This document provides an introduction and definitions of management. It discusses management as a universal activity that is goal-oriented, an intellectual process, and ongoing. The document outlines the functions of management including planning, organizing, staffing, directing, controlling and coordinating. It distinguishes between administration and management and discusses management as both an art and a science. The document describes the importance of management to organizations and the economy. Finally, it discusses the nature, need and importance of principles of management.
The document discusses various theories and concepts related to management and entrepreneurship. It covers classical management theories from Taylor, Fayol and the Hawthorne Studies. It also discusses modern management approaches like McGregor's Theory X and Theory Y, as well as the management science approach. A wide range of management functions, skills, styles and environmental factors are examined at different levels from individual to societal.
i made this slide for my presentation,it's about basic concept of Principal of Management.This Slide contain Definition of Management, Role of Management Principles, Functions of Management, Management Functions and Different Organization Levels,According to Henri Fayol fourteen Principles of Management, Managerial Skills and the Organization Hierarchy,Goal of all Managers,conclusion,
This document discusses the nature and significance of management. It defines management as the process of getting things done through others to achieve organizational goals effectively and efficiently. Management is characterized as being goal-oriented, all-pervasive, multi-dimensional, continuous, a group activity, dynamic, and intangible. The key functions of management are planning, organizing, staffing, directing, and controlling. Coordination is described as the essence of management, which involves synchronizing activities across departments to ensure planned objectives are met with minimum conflict. Management is explained as both an art and a science, applying theoretical principles while requiring creativity in implementation.
This document provides an overview of administration, management, and the key functions of management. It defines administration as organizing resources to achieve goals, and management as influencing behavior to achieve objectives through planning, organizing, leading, and controlling. The main functions of management are described as planning, organizing, staffing, directing, and controlling. Planning involves setting objectives and strategies, organizing is grouping and assigning activities, staffing covers selecting and developing employees, directing is getting work done, and controlling checks progress and corrects deviations.
Management involves coordinating and overseeing the work of other people so organizational goals can be accomplished efficiently and effectively. There are three levels of managers: first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. Managers perform four core functions: planning, organizing, leading, and controlling. They also take on roles like leader, liaison, and monitor. While management has aspects of both an art and science, it is increasingly being viewed as a science as managers rely more on data and experimentation.
Concept of Management - Important ConceptHanshul Arya
Management is the process of getting things
done through others with the help of some basic
activities like planning ,organizing ,directing ,
coordinating and controlling.
Please Like and Comment.
Your suggestions are welcome.
If require Presentation on any topic can contact me at Email ID- aryahanshul@gmail.com
The document discusses various theories and concepts related to management and entrepreneurship. It covers classical management theories from Taylor, Fayol and the Hawthorne Studies. It also discusses modern management approaches like McGregor's Theory X and Theory Y, as well as the management science approach. A wide range of management functions, skills, styles and environmental factors are examined at different levels from individual to societal.
i made this slide for my presentation,it's about basic concept of Principal of Management.This Slide contain Definition of Management, Role of Management Principles, Functions of Management, Management Functions and Different Organization Levels,According to Henri Fayol fourteen Principles of Management, Managerial Skills and the Organization Hierarchy,Goal of all Managers,conclusion,
This document discusses the nature and significance of management. It defines management as the process of getting things done through others to achieve organizational goals effectively and efficiently. Management is characterized as being goal-oriented, all-pervasive, multi-dimensional, continuous, a group activity, dynamic, and intangible. The key functions of management are planning, organizing, staffing, directing, and controlling. Coordination is described as the essence of management, which involves synchronizing activities across departments to ensure planned objectives are met with minimum conflict. Management is explained as both an art and a science, applying theoretical principles while requiring creativity in implementation.
This document provides an overview of administration, management, and the key functions of management. It defines administration as organizing resources to achieve goals, and management as influencing behavior to achieve objectives through planning, organizing, leading, and controlling. The main functions of management are described as planning, organizing, staffing, directing, and controlling. Planning involves setting objectives and strategies, organizing is grouping and assigning activities, staffing covers selecting and developing employees, directing is getting work done, and controlling checks progress and corrects deviations.
Management involves coordinating and overseeing the work of other people so organizational goals can be accomplished efficiently and effectively. There are three levels of managers: first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. Managers perform four core functions: planning, organizing, leading, and controlling. They also take on roles like leader, liaison, and monitor. While management has aspects of both an art and science, it is increasingly being viewed as a science as managers rely more on data and experimentation.
Concept of Management - Important ConceptHanshul Arya
Management is the process of getting things
done through others with the help of some basic
activities like planning ,organizing ,directing ,
coordinating and controlling.
Please Like and Comment.
Your suggestions are welcome.
If require Presentation on any topic can contact me at Email ID- aryahanshul@gmail.com
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
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.
FUNDAMENTALS OF MANAGEMENT ON ACCOUNTING - IFM2.pptxcharichamakori
Management involves planning, organizing, staffing, directing and controlling organizational resources to achieve goals. It is a universal process that occurs at multiple levels within organizations. Top-level managers focus on long-term strategy, middle managers implement plans tactically, and front-line managers oversee daily operations. Effective management requires both a scientific approach using data and a creative art involving communication and problem-solving skills. It is a professional discipline involving specialized knowledge acquired through formal education and training.
This document provides an introduction to management concepts. It defines management as the process of getting work done through people and discusses that management is both an art and a science. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It also discusses the different levels of management from top-level management to middle management to lower-level management. Finally, the document explores new trends in management such as professional management, disaster management, and total quality management.
This document provides an introduction to management concepts. It defines management as the process of getting work done through people and discusses that management is both an art and a science. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It also discusses the different levels of management from top-level management to middle management to lower-level management. Finally, the document explores new trends in management such as professional management, disaster management, and total quality management.
Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals. It is defined by experts like Fayol as forecasting, organizing, commanding, coordinating, and controlling. Management integrates resources into an effective operating unit through these functions. It is a continuous process that aims to balance effectiveness and efficiency through group effort while adapting to changes as an organization and environment are dynamic. Management has principles of both an art and a science, requiring specialized skills and knowledge. It is becoming a profession and is universally applicable in all organizations seeking to accomplish objectives through people and resources.
This document provides an overview of basic management principles and processes for school management. It defines management and lists its key features and importance. It outlines different management styles, levels of management (top, middle, low), and management functions. Principles of management are defined, and principles of school management and Henri Fayol's 14 principles are briefly introduced. The document serves as an introductory presentation on fundamental management concepts for schools.
Principles of Management-BBA-1-SEM-Unit-1 Osmania UniversityBalasri Kamarapu
This document provides an overview of principles of management. It discusses key topics such as the definition of management, nature of management, scope of management, management functions, managerial skills, levels of management, and functions of management including planning, organizing, staffing, directing, and controlling.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
This document provides an overview of management principles and organizational behavior theories. It defines management and discusses it as both an art and a science. The document outlines the functions of management including planning, organizing, leading, and controlling. It also discusses different management roles, skills needed by managers, and how the manager's job is changing with a focus on customers and innovation. Various approaches to management like scientific, human relations, and contingency approaches are introduced. The document also summarizes organizational behavior theories like Theory X and Theory Y that describe how employees may behave in organizations.
Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 I...MAHUA MUKHERJEE
This presentation includes - Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 Introduction
An depth study of the principles of Taylor, Fayol , Mayo and Weber
The document discusses key principles of management. It outlines Henri Fayol's 14 principles of management which include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps. It also discusses the basic functions of a manager as setting objectives, organizing, motivating teams, devising measurement systems, and developing people.
The document discusses management concepts including definitions of management, managerial skills, management levels, functions of management, and the roles and responsibilities of a manager. It provides definitions of management from Koontz, Taylor, and Sisk. It describes the three main managerial skills as technical, human, and conceptual skills. It outlines the functions of management as planning, organizing, staffing, directing, and controlling. Finally, it discusses the tasks of a professional manager such as planning work, effective communication, coordination, and gaining employee cooperation.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
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.
The document provides an overview of classical management theory and scientific management. [1] Classical management theory focused on finding the "one best way" to perform tasks and manage in factories during the Industrial Revolution. [2] Scientific management, developed by Frederick Taylor, sought to increase productivity through greater efficiency, defined roles, and use of scientific methods to determine best practices. It separated planning from doing and emphasized standards, training, and incentives.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
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.
FUNDAMENTALS OF MANAGEMENT ON ACCOUNTING - IFM2.pptxcharichamakori
Management involves planning, organizing, staffing, directing and controlling organizational resources to achieve goals. It is a universal process that occurs at multiple levels within organizations. Top-level managers focus on long-term strategy, middle managers implement plans tactically, and front-line managers oversee daily operations. Effective management requires both a scientific approach using data and a creative art involving communication and problem-solving skills. It is a professional discipline involving specialized knowledge acquired through formal education and training.
This document provides an introduction to management concepts. It defines management as the process of getting work done through people and discusses that management is both an art and a science. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It also discusses the different levels of management from top-level management to middle management to lower-level management. Finally, the document explores new trends in management such as professional management, disaster management, and total quality management.
This document provides an introduction to management concepts. It defines management as the process of getting work done through people and discusses that management is both an art and a science. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It also discusses the different levels of management from top-level management to middle management to lower-level management. Finally, the document explores new trends in management such as professional management, disaster management, and total quality management.
Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals. It is defined by experts like Fayol as forecasting, organizing, commanding, coordinating, and controlling. Management integrates resources into an effective operating unit through these functions. It is a continuous process that aims to balance effectiveness and efficiency through group effort while adapting to changes as an organization and environment are dynamic. Management has principles of both an art and a science, requiring specialized skills and knowledge. It is becoming a profession and is universally applicable in all organizations seeking to accomplish objectives through people and resources.
This document provides an overview of basic management principles and processes for school management. It defines management and lists its key features and importance. It outlines different management styles, levels of management (top, middle, low), and management functions. Principles of management are defined, and principles of school management and Henri Fayol's 14 principles are briefly introduced. The document serves as an introductory presentation on fundamental management concepts for schools.
Principles of Management-BBA-1-SEM-Unit-1 Osmania UniversityBalasri Kamarapu
This document provides an overview of principles of management. It discusses key topics such as the definition of management, nature of management, scope of management, management functions, managerial skills, levels of management, and functions of management including planning, organizing, staffing, directing, and controlling.
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
This document provides an overview of management principles and organizational behavior theories. It defines management and discusses it as both an art and a science. The document outlines the functions of management including planning, organizing, leading, and controlling. It also discusses different management roles, skills needed by managers, and how the manager's job is changing with a focus on customers and innovation. Various approaches to management like scientific, human relations, and contingency approaches are introduced. The document also summarizes organizational behavior theories like Theory X and Theory Y that describe how employees may behave in organizations.
Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 I...MAHUA MUKHERJEE
This presentation includes - Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 Introduction
An depth study of the principles of Taylor, Fayol , Mayo and Weber
The document discusses key principles of management. It outlines Henri Fayol's 14 principles of management which include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps. It also discusses the basic functions of a manager as setting objectives, organizing, motivating teams, devising measurement systems, and developing people.
The document discusses management concepts including definitions of management, managerial skills, management levels, functions of management, and the roles and responsibilities of a manager. It provides definitions of management from Koontz, Taylor, and Sisk. It describes the three main managerial skills as technical, human, and conceptual skills. It outlines the functions of management as planning, organizing, staffing, directing, and controlling. Finally, it discusses the tasks of a professional manager such as planning work, effective communication, coordination, and gaining employee cooperation.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
The document discusses the key functions of management including planning, organizing, staffing, directing and controlling. It provides definitions for each function and outlines their importance and processes. Planning involves setting objectives, identifying alternatives and selecting the best course of action. Organizing includes dividing work, grouping activities, assigning duties and establishing reporting relationships. Staffing covers recruitment, selection, training and performance appraisal to ensure the right people are in the right jobs. Directing consists of supervision, motivation, leadership and communication to guide employees.
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.
The document provides an overview of classical management theory and scientific management. [1] Classical management theory focused on finding the "one best way" to perform tasks and manage in factories during the Industrial Revolution. [2] Scientific management, developed by Frederick Taylor, sought to increase productivity through greater efficiency, defined roles, and use of scientific methods to determine best practices. It separated planning from doing and emphasized standards, training, and incentives.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
Similar to PRINCIPLES OF MANAGEMENT - Intro.pptx (20)
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
PRINCIPLES OF MANAGEMENT - Intro.pptx
1. PRINCIPLES OF
MANAGEMENT
UNIT - I
R.RAJARAJESHWARI
ASSISTANT PROFESSOR
DEPARTMENT OF COMMERCE(HONS.)
ETHIRAJ COLLEGE FOR WOMEN
2. INTRODUCTION & DEFINITION
It is common knowledge that a single individual cannot do all work by himself. The work is always
shared with others. Management is basically concerned with the performance of planning, organizing,
directing, co-ordinating and controlling the activities.
“Management is the art of getting things done through people” – Mary Parker Follet.
“To manage is to forecast and plan, to organize, to command, to co-ordinate, and to control – Henry Fayol.
“Management is the art of knowing exactly what you want your men to do and then seeing that they do it in the
best and the cheapest way” – F.W.Taylor
“Management is the creation and maintenance of an internal environment in an enterprise where individuals,
working in groups, can perform efficiently and effectively towards attainment of group goals. It is the art of getting
the work done through and with people in formally organized groups” – Koontz and O’Donnel.
3. UNIVERSAL ACTIVITY
• It has relevance not only in business but also in household work, in army, in
government activities and so on
GOAL ORIENTED
• Focuses attention on the attainment of specific objectives
INTELLECTUAL ACTIVITY
• Requires application of mind and intelligence, every work needs to be properly
planned and executed.
PROCESS
• Consists of various stages/functions. Each of these functions will have to be done in
the sequential order.
INTEGRATED APPROACH
• The goal of an individual employee and that of his organisation much be integrated.
Multidisciplinary
• Engineering, sociology, psychology, economics, anthropology, etc..
4. ONGOING ACTIVITY
• It is a continuous activity, will exist as long as there are human activities
SOCIAL PROCESS
• Deals with behaviour of individuals and groups, works as a team.
INTANGIBLE
• Management is invisible and cannot be seen, but it can be felt.
PROFESSION
• Provides consultancy services to businessmen upon his area of specialisation.
FACTOR OF PRODUCTION
• Considered as a prominent factor to combine and coordinate all other available
resources.
Art as well as Science
• Theoretical knowledge involving practical application
5. DISTINCTION BETWEEN ADMINISTRATION
AND MANAGEMENT
ADMINISTRATION
Determinative function – all Policy decision are made.
Administrators are owners of the concern
Top-level function
Concentrates on results like Profitability, Future
prospects, etc
Do not take part in daily activities
Decisions are influenced by external factors like govt.
regulations, capital available…
Permanent Body – no major changes takes place
Concerned with planning and controlling function
Requires conceptual and human skills
MANAGEMENT
Executive function – implementation of the policies.
Managers are paid employees of the concern
Middle or Lower level function
Concentrates on the attainment of gaols set by the
administration.
Responsible for daily activities
Decisions are influenced by opinions, values and beliefs,
past happenings
Non-static body – many change, resign or removed.
Concerned with Directing and controlling function
Requires technical and human skills.
6. MANAGEMENT AS AN
ART
Applies principles,
techniques and
knowledge to address
the issues arising
Practical application
Manager applies his
own approach towards
problems depending
on his perception
Personal skills
Thinks innovatively &
foresightedly to tackle
peculiar challenges
Creative use
The success of a
manager is measured
by his success leading
to realisation of goals
Result-oriented
Applies knowledge
regularly in positive
and negative situations
Regular practice
Acts on best judgement
with past experience &
perception in many
contexts
Individual judgement
7. MANAGEMENT AS A
SCIENE
well defined
concepts, principles
and techniques
Systematic body
Based on observation,
experiments and
research
Scientific method
Organised knowledge
can be codified and
transferred
Knowledge tansferebility
Establishes
relationship among
various factors
Cause & effect
relationship
Validity is tested and
realizable based on
predictions
Validity of principles
8. MANAGEMENT AS A
PROFESSION
Concepts and Principles
interdependent with
other disciplines
Body of knowledge
Prescribed code of
conduct to be followed by
managers
Ethical code
Imparted by
management
institutions and
universities
Formal training
Renders social obligation
to employees and
society
Service motive
Recognized apex
body to promote the
interest & values
Representativebody
Observes norms and
observe self control
Self Discipline
9. IMPORTANCE OF MANAGEMENT TO THE
ORGANISATION
GOAL ACCOMPLISHMENT : All establishments are goal driven. Managers drive the organization
towards goals.
REOURCES MOBILIZATION : Enables the organisation to assemble men, money, material and
technology grouping them on a logical basis, determining a structure to execute work.
SYSTEMATIC APPROACH: Meticulous planning avoids chaos in the organization to frame policies,
procedures, rules, budgets and schedules.
DIVISION OF WORK : The process of departmentation is followed to divide work among various
specialisation facilities.
ENGAGEMENT OF RIGHT PERSON : Staffing enables an organization to identify and persuade the
potential candidates to apply , thus filter out the right personnel for the right job.
HUMAN RESOURCES DEVELOPMENT : Employees are exposed to the latest development in their
respective fields and skill competence.
MOTIVATION OF EMPLOYEES : The morale and motivation of employees are kept high by providing
various monetary and non-monetary incentives.
10. IMPORTANCE OF MANAGEMENT TO THE
ORGANISATION
COMMUNICATION : The flow of communication goes horizontally, vertically and
diagonally so as to elicit right action to accomplish the goals of the organization.
LEADERSHIP : Managers across the levels influence the subordinates through
active leadership qualities to accomplish the targets.
CONTROL FUNCTION ; Verifies whether all actions and operations aimed at goals
are proceeding as per the planned schedule. If there is any shortfall in the
performance, corrective action are taken.
INTEGRATION OF DIVERSE FUNCTION : Mobilises the divergent functional
performance and systematically directs it towards the overall goals of the
organisation.
11. IMPORTANCE OF MANAGEMENT TO THE
ECONOMY
EFFICIENT UTILIZATION OF RESOURCES : Resources available in the economy are
effectively and efficiently harnessed by the application of management concepts.
WEALTH CREATION : Managers create tangible wealth for the nation in the form of
goals, services and other resources.
HEALTHY COMPETITION : Application of management concepts aid in
professionalizing the operations of business enterprise and it promotes healthy
competition among them thereby benefitting the final consumers.
STANDARD OF LIVING : Facilitates saving in material and labour cost. This make
product cost effective which ultimately improves the standard of living of the
people.
13. • Corporate plan
• Objectives
• Design organisation structure
• Formulating strategies
• Coordinating various departments
• Decisions on mergers, acquisitions, expansion,
modernization, etc
• Appointment of Heads of functional
departments
• Investment decisions
• Distribution of profit TOP LEVEL
• Command of the entire department
• Accountable for the performance
• Coordinates and controls different segments
• Gives detailed instructions regarding job
performance to middle level management
INTERMEDIATE LEVEL
• Interpreting plans, polices and regulations
devised by top management
• Monitoring and controlling
• Training the operating manager
• Prescribing rules and regulations to be
followed by operating managers
• To motivate supervisory personeel
MIDDLE LEVEL
• Getting the work executed by the operatives
• Scheduling the work
• Giving detailed instructions and assigning work to the
workers on daily basis
• Ensuring adherence to quality standards
• Transmitting workers grievances to upper level management
• Maintaining team spirit among the workers
OPERATING/LOWER LEVEL
14. FUNCTIONS/PROCESS OF MANAGEMENT
- NATURE
• The entire management process is regarded as a social process as the success of all
organizational efforts depends upon the willing co-operation of people. Managers
guide, direct, influence and control the actions of others to achieve stated goals.
SOCIAL PROCESS
• Management functions are universal in the sense that a manager has to perform them
irrespective of the size and nature of the organization. Each manager performs the
same functions regardless of his rank or position in the organization.
UNIVERSAL
• The process of management is on-going and continuous. Managers continuously take
up one or the other function. Management cycle is repeated over and over again
CONTINUOUS
• Managerial functions are contained within each other the performance of the next
function does not start only when the earlier function is finished. Various functions are
taken together. So all functions can be thought of as sub-functions of each other.
ITERATIVE
• There cannot be any sequence which can be strictly followed for performing various
functions. Any function may be taken up first or many functions may be taken up at
the same time.
COMPOSITE
15. PLANNING
Planning is the first and foremost function of the management. All other functions are
based on planning. Manager has to determine in advance what is to be done, when it is
to be done and how it is to be done. It is a process of determining objectives,
discovering alternative courses of action and selecting an appropriate course of action
for accomplishing goals. It is an ongoing process, a pervasive function done at all
levels of management.
Planning involves the following activities :
Determination of objectives for the organisation
Formulation of policies, budgets, programmes and schedules.
Formulation of plans of action both strategic and operationsl
Forecasting
Decision making
16. ORGANIZING
The term organizing refers to assembling men, money, material and technology
together. It is a process of establishing harmonious relationship among the members
of an organisation and the creation of network of relationship among them.
Organizing involves the following activities:
Determining the total activities of business essential to accomplish organizational
objectives.
Diving and sub dividing the activities into identifiable groups
Grouping of activities of similar nature in terms of departments/sections/units.
Delegation of authority to respective departments
Co-ordinating the functions of different departments for accomplishing the overall
goals.
17. STAFFING
Once the plans and the structure of the organisation has been designed, managers seek to fill up the
slots with suitable manpower. Work will be assigned to employees who are given authority to carry out
the work and made accountable for it.
Staffing involves the following activities :
Determination of manpower requirements
Arranging to identify eligible candidates and persuading them to apply for vacancies.
Selecting suitable candidates
Formulating HR policies for governing manpower
Periodical training and evaluation of a manpower and their development
Compensating with incentives, transfer, promotions or disciplinary actions
Installing grievance redressal mechanism
Maintaining overall wellbeing of the employees and career development
18. DIRECTING
Directing denotes motivating, leading, guiding and communicating with subordinates on an
ongoing basis in order to accomplish pre-set goals. Employees are kept informed of all necessary
matter by circulars, instructions, manuals, meetings, participative mechanism etc
The process of directing involves the following :
Issuing orders and instructions regarding the work to be performed.
Guiding, counselling, mentoring and educating the employees
Supervising the work of employees on a regular basis.
Maintaining discipline among employees and rewarding those who perform their jobs efficiently.
Motivating the employees and inspiring subordinates to follow the orders and instructions.
Providing effective leadership to employees.
19. CONTROLLING
The process of controlling is the final function carried out. It is performed to evaluate the
performance of employees and deciding increments and promotion decisions. It is the control
function which facilitates synchronisation of actual performance with predetermined standards.
Controlling function involves the following :
Fixing performance standards for subordinates
Measuring the actual performance in the light of standards
Comparing the actual performance with standards
Finding out the causes for deviation and anlayzing them
Undertaking corrective measures in order to bring actual performance to the standards set.
Various devices like accounting, auditing, management information system, cost control and
financial tools are also used for control purpose.
20. CO-ORDINATION
Coordination is the process of synchronising the diverse functions of domains and
securing unity of action. It is a conscious and rational process of pulling together
various department of an organization and unifying them into a team to accomplish
the goals in an effective manner.
The process of coordination involves the following :
It is the basis responsibility of management
The purpose is to secure uniformity of action
It is an ongoing process
It is imperative in group effort.
It is secured through committees, communications, co-operation, goal setting, liason
officer, harmonized policies and authority structure.
21. PRINCIPLES OF MANAGEMENT - NATURE
Universal Applicability: The principles of management are also universal in nature. All business (industrial
etc.) and non-business organisations (educational institutions, government
playgrounds, agricultural farms, army, clubs and other social organisations), in
achieve their objectives have to apply more or less the same principles
General Guidelines: The principles of management are not definite. They are of the nature of general
guidelines, and they cannot be applied strictly.
Formed by Practice and
Experimentation:
Principles of management are the results of various problems faced by the professional
people. First of all problems appeared and then through careful research work solutions
were found.
Flexibility: As and when political, economic and social changes take place, new kinds of problems
arise. Therefore, the principles of management are dynamic in nature and cannot be
called stagnant or fixed.
22. PRINCIPLES OF MANAGEMENT - NATURE
Mainly Behavioural directly concerned with human behaviour. The
management activity is mainly concerned with
management of man, who is a social animal having his
own nature, desires and expectations which cannot be
repressed or eliminated.
Contingent: The principles of management are not fixed or permanent.
They are affected by situations or circumstances.
Therefore, the decision to implement them or not is taken
according to the situations or circumstances.
Relationship between Cause and Effect: They specify what the ultimate outcome will be if in a
particular situation, work is done in a particular manner.
23. PRINCIPLES OF MANAGEMENT –
NEED/IMPORTANCE
(1) Providing managers with useful insight into reality:
Management principles act as guidelines for the managers. These principles improve knowledge, ability and
understanding of managers under various managerial situations.
(2) Optimum utilisation of resources:
The management principles insist on planned activities and systematic organisation of men and materials in the
organisation. Principles are designed to get maximum benefits from the human efforts and other resources.
(3) Scientific decisions:
Managers have to take number of decisions every day. So they need to assess the resources of organisations very carefully
so that the appropriate decision can be taken by using the available resources in best possible manner. The management
principles enable the managers to approach various problems systematically and scientifically.
(4) Meeting changing environment requirement:
Every businessman has to make changes in the organisation according to changes taking place in the business
environment. Management principles train the managers in implementing the changes in right direction and at right level
in the organisation.
24. PRINCIPLES OF MANAGEMENT –
NEED/IMPORTANCE
(5) Effective administration:
Administration is the function of top level management. In this function major plans and policies are formed. The
management principles act as guidelines and base to form various administrative policies to have systematic
working in the organisation. Management principles make administration more effective by discouraging personal
prejudices and biases.
(6) Fulfilling Social responsibilities:
A business is creation of society and makes use of resources of society so it must do something for society also by
performing some social responsibilities. Management principles not only act as guidelines for achieving
organisational objectives but these principles also guide the managers to perform social responsibilities.
(7) Management Training, Education and Research
The management principles stress on scientific judgements and logical thinking. As a result these principles act as
base of doing research and development in management studies. As these principles provide organised body of
knowledge to perform research work and generate more and more knowledge, they have provided new ideas,
imagination and base for research and development.
25. • Total work to be divided into small parts, each entrusted to a particular individual. As individual
performs only a particular activity, he becomes a specialist in due course.
DIVISION OF
WORK
• Authority is the official right of a manager. Responsibility is the obligation on the part of a
subordinate to account for the work done by him. Authority can be delegated. Responsibility
remains intact with each person. Responsibility without authority will be ineffective. On the
other hand authority without responsibility may lead to misuse of authority
AUTHORITY &
REPONSIBILITY
• Employees should adhere to the agreement reached with the employer by being obedient and
engaging in the task assigned fully. Discipline can be enforced by leaders who practice it.
DISCIPLINE
• An employee should receive orders from one superior only and is accountable to him alone.
Dual command is a perpetual source of conflict. It will undermine authority, endanger discipline.
UNITY OF
COMMAND
PRINCIPLES OF MANAGEMENT – HENRY FAYOL
26. • Each group of activity having the same objective should have one head and one plan. The
efforts of all the members of a department must be directed towards the attainment of that
departmental target.
UNITY OF DIRECTION
• The interest of the organisation if often ignored in favour of individual interest. When there is
such a conflict, the organisational interest must be made to prevail by constant supervision, fair
agreement, firmness and supervisors as role models
SUBORDINATION OF
INDIVIDUAL INTEREST TO
GROUP INTEREST
• Remuneration payable to the employees must be fair and should give maximum satisfaction to
both employees and the employers. Factors such as cost of living, availability of personnel, the
financial position of the business will influence remuneration.
REMUNERATION OF
PERSONNEL
• Concentration of authority at a particular place is centralisation and dispersal of authority in
different place is Decentralisation. Degree of centralisation will vary from organisation to
organisation. Small concerns generally prefer Centralised setup as the orders if the superiors
can be directly conveyed to the subordinates.
CENTRALISATION
• It is the chain of superiors ranging from the highest to the lowest level in the organisation.
Every communication should follow the prescribed line of authority.
SCALAR CHAIN
27. • Material order – A place for everything in its place(necessary to avoid material losses)
• Social order – A place for everyone in his place(Selection of right man for the right job)
ORDER
• Ensures fairness, kindness and justice in the treatment of employees by their managers. The
managers shall be impartial in their dealings with their subordinates. It promotes cordial
relationship between workers and management
EQUITY
• Employee shall not be unnecessarily shifted from one job to another. He should be given
enough opportunity to learn every aspect of his work. Only then he will become an expert in his
line of work.
STABILITY OF TENURE
OF PERSONNEL
• An employee who has the freedom to think and act in an organisation will show greater
interest in his work and will lead to a higher level of job satisfaction.
INITIATIVE
• Team work and co-operation among the members of an organisation are essential for its
success. Informal relationships among the employees should be encouraged. The employees
should also have the conviction that the management is really interested in their welfare.
ESPIRIT DE CORPS
29. MANAGERIAL SKILLS - EXPLAINED
TECHNICAL
Ability to grasp things in quick time
Proficiency in using various
methods, procedures and
techniques
Knowledge of sequence of
procedures to be followed in a work
Ability to operate computer and
updated technology
It can be acquired through formal
education
HUMAN RELATIONS
Motivating, counselling and
facilitating team building
Understanding the behaviour of the
employees
Knowledge of factors influencing
human behaviour at work
Providing effective leadership
Building team spirit among the
employees
Maintaining rapport with employees
CONCEPTUAL
Ability to develop a holistic view
about the organisation
knowledge of interdependence of
work
Analytical and decision making skills
Scanning the environmental
dynamics and unearthing
opportunities
Making SWOT analysis
Determining overall objectives of an
organisation
30. MANAGERIAL SKILLS - EXPLAINED
ANALYTICAL
Studying a problem in a systematic way
Collecting information on various aspects
Establishing and describing relationship
among the variables
Breaking a problem into number of
components and getting an insight
ADMINISTRATIVE
Ability to coordinate the activities of
various departments
Seeking effective use of utilization of
allocated resources in the light of ground
reality
Examining work on practical situations
31. INTERPERSONAL ROLE
FIGURE HEAD Doing ceremonial duties like
receiving visitors
Signing documents
Delivering speeches at social
gatherings
LEADERSHIP ROLE Motivating subordinates and
directing them towards goal
accomplishment
LIASON ROLE Integrating organisation internally
and externally
Integrating individuals with the
organisation vertically and
horizontally
Integrating the organisation with its
environment to assess the level of
competition, magnitude of social
change, impact of government
policies and legislative enactments.
MANAGERIAL ROLES - EXPLAINED
INFORMATIONAL ROLE
MONITORING Receiving from several sources to
obtain thorough knowledge about
environment influencing
organisation
DISSEMINATOR Transmitting information collected
from different sources to other
members of the organisation
SPOKESPERSON Representing organisation to the
outside world and explaining
goals, policies, programmes and
results of certain actions
32. DECISIONAL ROLE
ENTREPRENEURS Whenever opportunities manifest, he initiates action for
capitalizing it
Absorbing changes or bring in changes into the organisation
through environmental scanning
Conducting viability study, organising strategy meeting with
the project manage and R&D personnel
TROUBLE SHOOTER Intervening whenever unexpected events unfold like strike,
grievances, cash flow shortage, accident etc.
RESOURCE PERSON Deciding the priorities of organisational activities and
allocating resources to those activities.
NEGOTIATOR Representing an organisation in negotiating deals within the
organisation and also with external agencies like suppliers,
contractors, banks and the like.