The document explores the meaning, functions, types, and theories of management, emphasizing the necessity of coordinated efforts within organized groups to fulfill individual and collective needs. It outlines the definitions, objectives, and characteristics of management, detailing key functions such as planning, organizing, leading, and controlling. Additionally, it reviews the evolution of management theories over time, highlighting influential theorists and their contributions to the understanding of management practices.

1. Meaning, Functions,
Types And Theories
Of Management.
ORGANIZATION & MANAGEMENT
GROUP 1

2. INTRODUCTION
Every human being has several needs and desires. But no
individual can satisfy all his wants.
 people work together to meet their mutual needs which
they cannot fulfill individually.
 man is a social being as he likes to live together with
other people.
 it is by working and living together in organized groups
and institution that people satisfy their economic and
social needs.

3. INTRODUCTION
As a result there are several types of groups, family, school,
goverment, army, a business firm, a basketball team and the like.
Such formal groups can achieve their goals effectively only when
the efforts of the people working in these groups are properly
coordinated and controlled.
The task of getting results through others by coordinating their
efforts in known as MANAGEMENT. Just as the mind coordinates
and regulates all the activities of a person, management
coordinates and regulation the activities of various members of
an organization.

4. DEFINITION OF MANAGEMENT
A. DEFINITION OF MANAGEMENT
B. OBJECTIVES OF MANAGEMENT
C. THREE KEY CHARACTERISTICS
DEFINE THE PROCESS OF
MANAGEMENT.

5. LET’S
PLAY EH
IKAW?

6. A. DEFINITION OF
MANAGEMENT
 The process of coordinating all resources through Planning,
Organazing, Staffing, Leading and Controlling to achieve
Organizational objectives.
 the art of getting things done through other people by making
work environment conductive for others.
 the utilization of scientifically derived principles to examine and
improve collective efforts.
 the process of attaining organizational objective in an efficient
and effective manner.

7. Efficiency- is getting the most output
from the least amount of inputs in order
to minimize resource costs. Efficiency is
often referred to as “doing things right”
Effectiveness- is completing activities
so that organizational goals are attained
and is often describes as “doing the right
thing”

8. B. OBJECTIVES OF MANAGEMENT
Organizational Objectives- Reasonable
profits, survival and growth of business,
improving the goodwill of the enterprise, etc.
Personal Objectives- Fair remuneration for
work performed, reasonable working
conditions, opportunities for training and
development, reasonable security of service,
etc.

9. Social Objectives – Quality of goods and services at fair price to
customers, honest and prompt payment of taxes, conservation of
environment and natural resources, preservation of ethical values
of the society, etc.

10. C. THREE KEY CHARACTERISTICS DEFINE THE PROCESS
OF MANAGEMENT
1. Management is a process of continuing and related activities.
Each of the functions is related to each other and the functions
complement each other.
2. Management is about involving and concentrating on
organizational goals Management is largely focused on achieving
the key mission of the organization, its vision.
3. Management achieves the organizational goals by working with
people and organization resources.

11. II. FUNCTIONS OF MANAGEMENT
Management is not an unstructured
exercise based on intuition. Effective
managers undertake specific
functions, which when carried out
increase a firm's profitability.
Managers must have the ability to
influence employees toward goal
achievement, so the leadership style
a manager adopts can affect his
success. Successful managers are
most often persuasive leaders.

12. 1. PLANNING
Planning entails the setting of goals
and includes the creation of a blueprint
to achieve then. It is essential that
managers create objectives, which
serve to focus the efforts of
employees, motivate them and provide
a standard against which performance
can be measured. Plans also serve as
a guide to action and assist managers
in resource allocation. For example, if
growth is an objective, a budget may
include funds for expansion of
facilities.

13. Another important managerial function
is organizing, which can he defined as
the allocation of resources to achieve
goals. It is clear that this function
relates to the planning function, as
goals must be set before organizational
resources can be deployed to assist in
the achievement of them. An important
component of organizing is the defining
of the chain of command and the
utilization of human resources.
2. ORGANIZING

14. Without the ability to influence
subordinates toward goal achievement,
a manager cannot be effective. No
matter how well-crafted the objectives or
how well-organized the resources,
nothing can be achieved if employees
are unwilling or unable to work toward
the objectives. Managers who lack the
ability to influence subordinates are
often ineffective and find it difficult to
motivate their workers to increase
productivity.
3. Leading

15. Control can he defined as a methodical
process through which managers
monitor employees and their activities
to ensure that they are in alignment
with the company's objectives. Control
is an extremely important management
function, as without it organizational
activities would go unchecked, leading
to inefficiencies and unfulfilled targets.
The control exercise allows managers
to take corrective action and contains
an element of feedback so that there
can be continuous improvement.
4. CONTROLLING

16. Leadership Styles- Leadership is critical to a
company's profitability or achievement of goals. The
methods and manner that a manager uses to spur
workers toward the achievement of the company's
objectives is termed leadership style. There are four
main leadership styles: autocratic, democratic, and
paternalistic and laissez faire. A manager may have a
prevailing style or may change his style depending on
the situation. This is known as situational leadership.

17. Autocratic vs. Democratic
Leadership
Autocratic leaders control the decision-
making entirely and express no interest
in the suggestions of employees. This
leadership style is useful in situations
that demand speedy decision-making
and when information is confidential,
but it may demoralize employees and
result in less creative. decision-making.
Democratic leaders seek the input of
employees in decision-making. This
style motivates employees, but it may
be time-consuming because of the
ongoing consultations.

18. A paternalistic leader, as the name
suggests, adopts father-like
approach. This style is a hybrid of
the democratic and autocratic
styles. Paternalistic leaders may
allow employee input, but they
ultimately make the final decision
based on what they think is best.
The solicitation of feedback can
improve morale, but this may he
only temporary if employees realize
that none of their suggestions are
being implemented.
Paternalistic Leadership

19. Laissez faire means allowing
persons to do as they please.
Managers that adopt this style
give their employees significant
freedom and autonomy. A leader
with this style provides very little
guidance to his subordinates,
Laissez faire leadership is
effective when employees are
highly skilled or are experts in
their field and require little
supervision.
Laissez-faire leadership

20. III. EVOLUTION OF MANAGEMENT THEORIES
A.MANAGEMENT THEORIES
B.THE FAMOUS THEORIES
ON THE FUNCTIONS OF
MANAGEMENT

21. The simplest definition of management is getting things done
through people. It implies that an organization, whether small,
medium, or large, is composed of people. A business organization
exists for a purpose. Management is a function that directs and
coordinates the efforts of the people to accomplish goals and
objectives by using available resources efficiently and effectively.
It is also a process of accomplishing the organization's goals by
working with and through people.
THEORIES OF MANAGEMENT

22. 1910s-1940s: Management as Science
Management as Science was
developed in the early 20 century
and focused on increasing
productivity and efficiency through
standardization, division of labor,
centralization, and hierarchy. A very
'top-down" management with strict
control over people and processes
dominated across industries.

23. 1950s-1960s:Functional
Organizations
Due to growing and more complex
organizations, the 1950s and 1960s
saw the emergence of functional
organizations and the Human
Resource (HR) movement.
Managers began to understand the
human factor in production and
productivity and tools such as goal-
setting, performance reviews, and
job descriptions were born.

24. 1970s: Strategic Planning
The focus is from measuring
function to resource allocation and
tools like Strategic Planning, Growth
Share Matrix, and SWOT
(identification and analysis of the
company's Strengths, Weaknesses,
Opportunities, and Threats) were
used to formalize strategic planning
process. After several decades of
"best practice" and "one size fits all
solutions, academics began to
develop contingency theories

25. 1980s: Competitive Advantage
As the business environment grew
increasingly competitive and connected,
and with a blooming management
consultancy industry. Competitive
Advantage became a priority for
organizations in the 1980s. Tools like
Total Quality Management (TQM), Six
Sigma, and Lean Management were
used to measure processes and improve
productivity. Employees were more
involved by collecting data, but decisions
were still made at the top, and goals
were used to manage people and
maintain control.

26. 1990s: Process Optimization
Benchmarking and business process
reengineering became popular in the
1990s. and by the middle of the
decade, 60% of Fortune 500
companies claimed to have plans for
or have already initiated such projects.
TQM, Six Sigma, and Lean remained
popular and more holistic,
organization-wide approach and
strategy implementation took the
stage with tools such as Strategy
Maps and Balance Scorecards.

27. 2000s: Big Data
Largely driven by the consulting industry
under the banner of Big Data,
organizations in the 2000s started to
focus on using technology for growth
and value creation. Big data is a broad
term for data sets so large or complex
that traditional data processing
applications are inadequate. Accuracy in
big data may lead to more confident
decision-making. And better decisions
can mean greater operational efficiency,
cost-reductions, and reduced risk.

28. THE FAMOUS THEORIES ON THE FUNCTIONS
OF MANAGEMENT
Since management involves solving the problems within an organization in
order to reach the desired objectives, the focus is on understanding the
functions that make up the process. As experts began studying and theorizing
the essence of management, different ideas and concepts regarding the
functions were born.
Although the theories about the functions of management lead to rather similar
results, it can be helpful to study the differences as well as the historical
journey to our current understanding of the functions. Here are a few of the
most influential theories and theorists, who've outlined their ideas about the
functions of management.

29. HENRI FAYOL
The first attempt classifying
managerial activities into
specific functions. The French
engineer when established
the first principles of the
classical management theory
at the start of the last century.
Considered the founding father
of concepts such the line and
staff organization. When Fayol
developed his strategies and
ideas, managers in organizations
didn't have any kind of formal
training and therefore Fayol's
ideas were ground-breaking.

30. Henri Fayol's 14 Principles of Management
1. Division of Work: When employees are
specialized, output can increase because
they become increasingly skilled and
efficient.
2. Authority and Responsibility: Managers
must have the authority to give orders, but they
must also keep in mind that with authority
comes responsibility

31. 3. Discipline: Discipline must be
upheld in organizations, but
methods for doing so can vary.
4. Unity of Command
Employees should have only one
direct supervisor.
5. Unity of Directions: Teams with the
same objective should be working
under the direction of one manager,
using one plan. This will ensure that
action is properly coordinated

32. 6. Subordination of Individual
Interest to General Interest: The
interests of one employee should
not be allowed to become more
important than those of the group.
This includes managers.
7. Remuneration of Personnel:
Employee satisfaction depends
on fair remuneration for everyone.
This includes financial and non-
financial compensation

33. 8. Centralization: This principle
refers to how close employees are
to the decision-making process. It
is important to aim for an
appropriate balance
9. Scalar Chain: Employees should be
aware of where they stand in the
organization's hierarchy, or chain of
command.
10. Order: The workplace facilities
must be clean, tidy and safe for
employees. Everything should have its
place.

34. 11. Equity Managers:
should be fair to staff at all
times, both maintaining
discipline as necessary and
acting with kindness where
appropriate.
12. Stability of Tenure of
Personnel:
Managers should strive to
minimize employee turnover.
Personnel planning should be a
priority.

35. 13. Initiative:
Employees should be
given the necessary
level of freedom to
create and carry out
plans.
14. Esprit de corps:
Organizations should
strive to promote team
spirit and unity.

36. GEORGE R. TERRY
After Fayol, many theorists have
looked at the functions and crafted
their own ideas. deviating only slightly
from Fayol's core functions. George R.
Tarry wrote a book Principles of
Management in 1968 and outlined his
view on the principles. Terry believed
there to be four core functions, core
function posing and responding to a
specific question the management
must solve..

37. HAROLD KOONTZ &
CYRIL O'DONNELL
In 1976, Harold Koontz and Cyril
O'Donnell published an essay
Management: A Systems and
Contingency Analysis of Managerial
Functions. They felt the previous
studies have been effective in
describing the functions, but believed
the division should be more detailed.
Koontz and O'Donnell believed there
to be five key functions of
management: Planning Organizing,
Staffing, Directing/Leading, and
Controlling

38. Thankyou!!