This document provides an overview of principles and practices of management presented by Dr. Darshan Subherwal. It defines management as a process, group of people, discipline, and activity. It discusses concepts like administration, organization, and terminology used in management. It also describes characteristics of management and analyzes whether management is a science, art, or profession based on its nature.
The document provides an introduction to human resource management (HRM). It aims to demonstrate the role of HR and understand factors influencing HRM. HR deals with managing people by acquiring, developing, and supporting staff to fulfill their roles. HRM is defined as a series of activities that agree on work relationships and ensure agreements are fulfilled. The key aspects of HRM include recruiting, training, rewarding, and developing employees. HRM replaced personnel management in the 1980s-90s with a new distinct management approach focused on long-term perspectives, commitment, and maximum resource utilization. Hard and soft HRM models are also discussed, with hard HRM viewing employees as resources to control and soft HRM stressing human aspects and involvement.
The document discusses environmental analysis and forecasting for business decision making. It describes the 4 stages of environmental analysis as scanning, monitoring, forecasting, and assessment. Scanning identifies impactful factors, monitoring provides in-depth analysis of key trends, forecasting anticipates future changes, and assessment evaluates implications. Common techniques include verbal/written information, search/scanning, spying, and forecasting. Environmental analysis helps businesses identify threats, opportunities, and industry transformations to inform strategic planning.
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
The document discusses factors that affect global competitiveness for business firms and countries. It outlines several factors including physical infrastructure, productivity, research and development activities, and improving small and medium enterprises. It also discusses regional trading blocs and lists their advantages like increased foreign investment and competition, and disadvantages such as regionalism and loss of sovereignty. Finally, it provides details on four major trading blocs - ASEAN, EU, MERCOSUR, and NAFTA - including their member countries and goals.
This document discusses different types of business policies, including production, personnel, financial, and marketing policies. It provides details on key aspects of each type of policy. Production policies deal with decisions related to production processes and capacity. Personnel policies establish guidelines for employee relations and compensation. Financial policies involve raising and allocating funds. Marketing policies determine the mix of products, distribution channels, and communications to reach customers.
This document summarizes several management thinkers and their principles, including:
- Henry Fayol's 14 principles of management, such as division of work, authority and responsibility, and unity of command.
- F.W. Taylor's scientific management principles like replacing rule-of-thumb work with scientific methods and providing detailed instruction.
- Maslow's hierarchy of needs theory and his views on motivation and human personality.
- Elton Mayo's theory that employees are motivated more by relational factors than monetary rewards and the impact of group cohesion and norms.
- Indian management thinkers G.D. Birla and J.R.D. Birla are also briefly mentioned.
1. Management is concerned with coordinating human and other resources to achieve organizational goals through planning, organizing, leading, and controlling.
2. Classical management theories focused on structuring work through specialization, standardized processes, and a hierarchical chain of command.
3. Modern theories recognize management as involving both science and art, with conceptual, human, and technical skills needed at different levels of the organization.
Fundamentals of Management Lecture, chapter 1 Farhad Khan
This chapter discusses the key roles and responsibilities of managers. It defines management as carrying out four main functions: planning and decision making, organizing, leading, and controlling resources. Managers at different levels (top, middle, lower) focus on varied tasks. Effective management requires strong interpersonal, informational, and decisional skills. While management draws on science through analytical techniques, it is also considered an art as managers rely on experience and judgment to solve problems.
The document provides an introduction to human resource management (HRM). It aims to demonstrate the role of HR and understand factors influencing HRM. HR deals with managing people by acquiring, developing, and supporting staff to fulfill their roles. HRM is defined as a series of activities that agree on work relationships and ensure agreements are fulfilled. The key aspects of HRM include recruiting, training, rewarding, and developing employees. HRM replaced personnel management in the 1980s-90s with a new distinct management approach focused on long-term perspectives, commitment, and maximum resource utilization. Hard and soft HRM models are also discussed, with hard HRM viewing employees as resources to control and soft HRM stressing human aspects and involvement.
The document discusses environmental analysis and forecasting for business decision making. It describes the 4 stages of environmental analysis as scanning, monitoring, forecasting, and assessment. Scanning identifies impactful factors, monitoring provides in-depth analysis of key trends, forecasting anticipates future changes, and assessment evaluates implications. Common techniques include verbal/written information, search/scanning, spying, and forecasting. Environmental analysis helps businesses identify threats, opportunities, and industry transformations to inform strategic planning.
Introduction to Management: Concept of Management, Importance & Nature of Management, Management as profession, professionalization of management in India.
The document discusses factors that affect global competitiveness for business firms and countries. It outlines several factors including physical infrastructure, productivity, research and development activities, and improving small and medium enterprises. It also discusses regional trading blocs and lists their advantages like increased foreign investment and competition, and disadvantages such as regionalism and loss of sovereignty. Finally, it provides details on four major trading blocs - ASEAN, EU, MERCOSUR, and NAFTA - including their member countries and goals.
This document discusses different types of business policies, including production, personnel, financial, and marketing policies. It provides details on key aspects of each type of policy. Production policies deal with decisions related to production processes and capacity. Personnel policies establish guidelines for employee relations and compensation. Financial policies involve raising and allocating funds. Marketing policies determine the mix of products, distribution channels, and communications to reach customers.
This document summarizes several management thinkers and their principles, including:
- Henry Fayol's 14 principles of management, such as division of work, authority and responsibility, and unity of command.
- F.W. Taylor's scientific management principles like replacing rule-of-thumb work with scientific methods and providing detailed instruction.
- Maslow's hierarchy of needs theory and his views on motivation and human personality.
- Elton Mayo's theory that employees are motivated more by relational factors than monetary rewards and the impact of group cohesion and norms.
- Indian management thinkers G.D. Birla and J.R.D. Birla are also briefly mentioned.
1. Management is concerned with coordinating human and other resources to achieve organizational goals through planning, organizing, leading, and controlling.
2. Classical management theories focused on structuring work through specialization, standardized processes, and a hierarchical chain of command.
3. Modern theories recognize management as involving both science and art, with conceptual, human, and technical skills needed at different levels of the organization.
Fundamentals of Management Lecture, chapter 1 Farhad Khan
This chapter discusses the key roles and responsibilities of managers. It defines management as carrying out four main functions: planning and decision making, organizing, leading, and controlling resources. Managers at different levels (top, middle, lower) focus on varied tasks. Effective management requires strong interpersonal, informational, and decisional skills. While management draws on science through analytical techniques, it is also considered an art as managers rely on experience and judgment to solve problems.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
This document defines management and discusses its evolution. It begins by providing definitions of management from various scholars. It then explains that management has both scientific and artistic aspects. Reasons for studying management are outlined, including utilization of resources and achieving objectives. The document discusses the evolution of management thought from classical to modern approaches. It covers various management functions such as planning, organizing, staffing, leading, and controlling. Different organizational structures and designs are explained. The importance of decision making and management control systems is also highlighted.
Internal and External Environment on Human Resource Managementsammerkhan1
This document discusses the impact of internal and external environmental factors on human resource management. It outlines two models of human resource management - the Guest model from 1989 and the Warwick model from 1990. The Guest model relates HRM strategies and practices to organizational performance, while the Warwick model analyzes how external factors influence organizational operations.
The document then examines the internal environmental factors that affect HRM, including compensation, employee relations, customer satisfaction, new entrants, and competition. It also discusses the external PESTEL factors of politics, economics, social issues, technology, the environment, and law/regulations. The conclusion emphasizes that a successful HRM strategy must conform to organizational goals while addressing employee concerns and continuously adapting to changes in
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
This document provides an overview of human resource management (HRM) concepts including the definition of HRM, managerial functions of HRM, the human resource cycle, and the evolution of HRM. It defines HRM as planning, organizing, directing, and controlling human resources to accomplish individual, organizational, and social goals. It describes the managerial functions of HRM as planning, organizing, directing, and controlling. It outlines the human resource cycle as selection, appraisal, rewards, and development. It discusses the evolution of HRM through different eras including the Industrial Revolution, Scientific Management, trade unions, the Human Relations Movement, and the modern Human Resource Approach.
This document provides an overview of management principles from a textbook. It defines management and what managers do, including planning, organizing, leading and controlling organizational resources and activities. It describes six core managerial competencies: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. It also outlines different management levels from top to first-line managers and their respective roles and skills.
The document provides an overview of the business environment syllabus for a semester course. It includes sections on the global, technological, political, economic, government policy, and natural environments. It also discusses the meaning and objectives of studying the business environment, as well as the process of environmental analysis and its importance for strategic decision making. Key topics covered are PESTLE analysis, Porter's five forces model, techniques for environmental scanning, and the internal and external factors that comprise a company's business environment.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
The document discusses the key functions and concepts related to business management. It defines efficiency as doing the right things to achieve objectives with less resources. It distinguishes between managerial functions, which include planning, organizing, and leading, and business functions, which include R&D, production, marketing, and finance. New managers must learn to perform their new managerial responsibilities while decreasing their involvement in operational functions. The document outlines the five phases of management as situation analysis, planning, organizing and implementing, leading, and taking action. It emphasizes that management is needed at all levels of an organization.
This document provides an overview of key management concepts, including:
- The definition of management as the process of using organizational resources to achieve goals through planning, organizing, leading, and controlling.
- Henri Fayol's identification of the four classic managerial functions in the late 1800s.
- Mintzberg's identification of managerial roles as interpersonal, informational, and decisional.
- The importance of conceptual, human, and technical skills for managers at different levels within an organization.
- Ongoing challenges for management like globalization, building competitive advantage, managing performance and diversity, and adopting new technologies.
This slide content discusses about Introduction to Management that includes types of managers, roles of managers, evolution of management, types of business organization, organization culture, current trends and issues in management.
1. The document outlines the course outcomes and units of a management course.
2. The key functions of management discussed are planning, organizing, staffing, directing, coordinating and controlling.
3. Important management concepts explained briefly include MBO, decision making, types of organization, and motivation theories.
This document discusses factors of the internal business environment. It defines the internal environment as comprising elements within an organization like employees and culture. Key factors discussed include value systems, mission/objectives, management structure, resources, employee mix, strategy success, and technology capabilities. Human resources are an important internal factor, and the document outlines various HR policies and issues around selecting and compensating employees. The internal environment significantly impacts how a company functions.
The document defines key terms related to human resource management such as management, human resources, and defines HRM as managing the functions of employing, developing and compensating human resources. It discusses the evolution of HRM from the industrial revolution era to modern approaches. It outlines the objectives, functions, and key aspects of employment and human resource development within HRM.
This document discusses modern management practices and theories. It outlines several influential management theories developed over the 20th century, including scientific management, administrative management, bureaucracy theory, and behavioral theory. It notes that modern management practices are derived from these theories but may require modifications based on organizational needs and situations. Effective practices combine principles from multiple theories and focus on problem-solving, administration, human resource management, and leadership to help organizations achieve their objectives.
Management involves utilizing available resources like people, money, materials, and machines to achieve defined objectives. It is a dynamic process that guides an organization. Management encompasses planning, organizing, leading, motivating, and controlling human efforts through the basic managerial functions of planning, organizing, coordinating, and controlling. Efficient management is essential for businesses to survive and grow in today's competitive environment.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
This document discusses the nature of international business. It defines international business as business activities that cross national boundaries. Some key aspects of international business highlighted include the need for accurate and timely information to make good decisions, operating at a large scale to impact foreign economies, segmenting markets geographically, pursuing opportunities in international markets that are wider in scope and size than domestic markets alone. International business also involves activities like international marketing, investment, finance, human resources management, and strategic management across countries.
(1) There are three main considerations for managing strategic change: the type and scope of change required, the wider organizational context, and a force field analysis of restraining and driving forces.
(2) There are five main styles of change management - education and communication, collaboration and participation, intervention, direction, and coercion - with each being appropriate depending on the type and willingness of those affected by the change.
(3) Key roles in change management include strategic leaders, middle management, and outsiders, while levers for change include turnaround strategies, crisis stabilization, management changes, communication, market focus, prioritization, and financial restructuring.
Introduction, meaning, nature and characteristics of management, scope and functional area of management, management as a science or arts or profession, management & administration, role of management, levels of management, development of management thought, early and modern management approaches.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
This document defines management and discusses its evolution. It begins by providing definitions of management from various scholars. It then explains that management has both scientific and artistic aspects. Reasons for studying management are outlined, including utilization of resources and achieving objectives. The document discusses the evolution of management thought from classical to modern approaches. It covers various management functions such as planning, organizing, staffing, leading, and controlling. Different organizational structures and designs are explained. The importance of decision making and management control systems is also highlighted.
Internal and External Environment on Human Resource Managementsammerkhan1
This document discusses the impact of internal and external environmental factors on human resource management. It outlines two models of human resource management - the Guest model from 1989 and the Warwick model from 1990. The Guest model relates HRM strategies and practices to organizational performance, while the Warwick model analyzes how external factors influence organizational operations.
The document then examines the internal environmental factors that affect HRM, including compensation, employee relations, customer satisfaction, new entrants, and competition. It also discusses the external PESTEL factors of politics, economics, social issues, technology, the environment, and law/regulations. The conclusion emphasizes that a successful HRM strategy must conform to organizational goals while addressing employee concerns and continuously adapting to changes in
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
This document provides an overview of human resource management (HRM) concepts including the definition of HRM, managerial functions of HRM, the human resource cycle, and the evolution of HRM. It defines HRM as planning, organizing, directing, and controlling human resources to accomplish individual, organizational, and social goals. It describes the managerial functions of HRM as planning, organizing, directing, and controlling. It outlines the human resource cycle as selection, appraisal, rewards, and development. It discusses the evolution of HRM through different eras including the Industrial Revolution, Scientific Management, trade unions, the Human Relations Movement, and the modern Human Resource Approach.
This document provides an overview of management principles from a textbook. It defines management and what managers do, including planning, organizing, leading and controlling organizational resources and activities. It describes six core managerial competencies: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. It also outlines different management levels from top to first-line managers and their respective roles and skills.
The document provides an overview of the business environment syllabus for a semester course. It includes sections on the global, technological, political, economic, government policy, and natural environments. It also discusses the meaning and objectives of studying the business environment, as well as the process of environmental analysis and its importance for strategic decision making. Key topics covered are PESTLE analysis, Porter's five forces model, techniques for environmental scanning, and the internal and external factors that comprise a company's business environment.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
The document discusses the key functions and concepts related to business management. It defines efficiency as doing the right things to achieve objectives with less resources. It distinguishes between managerial functions, which include planning, organizing, and leading, and business functions, which include R&D, production, marketing, and finance. New managers must learn to perform their new managerial responsibilities while decreasing their involvement in operational functions. The document outlines the five phases of management as situation analysis, planning, organizing and implementing, leading, and taking action. It emphasizes that management is needed at all levels of an organization.
This document provides an overview of key management concepts, including:
- The definition of management as the process of using organizational resources to achieve goals through planning, organizing, leading, and controlling.
- Henri Fayol's identification of the four classic managerial functions in the late 1800s.
- Mintzberg's identification of managerial roles as interpersonal, informational, and decisional.
- The importance of conceptual, human, and technical skills for managers at different levels within an organization.
- Ongoing challenges for management like globalization, building competitive advantage, managing performance and diversity, and adopting new technologies.
This slide content discusses about Introduction to Management that includes types of managers, roles of managers, evolution of management, types of business organization, organization culture, current trends and issues in management.
1. The document outlines the course outcomes and units of a management course.
2. The key functions of management discussed are planning, organizing, staffing, directing, coordinating and controlling.
3. Important management concepts explained briefly include MBO, decision making, types of organization, and motivation theories.
This document discusses factors of the internal business environment. It defines the internal environment as comprising elements within an organization like employees and culture. Key factors discussed include value systems, mission/objectives, management structure, resources, employee mix, strategy success, and technology capabilities. Human resources are an important internal factor, and the document outlines various HR policies and issues around selecting and compensating employees. The internal environment significantly impacts how a company functions.
The document defines key terms related to human resource management such as management, human resources, and defines HRM as managing the functions of employing, developing and compensating human resources. It discusses the evolution of HRM from the industrial revolution era to modern approaches. It outlines the objectives, functions, and key aspects of employment and human resource development within HRM.
This document discusses modern management practices and theories. It outlines several influential management theories developed over the 20th century, including scientific management, administrative management, bureaucracy theory, and behavioral theory. It notes that modern management practices are derived from these theories but may require modifications based on organizational needs and situations. Effective practices combine principles from multiple theories and focus on problem-solving, administration, human resource management, and leadership to help organizations achieve their objectives.
Management involves utilizing available resources like people, money, materials, and machines to achieve defined objectives. It is a dynamic process that guides an organization. Management encompasses planning, organizing, leading, motivating, and controlling human efforts through the basic managerial functions of planning, organizing, coordinating, and controlling. Efficient management is essential for businesses to survive and grow in today's competitive environment.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
This document discusses the nature of international business. It defines international business as business activities that cross national boundaries. Some key aspects of international business highlighted include the need for accurate and timely information to make good decisions, operating at a large scale to impact foreign economies, segmenting markets geographically, pursuing opportunities in international markets that are wider in scope and size than domestic markets alone. International business also involves activities like international marketing, investment, finance, human resources management, and strategic management across countries.
(1) There are three main considerations for managing strategic change: the type and scope of change required, the wider organizational context, and a force field analysis of restraining and driving forces.
(2) There are five main styles of change management - education and communication, collaboration and participation, intervention, direction, and coercion - with each being appropriate depending on the type and willingness of those affected by the change.
(3) Key roles in change management include strategic leaders, middle management, and outsiders, while levers for change include turnaround strategies, crisis stabilization, management changes, communication, market focus, prioritization, and financial restructuring.
Introduction, meaning, nature and characteristics of management, scope and functional area of management, management as a science or arts or profession, management & administration, role of management, levels of management, development of management thought, early and modern management approaches.
Management involves coordinating group efforts to achieve goals. It is both an art and a science. As an art, it involves personal skills like decision making. As a science, it has principles that can be studied and tested. Management is also a process that includes planning, organizing, leading and controlling. It is the task of managers to ensure resources are used efficiently and effectively. Scientific management aims to optimize work through time and motion studies to maximize efficiency.
Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to efficiently achieve goals. Henry Fayol contributed general principles of management including division of work, authority and responsibility, discipline, unity of command, and unity of direction. Fayol emphasized flexible application of principles to different organizational conditions.
This document provides an overview of management concepts. It defines management as the process of achieving organizational goals efficiently and effectively through planning, organizing, staffing, directing, and controlling resources. The key functions of management are discussed in detail, including planning, organizing, staffing, directing, and controlling. Planning involves setting objectives and determining courses of action. Organizing is establishing an organizational structure and assigning duties. Staffing is selecting and training employees. Directing includes communicating goals and motivating employees. Controlling checks performance against standards and makes corrections. Management has aspects of both an art and a science, involving theoretical knowledge and practical application. It is also considered a profession when certain criteria are met.
These slides will give you fair idea about planning like what is planning, how to do it and what points should be kept in mind while planning for any business idea.
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.
Management involves planning, organizing, coordinating, and controlling activities to achieve organizational goals. It can refer to both managing people as well as a process. Traditional views saw management as an art, while more modern views see it as both an art and a science. Nursing management aims to accomplish work through nursing personnel by making decisions, coordinating efforts, and focusing on efficiency, personnel, and functions to determine and achieve stated objectives. Key functions of nursing management include planning, organizing, staffing, directing, leading, coordinating, controlling, reporting, and budgeting.
Management involves planning, organizing, staffing, directing, coordinating, reporting and budgeting to achieve organizational goals utilizing available resources. It is both an art and a science, requiring intellectual, human and technical skills. Management aims to maximize efficiency and prosperity for employers and employees through leadership, discipline, authority and accountability. The principles of management, like unity of command and centralization of authority, guide effective managerial functions and performance.
This document discusses key concepts in management. It begins by outlining the objectives and characteristics of management. Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals effectively and efficiently. The functions of management are then defined. Planning determines objectives and methods, organizing involves structuring work, staffing includes selecting and training people, directing provides leadership, and controlling monitors performance. The roles, skills, and types of managers are also outlined.
organizational behaviour module 1 MBA notes. basics of organizational behaviour and business structure. management thoughts by management gurus, management vs. administration. management as ans art or science. functions of management. basics of principles of business management
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.
The document provides an introduction to nursing management. It defines management as planning, organizing, and controlling personnel and resources to achieve goals. Nursing management involves leading nursing staff to provide high-quality patient care. The roles of a nurse manager include creating teamwork, providing leadership, managing resources, and setting goals for nursing services. Good management requires knowledge, planning, delegation, discipline, and focusing on common interests over individual interests.
The document discusses key concepts in management including definitions, functions, levels, and the evolution of management thought. It provides definitions of management as a process involving planning, organizing, leading, and controlling. The four main functions of management are planning, organizing, leading, and controlling. Management occurs at different organizational levels from first-line to middle to top managers. Early contributions to management concepts came from civilizations like the Romans, Babylonians, and Egyptians. Scientific management emerged in the late 19th/early 20th century focusing on operational efficiency. Other theorists like Fayol and Mintzberg further developed the field.
This document defines key management concepts and principles. It discusses the definitions of management, organization, leadership, administration, and related terms. It compares the roles of managers and leaders, and explores the differences between administration, management, and leadership. Several principles of management are also outlined, including division of work, authority and responsibility, discipline, and unity of command. The document provides an overview of the fundamental concepts and frameworks used in management.
This document discusses key concepts and fundamentals of management. It defines management as coordinating resources to achieve organizational goals, and describes it as both an art and a science. The main functions of management are identified as planning, organizing, staffing, directing, and controlling. Different levels of management are also outlined, including top management, middle management, and first-level management. The importance of management is noted as effective utilization of resources, development of resources, incorporating innovations, integrating various interest groups, and providing stability in society.
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.
1. Management has evolved over time from ancient civilizations to the modern era. Early management focused on tasks like planning, organizing, and controlling resources.
2. The classical era from 1880-1930 saw theorists like Taylor emphasize scientific management with a focus on engineering and efficiency. Others like Mayo highlighted the human element.
3. The neo-classical era from 1920-1950 built on this with an emphasis on decision making and leadership. Today, management draws from many disciplines and is seen as its own profession involving specialized knowledge.
This document provides an overview of organizational behavior and management foundations. It outlines 5 learning objectives, including describing what managers do and defining organizational behavior. It then discusses management as both an art and a science. The major functions of management are also defined, including planning, organizing, staffing, directing, and controlling.
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
3. Concept
• Terminology used in synonym to Management
Management
Administration
Organization
Administration is
concerned mainly with
decision making, policy
making and making
necessary adjustments.
Organisation is the
frame work of
management.
Organisation is the
function of putting
together the
different parts of an
enterprise into
working order
Management
implements/
executes the
policies laid down
by administration.
Presentation by Dr. Darshan Subherwal
4. Terminology
• The task of administration is to
determine the objectives, policies
rules, regulations and principles of
the enterprise. Therefore, it is
determinative in nature.
• Administration may be compared
to the brain of the human body;
because its activities relate to
thinking process like fixation of
target, decision making etc.
Presentation by Dr. Darshan Subherwal
5. Terminology
• The activity of management is to get
the various works done by the
employees to fulfill those objectives
according to the policies determined by
administration.
• Management implements those rules,
regulations and principles. So, it is an
executive function.
• Management may be regarded as the
eyes as it observes if the work is being
done according to rules and regulations
and policies to achieve targets
Presentation by Dr. Darshan Subherwal
6. Terminology
• The function of organisation is to set up
a harmonious inter-relation among the
employees and their work by delegating
authority and responsibility among
them.
• Establishment of organisation is one of
the basic functions of management.
• Organisation may be compared to the
hands of a human body; because it
helps directly in performance of work.
Presentation by Dr. Darshan Subherwal
7. Administration, Management & Organisation –
In the opinion of Oliver Sheldon,
• Administration- Determination of Policy and
Coordination
• Management- Execution of Policy and employment
of Organisation
• Organisation- the combination of the work of
individuals or groups with the faculties necessary for
its implementation or execution
• According to Brech,
Management in broad sense, comprises of
Administrative management and Operative
Management. Presentation by Dr. Darshan Subherwal
8. BRECH’s Interpretation
Policy Making
and Planning
Determination
of standards
Overall control
and Supervision
Administrative
Management Use of
Resources
(men, machine,
materials,
money)
Execution,
direction
Routine control
Operative
Management
Presentation by Dr. Darshan Subherwal
9. Concept
• Management= Manage men tactfully
• Traditionally, management means “managing men tactfully
to get the things done through others”.
• the modern concept of management is goal oriented and it
creates an internal environment for attaining the goals
efficiently
• Management can be conceived as
– A process (comprises of functions such as planning, organising,
staffing, directing and controlling)
– a group of persons (who are managing the affairs of the
business enterprise)
– A discipline (The knowledge of management is being developed
by number of scholars and it is being formally taught to the
students of management)
– An activity (Management involves the activities for getting the
work done through others)
Presentation by Dr. Darshan Subherwal
10. Definition-Management as a process
Management as a process
• Harold Koontz and Heinz Weihrich, “Management is the
process of designing and maintaining an environment in
which individuals, working together in groups, efficiently
accomplish selected aims.”
• Robert L. Trewelly and M. Gene Newport, “Management
is defined as the process of planning, organising,
actuating and controlling an organisation’s operations
in order to achieve coordination of the human and
material resources essential in the effective and efficient
attainment of objectives.”
• G.R. Terry, ‘Management is a process of implementation
to achieve certain goals implemented and supervised.’
Presentation by Dr. Darshan Subherwal
11. Management as a group of Persons (noun)
• Management as a group refers to all those persons
who perform the task of managing an enterprise.
• Technically, management includes all managers from
chief executive to the first - line managers (lower-
level managers). But practically, management
includes only top management i.e. Chief Executive,
Chairman, General Manager, Board of Directors etc.
i.e. those who are concerned with making important
decisions, who enjoy the authority to use resources
to accomplish organizational objectives as well as
bear the responsibility to the efficient utilization of
resources.
Definition- Management as a group of Persons
Presentation by Dr. Darshan Subherwal
12. Definition-Management as a discipline
Management as a discipline
• Any branch of knowledge that fulfils following
two requirements is known as discipline:
There must be scholars & thinkers who communicate
relevant knowledge through research and
publications.
The knowledge should be formally imparted by
education and training programmes.
• Let’s see how Management fulfils these
characteristics:
– Management is being evolved through series of
research studies by thinkers and scholars
Presentation by Dr. Darshan Subherwal
13. Definition-Management as a discipline
• As a discipline, it is that branch of knowledge which
is connected to the study of principles & practices of
basic administration. It specifies certain code of
conduct to be followed by the manager & also
various methods for managing resources efficiently.
• Management is a course of study which is now
formally being taught in the educational institutions
and after completing a prescribed course, obtaining
degree or diploma in management, a person can be
employed as a manager.
Since, management satisfies necessary characteristics,
therefore, it qualifies to be a discipline.
Presentation by Dr. Darshan Subherwal
14. Definition-Management as an Activity
Management as an Activity
• Van Fleet and Peterson define management, ‘as
a set of activities directed at the efficient and
effective utilization of resources in the pursuit
of one or more goals.’
• According to F.W. Taylor, ‘ Management is an
art of knowing what to do when to do and see
that it is done in the best and cheapest way ’
• According to Koontz, “Management is what a
manager does”.
Presentation by Dr. Darshan Subherwal
15. Definition-Management as an Activity
Management as an activity includes -
• Informational activities - While Managers
perform their functions, they continuously
receive and give information, oral or written,
since a communication link has to be maintained
with subordinates as well as superiors for
effective functioning of an enterprise.
• Decisional activities - Decision making is
probably the first function if we see management
as an activity. Managers have to take strong
decisions while making plans so that these plans
can be implemented flawlessly.
Presentation by Dr. Darshan Subherwal
16. Definition-Management as an Activity
Management as an activity includes -
• Inter-personal activities - Management involves
achieving goals through people. Therefore,
managers have to interact with superiors as well
as the sub-ordinates. They must maintain good
relations with them. For fruitful implementation
of plan, overall direction and coordination
between teams and individuals is expected from
managers.
Presentation by Dr. Darshan Subherwal
17. Characteristics of Management
Presentation by Dr. Darshan Subherwal
Management is
•a Purposeful activity
•a Continuous process
•a Group not individual activity
•Universal
•Dynamic
•All pervasive
•Separate from ownership
•Multidisciplinary in nature
•Both an art and a science
•An art of getting things done from others
•Adheres to established principles or rules
•Intangible but impactful
•Aided but not replaced by computers
18. Nature of Management
• Management experts and scholars have
different views on the nature of management.
Some are of the opinion that management is
a science, some others hold the view that it is
an art and yet others say that it is a
profession. Considering all these views, the
nature of management can be determined.
Presentation by Dr. Darshan Subherwal
19. Nature of Management
Management is a Science
• Features of science are:-
Science is systematically defined branch of
knowledge
– Science is systematically defined branch of knowledge
– Its principles are evolved through experiments and
observations and they are combined and preserved in
different study materials.
This holds good with management also.
Management principles are also evolved through
experiments and observations and they are also
combined and preserved.
Presentation by Dr. Darshan Subherwal
20. Nature of Management
Principles are formed from continuous research:
• Scientists develop scientific principles after
numerous experiments carried out in different places
and under different circumstances.
This approach is true of management as well.
• Principles of Management are being developed after
numerous experiments in different companies at
different places.
Presentation by Dr. Darshan Subherwal
21. Nature of Management
• Principles are universally applicable:
– Scientific principles are universally applicable. For
example, two parts of hydrogen mixed with one part
of oxygen gives water and this is true if done
anywhere in the world.
However, management principles cannot be applied
universally and in the same way.
– Since management is related to man, its principles
are related to human behaviour, his culture, education
and life style and human behaviour varies from person
to person.
Therefore, universal applicability of science may not be
compatible with management principles.
Presentation by Dr. Darshan Subherwal
22. Nature of Management
Scientific principles are formulated on the
basis of observation and logic:
– Scientific principles are defined after logical
observation. Moreover, observation of scientists
will be hundred percent objective.
– But managers observe human beings and
observation of managers may not be cent percent
objective.
– Therefore this principle of science is also not
compatible with management principles.
Presentation by Dr. Darshan Subherwal
23. Nature of Management
• When scientific principles and management
principles are compared, we can conclude
that some of the features of Science are not
there, so management is not an exact
science. As management is related to man,
we can say, management is a social science.
Presentation by Dr. Darshan Subherwal
24. Nature of Management
• Management is an ART
A group of management scholars are of the view
that management is an art. So, lets
examine the features of art and see whether
they are compatible with the characteristics of
management.
Presentation by Dr. Darshan Subherwal
25. Nature of Management
• Theoretical knowledge is systematically
arranged in the field of Art
– The theoretical knowledge of art is systematically
arranged and documented in the books so that
people may get to know and learn various aspects
of art. For example, several books are a available
which give about different aspects of dance, music
or cooking.
– In management also several books have been
published giving knowledge about different
aspects of management. Thus, systematic
arrangement of theoretical knowledge is an
aspect common to both art and management.
Presentation by Dr. Darshan Subherwal
26. Nature of Management
• Individual Differences are significant in Art
– An artist becomes perfect in his work of art by
combining the knowledge he has gained with his
own inherent talents. For example, even though
different actors are trained by the same trainer,
some of them excel by adding their natural
talents.
– In management also, all managers learn same
theories and principles, but their efficiency
depends on how well they use these principles
under different situations by applying their own
personal creativity and skill. So, this feature of art
is also present in management.
Presentation by Dr. Darshan Subherwal
27. Nature of Management
• Regular Practice is the pre requisite for an Art
to be recognized :
– An artist gains perfection through constant
practice
– The managers become more perfect from their
experience they have gained from the different
circumstances. That means art and management
have this characteristics in common.
Conclusion: As management has all the features of
art in common, we can say that management is an
art.
Presentation by Dr. Darshan Subherwal
28. Nature of Management
• Management is both SCIENCE and ART
Management is a systematically arranged collection of
knowledge.
Management principles are gained through constant
research.
Art is a collection of theoretical knowledge.
Individual differences are important in art.
An artist gains perfection through constant practice.
We can conclude that,
As management is systematically arranged body of
knowledge, it is a science. As this collection of knowledge
is practically applied, it is also an art.
Presentation by Dr. Darshan Subherwal
29. Management as a Profession
• Profession means a paid occupation, especially one
that involves prolonged training and a formal
qualification.
• Occupation means engaging or occupying one’s
time to earn a livelihood.
• A profession has a certain basic set of knowledge
that acts as instruction and can be acquired by
practice.
• Earlier there were only 3 occupations considered as
profession:-Bishop, lawyers and doctors but in the
present era of specialization many occupations are
covered under the term profession.
Presentation by Dr. Darshan Subherwal
30. Management as a Profession
Features of a Profession
• Well-defined Body of knowledge: A profession
has a certain basic set of knowledge that acts
as instruction and can be acquired by practice.
• Restricted Entry: One cannot simply just enter
into a profession. Instead, there are some
eligibility criteria like an examination which
the person needs to pass in order to enter into
the professional domain.
Presentation by Dr. Darshan Subherwal
31. Management as a Profession
Features of a Profession
• Professional Association: Each profession is
affiliated to a body, council or association that
carries out function like regulating entries,
maintaining the code of conduct, grants
certificates and so on. For example, the Bar
Council of India controls the activities of all
lawyers. MCI, Medical Council of India…
• Ethical Code of Conduct: There are certain ethics
which the torchbearer of every profession has to
abide by. These guide the behaviour of the
members.
Presentation by Dr. Darshan Subherwal
32. Management as a Profession (Features….)
Features of a Profession
• Service Motive: The purpose of every
profession is to serve the clients. So, a
professional is required to provide committed
and dedicated services to fulfill or satisfy
client’s interests.
• Let us see whether Management contains
features of Profession
Presentation by Dr. Darshan Subherwal
33. Management as a Profession
• Substantial Body of accumulated Knowledge:
Management consists of well defined and
systematic knowledge, that is imparted to people
aiming to be a manager. This knowledge has
developed over time and is ever changing and
increasing.
• Compulsory acquisition of Management
Knowledge to pursue career as a manger: The
knowledge of management is taught at various
institutes, colleges and can also be acquired
through books and journals. For example, the IIM
is an institute for acquiring management
knowledge.
Presentation by Dr. Darshan Subherwal
34. Management as a Profession
• Restricted entry: Entry to any management role is
possible only for candidates with certain set entry
criteria. These criteria include educational
qualifications, experience, efficiency, knowledge of
specific software, etc.
• Code of conduct and associations: Management,
like any other profession, contains a code of
conduct and ethics that every manager has to
abide by. The presence of various management
associations is there, which regulates and certifies
managers for specific skills.
Presentation by Dr. Darshan Subherwal