2. Content
• Management: Unit 1
• Management: Concepts, Nature, Scope, and significance,
Management Functions.
• Principles of Management,
• Roles and Skills of a manager,
• Levels of Management
4. Content
• Concept of Management ( Meaning
and Definitions)
• Nature
• Scope
• Significance/Importance
• Management functions
• Principles of Management
• Roles and skills of a Manager
• Level of Management
5. What is Management
• The managers achieve organizational objectives by getting work done from others
and not performing in the tasks themselves. Management is an art and science of
getting work done through people. It is the process of giving direction and
controlling the various activities of the people to achieve the objectives of an
organization.
• According to Mary Parker Follett, “Management is the art of getting things done
through people.”
• Harold Koontz defined as, It is the art of creating an environment in which
people can perform and individuals could cooperate towards attaining of group
goals.”
6. CONCEPT
• Management can be defined as a process of getting things done with
the aim of achieving goals effectively and efficiently. Some important
terms in this definition are:
1.Process: Process means the primary functions or activities that
management performs to get things done. These functions are
planning, organizing, staffing, directing and controlling.
2.Effectiveness: Effectiveness is concerned with the end result. It
basically means finishing the given task. Thus Effectiveness in
management is concerned with doing the right task, completing
activities and achieving goals
3.Efficient: Efficiency means doing the task correctly and with minimum
cost. Management is concerned with the efficient use of input resources
which ultimately reduce costs and lead to higher profits.
7. The term Management is used in several context it has different meaning to different
people.
CONCEPT OF
MANAGEMENT
Discipline
AS PROCESS
Noun
Management has three different Meanings:
• Management as a Noun
• Management as a Process
• Management as a Discipline
8. Other different concepts of Management
management as
economic
resource
management as
a system of
authority
management as
a class or alight
management as
a career
9. Different definitions of management
•Productivity or efficiency oriented definition
•People oriented definition
•Decision-making and leadership oriented,
•Definitions result and goal oriented
•Functional or process oriented definition
10. 1.Productivity or efficiency oriented definition of management
FW Taylor father of scientific management defines management has a heart of knowing what you want to
do and then see that is done in the best and the cheapest way. He asserted that management consist of
75% of analyses and 25% of common sense
William F glueck has define management as the effective utilization of human and material resources to
achieve the objectives of the organization.
2.People oriented definition of management.
Lawrence defines management is a personal administration management is the development of people
and not the direction of things.
11. 3.Decision-making and leadership oriented,
Davies has defined management is the function of executive leadership, anywhere, Professor
clough states that management is the art and science of decision-making and leadership
Rose, morre states management as decision making.
Stanley vance define Management as a simple process of decision making and control over the
action of human beings. For the express purpose of attaining predetermined goals.
12. 4.Result and goal oriented definition
Mary Parker defines management is
an art of getting things done
through people.
Lawrence appley states that
management is the accomplishment
of result through the efforts of other
people.
13. Henry Fayol states that
Management is a process of functions to manage is to forecast and to plan to organize to command to coordinate and to control
George R Terry defines Management as a distinct process consisting of planning organising staffing and controlling utilizing Is both science and
art and followed in order to accomplish predetermined objectives
5. Functional or process oriented definitions.
Delton define management as a dynamic activity and a continuous process that is ongoing in
nature and also states that developing people is the basic function and identity of a manager
14. Basic functions of Management:
• Planning,
• Organizing,
• Staffing,
• Directing and
• Controlling
Dynamic functions of Management,
• Decision making
• Coordinating
• Innovation,
• Representation,
• Administration
• Entrepreneurship
15. Dynamic functions of Management
• 1. The decision-making function of management involves identifying
problems, gathering relevant information, analyzing alternatives,
evaluating options, making choices, and implementing the selected
course of action. This process helps managers solve organizational
challenges, set objectives, allocate resources, and achieve goals
efficiently. Effective decision-making relies on data-driven analysis,
critical thinking, and considering both short-term and long-term
consequences. It is a crucial aspect of successful management, as
decisions impact the overall performance and success of the
organization.
16. • 2. The innovation function of management focuses on fostering creativity and generating new
ideas within an organization. It involves encouraging employees to think outside the box,
promoting a culture of experimentation, and embracing change to stay competitive in the market.
Managers play a pivotal role in supporting innovation by providing resources, removing barriers,
and rewarding innovative efforts. This function aims to identify opportunities for improvement,
develop new products or services, and enhance processes, driving the organization's growth and
adaptability in a dynamic business environment.
• 3. The coordinating function of management involves integrating and harmonizing the
efforts of different individuals and departments within an organization. It ensures that all
activities and tasks are aligned towards achieving common goals, and that resources are
utilized efficiently to avoid conflicts or duplication of efforts. Coordinating fosters effective
communication, collaboration, and synergy among teams, leading to improved
productivity and organizational effectiveness.
•
4.The representation function of management involves serving as the voice and face of
the organization to external stakeholders such as investors, customers, suppliers,
government authorities, and the public. Managers represent the organization in various
contexts, including business negotiations, meetings, conferences, and public events. They
articulate the organization's vision, values, and goals, and act as ambassadors to build
and maintain positive relationships with key stakeholders. Effective representation helps
enhance the organization's reputation, credibility, and influence in the industry and wider
community.
17. • 5.The administration function of management involves overseeing and
coordinating the day-to-day operations and activities of the organization.
Administrators ensure that plans and policies set by higher management
are implemented effectively throughout the organization. They handle
routine tasks, manage resources, allocate responsibilities, and supervise
staff to ensure smooth functioning and efficiency. Effective administration
helps maintain discipline, order, and adherence to organizational
procedures, contributing to the achievement of overall goals and
objectives.
• 6.The entrepreneurship function of management involves identifying
opportunities, taking risks, and creating new ventures or initiatives within
an organization. Entrepreneurs within a management role are innovative,
creative, and proactive in exploring new markets, products, or services.
They exhibit a willingness to embrace uncertainty and drive change,
seeking to achieve growth and success for the organization.
Entrepreneurial managers foster a culture of innovation and continuous
improvement, contributing to the organization's adaptability and
competitive advantage
18. Nature of Management
• Universal Process: Wherever there exists human pursuit, there exists management. Without
effective management, the intentions of the organization cannot be accomplished.
• The factor of Production: Equipped and experienced managers are necessary for the
utilization of funds and labour.
• Goal-Oriented: The most significant aim of all management pursuit is to achieve the purposes
of a firm. The aims must be practical and reachable.
• Supreme in Thought and Action: Managers set achievable goals and then direct execution
on all aspects to achieve them. For this, they need complete assistance from middle and lower
degrees of management.
19. • The system of authority: Well-defined principles of regulation, the regulation of
proper power and efficiency at all degrees of decision-making. This is important so
that each self must perform what is required from him or her and to whom he must
report.
• Profession: Managers require to control managerial expertise and education, and
have to adhere to a verified law and stay informed of their human and social
responsibilities.
• Process: The management method incorporates a range of activities or services
directed towards an object
20. Scope of management
The field of management
is constantly expanding
management is not
confined merely to
business field in fact it has
expanded to non-business
areas also define the
scope of the management
very well.
21. SCOPE OF MANAGEMENT
Task and activities
of management
Roles played by
managers
functional areas
of management
nonbusiness
areas of
management
universal
principles
interdisciplinary
approach
social institution
22. • Task and activities of the management
• Planning organizing directing coordinating and controlling are the main functions
of management there are various dynamic functions like innovation
entrepreneurship representation creativity public relation are also part of the
managers job although the importance attached to each one may vary at different
times and in different places.
23. • Role played by the managers
• Role played based on their authority status and rank manager act as a figurehead
leader and lysin officer in organisation managers has to perform the role of decision
making, entrepreneur, disturbance handler, resource locator and negotiator other
than that informational roles by monitoring and giving information
24. • Functional areas of management
• The functional areas of management our production management, financial
management, development management, distribution management,
transport management, purchasing management, maintenance
management, personal management, office management
• In addition to these materials purchase,wholesale and retail export and
import and also emerging as an important functional areas of management
25. • Non business areas of management
• Management is not confined to a fat factory or a business the non-
business areas of management include educational management,
medical management, defence management, the management of
public utilities and the management of science and technology
management is a kind of art and science that we need in schools and
families and sports teams in hospitals and social institution
26. • Universal principles
• Its principles are of universal application
• We need concepts of management to deal with situations in life
whether at home or at society or business.
• Interdisciplinary approach
• Comprises of knowledge of all other subjects that contributes to its
utility
• Sociology, psychology, economics and maths
• Adapt the knowledge , idea and information from different subjects
• Social institution
• Not only an economic entity but also has some values and roles
towards the society with the aim of social awareness
27.
28.
29. Importance of Management
1. It helps in Achieving Group Goals - It arranges the factors of production, assembles and
organizes the resources, integrates the resources in effective manner to achieve goals.It
achievement of pre-determined goals. By defining objective of organization clearly there
and effort. Management converts disorganized resources of men, machines, money etc. into
resources are coordinated, directed and controlled in such a manner that enterprise work
30. 2. Optimum Utilization of Resources - Management utilizes
all the physical & human resources productively.
• This leads to efficacy in management.
• Management provides maximum utilization of scarce
its best possible alternate use in industry from out of
• It makes use of experts, professional and these services
skills, knowledge, and proper utilization and avoids
• If employees and machines are producing its maximum
employment of any resources.
31. 3. Reduces Costs - It gets maximum results through
minimum input by proper planning and by using minimum
maximum output.
• Management uses physical, human and financial resources
which results in best combination.
• This helps in cost reduction.
32. 4. Establishes Sound Organization - No overlapping of efforts
(smooth and coordinated functions).
• To establish sound organizational structure is one of the objective
in tune with objective of organization and for fulfilment of this, it
authority & responsibility relationship i.e. who is accountable to
instructions to whom, who are superiors & who are subordinates.
• Management fills up various positions with right persons, having
qualification. All jobs should be cleared to everyone.
33. 5. Establishes Equilibrium - It enables the organization to survive in
changing environment.
• It keeps in touch with the changing environment.
• With the change is external environment, the initial co-ordination
changed. So it adapts organization to changing demand of
societies.
• It is responsible for growth and survival of organization.
34. 6. Essentials for Prosperity of Society - Efficient
management leads to better economical production which
increase the welfare of people.
• Good management makes a difficult task easier by
scarce resource.
• It improves standard of living. It increases the profit
business and society will get maximum output at
employment opportunities which generate income in
• Organization comes with new products and researches
39. Planning
• It bridges the gap from where we are & where we want to be”.
• A plan is a future course of actions.
• It is an exercise in problem solving & decision making.
• Planning is determination of courses of action to achieve desired goals.
• Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is
necessary to ensure proper utilization of human & non-human resources.
• Pervasive function and an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.
40. • The planning function of management involves setting objectives,
determining the course of action, and developing strategies to achieve
organizational goals effectively. It encompasses analyzing the current
situation, forecasting future trends, and formulating action plans to
guide the organization's activities.
• For example, a retail company's planning process may involve setting
a sales target for the upcoming year, analyzing market trends, and
identifying potential growth opportunities. Based on this analysis, the
company may decide to expand its product offerings, launch
promotional campaigns, and improve customer service to reach its
sales goal.
• Effective planning helps organizations allocate resources efficiently,
anticipate challenges, and adapt to changing market conditions,
ensuring they stay competitive and achieve sustainable growth. It
provides a roadmap for decision-making and enables the organization
to align its efforts toward a common purpose.
41.
42.
43. Organizing: It is the process of bringing together physical, financial and
human resources developing productive relationship amongst them for
achievement of organizational goals.
According to Henry Fayol, “To organize a business is to provide it with
everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”.
To organize a business involves determining & providing human and
44. Organizing as a process involves:
o Identification of activities.
o Classification of grouping of activities.
o Assignment of duties.
o Delegation of authority and creation of responsibility.
o Coordinating authority and responsibility relationships.
45. • The organizing function of management involves structuring and
arranging resources, people, and tasks to achieve the organization's
objectives efficiently. It includes designing roles, establishing reporting
relationships, and coordinating activities within the organization.
• For example, in a software development company, the organizing
function involves dividing tasks among teams based on expertise,
assigning project managers to oversee progress, and creating
communication channels for efficient collaboration. Each team is
responsible for specific aspects of the project, and the project manager
ensures coordination among teams and timely completion of milestones.
• Effective organizing streamlines workflows, minimizes duplication of
efforts, and fosters a cohesive work environment, leading to increased
productivity and better utilization of resources. It enables the
organization to function smoothly, adapt to changes, and achieve its
goals in a structured manner
46.
47. 3. Staffing: It is the function of manning the organization structure and keeping it
manned.
The main purpose o staffing is to put right man on right job i.e. square pegs in
square holes and round pegs in round holes.
Managerial function of staffing involves manning the organization structure
through proper and effective selection, appraisal & development of personnel to fill
the roles designed un the structure”.
Staffing has assumed greater importance in the recent years due to advancement
of technology, increase in size of business, complexity of human behavior etc.
48. • Manpower Planning (estimating man
power in terms of searching, choose
the person and giving the right place).
• Recruitment, Selection & Placement.
• Training & Development.
• Remuneration.
• Performance Appraisal.
• Promotions & Transfer.
Staffing
involves:
49. • The staffing function of management involves identifying, recruiting,
selecting, and developing individuals to fill the organization's roles
effectively. It aims to find the right talent, with the necessary skills and
qualifications, to meet the organization's workforce needs.
• For example, in a technology company, the staffing process includes
posting job openings, reviewing resumes, conducting interviews, and
selecting candidates for specific positions. Once hired, the company
invests in employee training and development to enhance their skills
and performance.
• Effective staffing ensures a competent and motivated workforce,
leading to improved productivity, innovation, and overall organizational
success. It also fosters a positive work culture, employee satisfaction,
and reduced turnover rates, contributing to the organization's long-term
growth and competitiveness.
50.
51. Directing: It is that part of
managerial function which
actuates the organizational
methods to work efficiently
for achievement of
organizational purposes.
Direction is that inert-personnel
aspect of management which deals
directly with influencing, guiding,
supervising, motivating sub-
ordinate for the achievement of
organizational goals. Direction has
following elements:
Supervision
Motivation
Leadership
Communication
52. • The directing function of management involves guiding and influencing
employees to work towards achieving the organization's goals. It
includes providing clear instructions, communicating expectations,
motivating and inspiring the team, and resolving conflicts to ensure
smooth operations.
• For example, in a retail store, the store manager practices directing by
setting sales targets, communicating them to the sales team, and
motivating them with incentives. The manager also provides coaching
and feedback to improve performance and resolves any conflicts
among team members.
• Effective directing leads to increased employee engagement, improved
teamwork, and a focused approach to achieving organizational
objectives. It enhances communication and coordination among
employees, leading to higher productivity and overall success for the
organization.
53.
54. Controlling – Monitoring and Evaluating
Activities
Monitoring the organizational progress toward goal fulfillment is called controlling. Thus, monitoring progress is essential to ensure the
achievement of organizational goals.
Controlling is measuring, comparing finding deviation, and correcting the organizational activities performed to achieve the goals or
objectives. Thus, controlling consists of activities like; measuring the performance, comparing with the existing standard and finding the
deviations, and correcting the deviations.
Control activities generally relate to the measurement of achievement or results of actions taken to attain the goal.
Some means of controlling, like the budget for expenses, inspection records, and the record of labor hours lost, are generally familiar. Each
measure also shows whether plans are working out.
If deviations persist, correction is indicated. Whenever results differ from the planned action, persons responsible are to be identified, and
necessary actions must be taken to improve performance.
Thus outcomes are controlled by controlling what people do. Controlling is the last but not the least important management function
process.
55. Controlling: It implies measurement of accomplishment against the standards and correction of deviation if any to
ensure achievement of organizational goals.
The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system
of control helps to predict deviations before they actually occur.
Controlling is the process of checking whether or not proper progress is being made towards the objectives and
goals and acting if necessary, to correct any deviation”.
According to Koontz “Controlling is the measurement & correction of performance activities of subordinates in order
to make sure that the enterprise objectives and plans desired to obtain them as being accomplished”. Therefore
controlling has following steps:
• Establishment of standard performance.
• Measurement of actual performance.
• Comparison of actual performance with the standards and finding out deviation if any.
• Corrective action.
56. • The controlling function of management involves monitoring,
evaluating, and regulating activities to ensure they align with
organizational goals. It includes setting performance standards,
measuring actual performance, comparing results, and taking
corrective actions as needed.
• For example, in a manufacturing company, the controlling process
involves comparing actual production output with the set targets,
identifying any deviations, and investigating the reasons for the
variance. If the production falls below the standard, the
management may analyze the causes, make necessary
adjustments, and implement improvements to meet the desired
targets.
• Effective controlling helps in identifying inefficiencies, improving
processes, and maintaining quality standards. It ensures that the
organization stays on track and takes corrective measures promptly
to achieve its objectives efficiently.
