremanship.
Motivation:
Taylor believed money was the way to motivate workers to their fullest capabilities. He
advocated a piecework system in which worker’s pay was tied to their output.
Workers who met a standard level of production were paid a standard wage rate. Workers whose
production exceeded the standard were paid at a higher rate for all of their production
output

62. Taylor’s principles of management
1. Scientifically study each element of an individuals task
and develop the best method for performing the task
2. Carefully select workers and train them to perform the
task.
3. Co-operate fully with the workers to ensure that they
use proper method of work
4. Divide work and responsibility so that management is
responsible for planning work methods and workers are
responsible for executing the work.
62

63. Taylor’s principles of management
Time and motion study (time taken to work and time
wasted, actual time required to work)
Differential piece rate system (wages based on actual
performance of workers)
Co-operation between workers and management
(employee-employer relationship)
Standardization (standards have to be set in advance for
work, quality, working conditions, work methods etc)
Functional foremanship (supervision given by specialist)
63

64. 1b) Administrative Management:
Henri Fayol (1841–1925)
• Fayol was a mining engineer in profession
• He was working in coal and mining company in France and he worked
for 30 years in this company.
• In 1888 the company was facing very bad financial position and
Fayol was promoted as General Managers.
• When he became a General Manager based on his observation, he came
to know the importance of management and developed the principles
of Management
• First recognized that successful managers had to understand the basic
managerial functions.
• Developed a set of 14 general principles of management in 1916.

65. Fayol’s General Principles of Management
1. Division of work
2. Authority and
responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of
individual interest to the
common goal
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Esprit de corps

66. 1. Division of Labor
Work of all kinds must be divided & subdivided and allotted to various persons
according to their expertise in a particular area.
66
2. Authority & Responsibility
Authority (power) refers to the right of superiors to give order and get work
from their sub-ordinates.
Responsibility means obligation for the performance of the job assigned.
14 Principles of Henri Fayol

67. 14 Principles of Henri Fayol Cont’d
3. Discipline:
Discipline means sincerity, obedience, respect of authority &
observance of rules and regulations of the enterprise.
Subordinate should respect their superiors and obey their order.
Discipline results form good leadership
Two types of discipline
1. Self imposed discipline
2. Command discipline
67

68. 14 Principles of Henri Fayol Cont’d
4. Unity of Command
A subordinate should receive orders and be accountable to
one and only one boss at a time.
He should not receive instructions from more than one
person
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69. 14 Principles of Henri Fayol Cont’d
5. Unity of Direction
People engaged in the same kind of business or same kind of activities must have
the same objectives in a single plan. They should be directed
by only one manager
One head one plan
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70. 70
7. Sub-ordination of Individual Interest to general
interest
In any organization, the interests of employees should not take priority over the
interests of the organization as a whole.
14 Principles of Henri Fayol Cont’d
6. Remuneration
Remuneration to be paid to the workers should be fair, reasonable, satisfactory &
rewarding of the efforts.
It should accord satisfaction to both employer and the employees.

71. 8. Centralization
71
Centralization refers to the degree to which subordinates are involved in
decision making.
Fayol believed that managers should retain final power over decision
making, but subordinates should be given some authority to do their
job.
14 Principles of Henri Fayol Cont’d
The chain of authority from top to bottom through which all
communication flow is termed as scalar chain.
Fayol introducted the concept of GANG PLANK
.
9. Scalar Chain (Hierarchy)

72. 10. Equity
Equity means combination of fairness, kindness & justice.
Managers should be fair in dealing with the employees and should be treated with
kindness & equity.
72
11. Order
This principle is concerned with proper & systematic arrangement of things
and people.
Arrangement of things is called material order
and
Placement of people is called social order.
14 Principles of Henri Fayol Cont’d

73. Employees should not be moved frequently from one job position
to another i.e. the period of service in a job should be fixed.
73
13. Initiative
Initiative means eagerness to initiate actions without being asked to do so.
Management should provide opportunity to its employees to suggest ideas,
experiences& new method of work.
14 Principles of Henri Fayol Cont’d
14. Espirit De’ Corps
It refers to team spirit i.e. harmony in the work groups and mutual understanding
among the members.
Espirit De’ Corps inspires workers to work harder.
12. Stability of Tenure

74. 1c) Bureaucratic Management
Max Weber (1864–1920)
Weber introduced the concept of bureaucracy
in management
A German sociologist and professor who felt the need for
controlled regulations i.e rules and regulation
particularly in large organizations where thousands of
people are employed.
He developed a theory of bureaucratic management which
emphasizes strictly defined hierarchy governed by
clearly defined regulations and line of authority.

75. Bureaucratic Management:
Principles of Weber:
 Division of labor
 Hierarchy of authority
 Rules and procedures for dealing with work
 Records
 Impersonal relation with people
 Employee selection and promotion based on technical
competence and excellence.
75

76. 2) Neo-classical theory/ Behavioral
Perspective
Followed the classical perspective in the development
of management thought.
- Acknowledged the importance of human behavior in
shaping management style
- Is associated with:
• Elton Mayo
• Mary Parker Follett
• Douglas McGregor

77. 2.a) Elton Mayo
Elton Mayo recognized as father of human
relation approach
His work represents the transition from
scientific management to the early human
relations movement.
Conducted the famous Hawthorne Experiments.

78. Hawthorne Experiments.
Three phases in Hawthorne experiment
Phase 1: Illumination experiments
Phase 2: Relay Assembly test group
Phase 3: Interviewing Programme
Phase 4: The Bank wiring observation room experiment
Here the concept of human relation came into existence
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79. 2.b) Mary Parker Follett
Mother of modern management
Mary was convinced that labour and management
shared a common goals/purpose as members of the
same organization.
She believed that the distinction between
management(order giver) and subordinates(order takers)
hindered the partnership .
She concluded that a key to effective management was
coordination.
Felt that managers needed to coordinate and harmonize
group effort rather than force and coerce people.

80. Mary on Effective Work Groups
Four principles of coordination to promote effective
work groups:
 Coordination requires that people be in direct
contact with one another.
 Coordination is essential during the initial stages of
any effort.
 Coordination must address all factors and phases of
any effort.
 Coordination is a continuous, ongoing process.

81. 2.c) Douglas McGregor
 Proposed the Theory X and Theory Y styles of
management.
- Theory X managers perceive that their subordinates
have an inherent dislike of work and will avoid it
if at all possible. People must be coerced,
controlled and threatened with punishment to
get the work done.
- Theory Y managers perceive that their subordinates
enjoy work and that they will gain satisfaction
from performing their jobs. People may exercise
self-direction and self control.

82. Factor Theory X Assumptions Theory Y Assumptions
Employee attitude Employees dislike work and Employees enjoy work and
toward work will avoid it if at all possible. will actively seek it.
Management view Employees must be directed, Employees are self-motivated
of direction coerced, controlled, or threatened and self-directed toward achieving
to get them to put forth adequate effort. organizational goals.
Employee view Employees wish to avoid responsibility; Employees seek responsibility;
of direction they prefer to be directed and told what they wish to use their creativity,
to do and how to do it. imagination, and ingenuity in
performing their jobs.
Management style Authoritarian style of management Participatory style of management

83. 3. Quantitative approach
This approach encourages the use of statistical and
mathematical tools which are known as operation research and
mainly used in operations management.
Eg: X*Y=XY RESOURCE*EMPLOYEE = WORK
Here the variables in management are expressed in the form of
equation.
They are used in the field of inventory management,
production planning, quality assurance etc.(queuing theory
helps in inventory control, six sigma in quality assurance etc
But most of the managerial decisions involves human judgment
where quantitative approach will not be suitable.
It does not give any weightage to human elements.
83

84. 4) The system Approach
Developed by Herbert Alexander Siman – Father of system
management
The system view takes a look at how organizations import
resources from the external environment, convert them into
more useful goods and services, and export them to the market.
The system is a set of interrelated by separate parts working
towards common purpose.
System approach views the organization as a unified,
directed system of interrelated parts.
The systems sees each change in a part of the system as having
an impact on all others parts.
The system helps managers to realize that every action has
consequences somewhere inside as well as outside the
organization.

85. System approach
Environment
Input Processes/Throughputs Outputs
Remedial action Feedback
Environment
Men,
Material,
Money
Activities, Operation
Goals, Sales,
Profit,
Satisfaction
Targets

86. 5)The Contingency Perspective
It is even called as situational approach
This approach was developed by Management psychologist
Fred Fielder
The managers and researchers who tried to apply the
concepts of major contribution on management noticed
that success of methods in one situation was failure in
another situation.
A view that proposes that there is no one best approach to
management for all situations.
This theory lays emphasis on what managers do in practice
depends upon the situation or circumstance in which they
function.

87. The Contingency Perspective
Challenges in implementing:
1. Perceiving organizational situations as they really exist.
2. Adapting the best strategy suiting to the situation.
3. Effective implementation of the chosen strategy.
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88. 88

89. Recent Trends in Management
Inducting more technical people then managerial for
higher position
Downsizing
Contingent workers (part time workers)
Work force diversity
Flexi time
Team work
Business process outsourcing
Total quality management
Work environment flexibility (work from home)
Changing role of managers
89

90. 90