This document discusses management, including its introduction, importance, functions, and roles of managers. It defines management as the process of getting work done through others. The main functions of management are planning, organizing, staffing, directing, coordinating, and controlling. Henry Mintzberg identified 10 managerial roles including interpersonal, informational, and decisional roles. Effective managers require skills in technical areas, conceptual thinking, interacting with people, decision-making, and analysis.

1. MANAGEMENT:
INTRODUCTION
IMPORTANCE
FUNCTIONS
ROLES OF A MANAGER ( henry mintzberg)
Manager’s Skills

2. INTRODUCTION
The word ‘manage’ is derived from the Italian word
‘maneggiare’ which literally means “ to handle”.
Art of getting things done through the people- Mary
Parker Follet.
Process of designing and maintaining an environment in
which individuals, working together in groups, efficiently
accomplish selected aims.- Koontz and Weihrich.

3. “Management is the art of getting things done through the
other peoples”. — Mary Parker Follett
“Management is a multipurpose organ that manages a
business, manages a manager and manages workers and
work”. — P. Drucker
“Management is the art of knowing what to do, when to do,
and see that it is done in the best and cheapest way”- F. W.
Taylor.

4. IMPORTANCE
Achievement of group objectives
Optimum utilization of resources
Minimization of cost
Increased profits
Smooth running of business

5. IMPORTANCE
Provides innovation
Adapting to change
Social benefits
Special contribution towards development of an economy

6. FUNCTIONS
PLANNING
ORGANISING
STAFFING
DIRECTING
CORDINATIN
G
CONTROLLIN
G

7. PLANNING
Basic managerial function
Helps in determining the course of action for the
achievement of objectives
Involves deciding in advance what to do, how to do, when
to do & by whom the work is to be done
Thinking before doing

8. ORGANISING
Involves arranging, guiding & co-ordinating various
factors of production
Identifying & grouping work to be performed, defining &
delegating responsibility & authority & establishing
relationships amongst the people.

9. STAFFING
Filling & keeping filled positions in the organisation
through defining work force requirements, selecting,
compensating & training
Most difficult managerial function as it deals with the
human behaviour

10. DIRECTING
Carrying out the desired plans
Also called management in action
Involves guiding & supervising the subordinates
Main activities:
 Leadership
 Motivation
 Communication
 Supervision

11. CO-ORDINATION
Channelizes individual efforts for the achievement of the
common goals
Creates a team spirit & helps in achieving goals through
collective efforts
Different from co-operation

12. CONTROLLING
Control helps in enabling management to implement the
policies & take corrective action if performance is not
according to the predetermined standards
Involves evaluation of the performance & taking
corrective action

13. MINTZBERG’S 10 MANAGERIAL
ROLES
Book- The nature of managerial work (1973) & Mintzberg on
management : “Inside our strange world of organizations’’ 1990.
Interpersonal ( managing through people)
Figurehead
Leader
Liaison
Informational ( managing through information)
Monitor
Disseminator
Spokesperson
Decisional ( managing through action)
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

14. ROLES OF A MANAGER
INTER-PERSONAL RELATIONSHIPS
As a figure head
Leadership role
Liasion officer

15. ROLES OF A MANAGER
INFORMATION PROCESSING
Monitoring information
Disseminating information
Organisation’s spokesman

16. ROLES OF A MANAGER
DECISION MAKING
As an entrepreneur
As a conflict handler
As a resource allocator
As a negotiator

17. MANAGEMENT SKILLS ( BY
ROBERT KATZ)
Technical skills
Human skills/ interpersonal skills
Conceptual skills
Decision making skills
Diagnostic and analytical skills

18. TECHNICAL SKILLS
Technical skills involve skills that give the managers the ability and the knowledge to use a variety of
techniques to achieve their objectives. These skills not only involve operating machines and software,
production tools, and pieces of equipment but also the skills needed to boost sales, design different types
of products and services, and market the services and the products.
Accountants, engineers, surgeons all have their technical skills necessary for their respective
professions. Most managers, especially at the lower and middle levels, need technical skills for effective
task performance.
For example, mechanics work with tools, and their supervisors should have the ability to teach them
how to use these tools.
Similarly, accountants apply specific techniques in doing their job. This skill is most necessary and
valuable at a supervisory level or first-level/first-level management.

19. CONCEPTUAL SKILLS
These involve the skills managers present in terms of the knowledge and ability for abstract thinking
and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a problem,
and find creative solutions. This helps the manager to effectively predict hurdles their department or the
business as a whole may face.
It requires having the ability to visualize the enterprise as a whole, to envision all the functions
involved in a given situation or circumstance, to understand how its parts depend on one another and
anticipate how a change in any of its parts will affect the whole.
A manager’s ability to think in the abstract and to view the organization holistically is important.
Suggesting a new product line for a company, introducing computer technology to the organization’s
operations, or entering the international market; for deciding this magnitude, a manager requires
conceptual skill is his personality.

20. HUMAN OR INTERPERSONAL
SKILLS
The human or the interpersonal skills are the skills that present the managers’ ability to interact, work or relate
effectively with people. These skills enable the managers to make use of human potential in the company and
motivate the employees for better results.
A manager’s job is to control the subordinates and gives high-level managers or administrators information
about what’s going on.
Communication skill enables a manager to perform them properly. Most of his time, a manager’s job is to
interact with people inside and outside of the organization.
Manager’s ability to communication with individuals and groups, controlling and motivation they are what
Interpersonal and Communication skill are.
A manager requires having an effective Interpersonal and communication skill to keep the responsibilities given
to him.

21. DECISION-MAKING SKILL
In simple words, a manager’s job is to make decisions that will lead the organization to the attainment of is
goals.
Decision making skill is the skill that makes a manager able to recognize opportunities and threat and then
select an appropriate course of action to tackle them efficiently so that the organization can benefit them.
Managers are not always going to make the best decision.
But a good manager most often makes a good decision and learns from the bad ones. Decision making is a skill
that improves as managers gain more experience.
Training or educating is also a good method to develop the Decision making the skill of a manager.

22. DIAGNOSTIC AND ANALYTICAL
SKILLS
A good manager has Diagnostic and Analytical skills in his bags. Diagnostic skill refers to the ability to
visualize the best response to a situation.
Analytical skill means, the ability to identify the key variables in a situation. Manager diagnostic skill
and Analytical skill helps him to identify possible approaches to a situation.
After that is also helps a manager to visualize the result or outcomes of these approaches. This skill
sounds similar to the decision-making skill, but it is the skill required to make the decision.