This document discusses the key concepts of management including definitions, functions, levels, and types of managers. It provides definitions of management from several perspectives and notes the core components include planning, organizing, directing, and controlling activities and resources to achieve organizational goals. The main functions of management are identified as planning, organizing, staffing, directing, communicating, controlling, coordinating, motivating, supervising, and leading. Three levels of management - top, middle, and lower - are outlined along with their typical roles and responsibilities in organizations.

1. Introduction
Unit 1
Management: Concepts, Meaning and Functions.
Type of managers (general, functional and line managers),
Managerial roles and skills,
Organization and management
Changing perspectives of management.

2. What is management?
Management Mgmt

3. Management
Management is the act of ge,ng people together to accomplish desired goals
and objec5ves using available resources efficiently and effec5vely.
Management the art of ge,ng things done through people.
Management is what managers do.
Management is to make efficient use of resources and to get people and other
resources to work harmoniously together in order to achieve objec5ves.
Management is a set of ac5vi5es including planning, organizing, leading and
controlling directed at an organiza5on’s resources human, financial, physical,
and informa5on, with the aim of achieving organiza5onal goals effec5vely and
efficiently in a changing environment.

4. Management
Management is defined as the organiza5on and coordina5on of the ac5vi5es
of an enterprise in accordance with certain policies and in achievement of
clearly defined objec5ves.
Management involves iden5fying the mission, objec5ve, procedures, rules and
the manipula5on of the human capital to contribute to the success of the
enterprise.
Management comprises the interlocking func5ons of formula5ng corporate
policy and organizing, planning, controlling, and direc5ng a organiza5onal
resources to achieve a policy's objec5ves.
Management as a whole is the process of planning, organizing, staffing,
leading and controlling.

5. Management
From defini/on of management five core components are:
1. Planning, organizing, direc5ng, & controlling ac5vi5es of human, & other
resources,
2. making the most efficient and effec5ve use of resources,
3. coordina5ng various ac5vi5es,
4. achieving organiza5onal objec5ves, and
5. coping with changing environment.

6. Management
Characteris/cs of Management:
- Achieving objec/ves
- Working with others
- A?aining efficiency and effec/veness
- Adop/ng situa/onal approach
- Coping with the environment
- Responding to social needs
- Growing professionalism
- Universality in applica/on
- Art, Science and Profession

7. Management
Men
Machine
Materials
Method
Money
Market
Resources Functions
Planning
Organizing
Staffing
Directing
Controlling
Goal
End Result

8. Functions of Management
1. Planning
2. Organizing
3. Staffing
4. Direc/ng
5. Communica/on
6. Controlling
7. Coordina/on
8. Mo/va/on
9. Supervision
10.Leading

9. Functions of Management
1. Planning
Planning is the primary func5on of management which involves determining and
selec5ng objec5ves, policies, procedures and programs in systema5c order of
ac5vi5es. It is thinking what to do in future using knowledge, intelligence, skills,
imagina5on and vision.
It involves projec5ng future course of ac5on for the business as a whole. Planning
connects between where organiza5on is and where it wants to be in desired future.
Planning includes:
• Se$ng organiza-onal objec-ves
• Forecas-ng future events and environmental trends
• Formula-ng policies, procedures and strategies
• Preparing work schedule and budget
• Establishing rules and regula-ons

10. Functions of Management
2. Organizing
Organizing is the process of iden5fying the major ac5vi5es, grouping them
into jobs and assigning them to different departments to implement. It
combines the different resources like materials and human.
It defines the formal rela5onship among people and other resources to
accomplish the desired goal. It also defines and delegate authority and
responsibility with formal rela5onship.
Organizing consists:
Iden-fying major ac-vi-es
Grouping them into managerial units
Assigning jobs to different department and individuals
Delega-ng authority and responsibility

11. Functions of Management
3. Staffing
Staffing means human resources planning which is concerned with determina5on
of employee need, recruitment, selec5on, training etc.
It also helps to know the need of promo5on, transfer, level of salary and job
sa5sfac5on of employees.
Human resources are the important part of organiza5on.
So, staffing func5on of management helps in determining total manpower
requirement along with need of training and seminars for them.
Staffing includes:
• Determining human resources need
• Recruitment, selec-on and appointment of right person in right job
• Organizing seminar, workshop, and training to develop employees’ skill
• Performance evalua-on, promo-on and transfer of employees
• Determining remunera-on level based on their performance and ability

12. Functions of Management
4. Direc/ng
Direc5ng is a managerial func5on performed by managers to encourage a subordinate to
work more effec5vely and efficiently.
It is concerned with instruc5ng, guiding and inspiring the subordinate or junior to achieve
the desired organiza5onal goal.
Direc5ng is performed by all managers of different levels of management.
It supports the staffs to perform the task in the right way.
5. Communica/on
Informa5on regarding to planning and direc5ng are needed to flow from top level
management to down level management.
Success of organiza5on depends on the effec5ve communica5on system.
Communica5on is the process of exchanging informa5on to keep good rela5on between
the management and its staff so that organiza5onal goals could be achieved.
It is an exchange of facts, opinions, ideas, and views among two or more persons within
organiza5on.

13. Functions of Management
6. Controlling
Controlling is the process of measuring and comparing the actual performance with that
of planned performance and taking correc5ve ac5ons.
The main objec5ve of controlling is to take correc5ve ac5ons rightly by using right
techniques to avoid the devia5on during the course of ac5ons to ensure the aTainment
of desired goals.
It helps to maintain uniformity in organiza5onal performance.
7. Coordina/on
Coordina5on is the managerial func5on which helps the organiza5on to harmonize the
ac5vi5es of various departments and specialists for the achievement of organiza5onal
goals.
It integrates all the units of ac5vi5es of organiza5on.
Coordina5on helps to maintain uniformity of performance of all departments of
organiza5on.

14. Functions of Management
8. Mo/va/on
Mo5va5on is the managerial func5on that inspires and s5mulates
subordinates and other member to work for the achievement of the
organiza5onal goals.
It is psychological process of developing feeling of employees to do their
best in best possible way. It is the process of inspiring and s5mula5ng
employees to accomplish predetermined organiza5onal goals.People
might be mo5vated posi5vely or nega5vely. Rewards and punishments
are the ways to mo5vate employees.

15. Functions of Management
9. Supervision
Supervision means the direct and immediate guidance to the subordinates to ensure
the performance of assigned du5es.
Supervision ensures the op5mum u5liza5on of all human resources and physical
resources to achieve organiza5onal goals. It is a con5nuous process of an organiza5on.
Management has to supervise its subordinates to make their performance beTer.
10. Leading
Leading is the art of influencing the behavior and performance of staffs to aTain the
goal. It is the process by which a manager guides and influences the work of others in
achieving the specified goals.
Leadership is the ability to persuade subordinate to work together willingly to achieve
desired goal. A good leader can influence over other and they accept his guidance,
sugges5ons and direc5on.

16. Levels of Management
Three levels of management
are:
1. Top Level Mgmt.
2. Middle Level Mgmt.
3. Lower Level Mgmt.

17. Levels of Management

18. Levels of Management
Top Level Management
Top level management consist board of directors, chairman, managing
directors, chief execu/ve officers, general managers etc.
Its main responsibility is to make plan, policies, strategies to obtain
organiza5onal goals and survival of organiza5on.
This level of management has work in a crea5ve process and involves
commitment of higher order of responsibility.
They are ul5mate source of authority and are known as policy maker or
execu/ve management.

19. Levels of Management
Func/ons of top level management:
• Determine goal and objec-ve of organiza-on
• Formulate strategic plan and policies
• Setup organiza-onal structure
• Give overall direc-on and controlling
• Assemble & communicate resources like capital, human, materials
• Judge and evaluate the overall performance
• Coordinate and lead all members
• Represent the organiza-on to outsiders

20. Levels of Management
Middle Level Management
The level of management consis5ng of departmental heads, managers of
different func/onal divisions is called middle level management.
They have role of implemen/ng the policies and plans prepared by the
top level management.
They perform the management func5on of planning, organizing, leading
and controlling ac/vi/es of their respec/ve departments.
They play the role of mediator between top level and first line or lower
level management.

21. Levels of Management
Func/ons of middle level management are:
• Implement the task set by top management
• Interpret the plans and policies developed by top level management
• Recruit, select and train the employees
• Report and make suitable recommenda-on to the top management
• Divide the work among subordinates and maintain coordina-on
• Delegate authority and responsibili-es to the first line management

22. Levels of Management
Lower Level Management (First-line/Front-line)
Lower level management or first line management, consis5ng
supervisors, foremen, officers of different func/ons.
They takes responsibility of the implementa/on and control of
opera/onal plans developed by middle level management.
This level is directly responsible for the comple/on of works and
planned objec/ves.

23. Levels of Management
Func/ons of lower level management are:
• Planning daily ac-vi-es and implemen-ng the plan laid by middle level
management
• Supervise and control the performance of employees
• Provide instruc-on and guidance to the employees
• Maintain close and harmonious rela-ons among employees
• Arrange necessary tools, equipment for the workers
• Develop the sense of coopera-on and high group spirit
• Submit performance report to the upper level

24. Types of Manager
A. On the basis of level
Top Level Manager
Middle Level Manager
Lower/Front Line Manager
B. On the basis of area of working
General Manager
Func5onal Manager
Staff Manager

25. Types of Manager
On the basis of area of working
General Manager
Func5onal Manager
Staff Manager

26. Managerial Skills
Skills can be defined as some type of talent which is something personal
in an individual and represents a na5ve gi from the nature about
something in that individual.
Managerial skills are skills used from managers that enable them
maintaining efficiency in the way how employees complete their working
tasks.
Three types of managerial skills are essen5al for a successful
management process:
1. Technical Skills,
2. Conceptual Skills and
3. Human or interpersonal managerial skills.

27. Managerial Skills
1. Technical Skills
Technical skills are skills about techniques of comple5on of tasks.
These skills are not only for working on machines or other equipment,
but also they are skills need to performed sales, marke5ng and so on.
Technical skills are most important for first-level managers, but for the
top managers, these skills are not significant.
As we go through a hierarchy from the boTom to higher levels, the
technical skills lose their significa5on.

28. Managerial Skills
2. Conceptual Skills
Conceptual skills are ability or knowledge of managers for abstract
thinking that means to see the whole through analysis and diagnose of
different states and to predict the future state of the business as a whole.
These skills help top managers to look outside from the goals of single
business elements and make decisions that will sa5sfy overall business
goals.
Conceptual skills are more vital for top managers, liTle for mid-level
managers, and it is not required for first-level managers. As we go from a
boTom of the managerial hierarchy to the top, significance of these skills
is increasing

29. Managerial Skills
3. Human or Interpersonal Managerial Skills
Human or interpersonal managerial skills are knowledge of managers to
work with people.
These skills will enable managers to become leaders, to mo5vate
employees for beTer comple5on of their tasks, to make more effec5ve
use of human poten5al in the business.
Interpersonal managerial skills are essen5al equally on all hierarchical
levels in the company.

30. Managerial Skills

31. Managerial Skills

32. Roles of Manager
A role is an organized set of behaviors that is associated with a par5cular
office or posi5on.
Managerial role is role played by manager in an organiza5on to complete
his task for achievement of goal.
There are three types of roles which a manager usually does in any
organiza5on.
1. Interpersonal role
2. Informa5onal role
3. Decisional role

33. Roles of Manager
1. Interpersonal roles grow directly out of the authority of a manager’s
posi5on and involve developing and maintaining posi5ve rela5onships
with significant others.
a. The Figurehead is obliged to perform a number of rou5ne du5es of
a legal or social nature like gree5ng visitors, signing legal documents
etc.
b. The Leader builds rela5onships with employees and communicates,
mo5vates, and coaches them. Leader is responsible for the mo5va5on,
staffing, training, and associated du5es.
c. Liaison helps in maintaining network of outside contacts and
informers who provide favors and informa5on. Acknowledging mail,
performing and other ac5vi5es that involve outsiders.

34. Roles of Manager
2. Informa/onal roles involve receiving, collec5ng, and dissemina5ng
informa5on. Managers serve as the nerve centers of their organiza5onal
units for informa5on.
a. Monitor seeks and receives wide variety of internal and external
informa5on by reading periodicals and reports, or maintaining personal
contacts.
b. The Disseminator transmits informa5on internally that is obtained
from either internal or external sources by holding informa5onal
mee5ngs and making phone calls.
c. The Spokesperson transmits informa5on to outsiders about
organiza5on’s plans, policies, ac5ons, and results through media.

35. Roles of Manager
3. Decisional roles involve making significant decisions that affect the
organiza5on. Decisional roles revolved around making choices. The four
decisional roles include entrepreneur, disturbance handler, resource
allocator, and nego5ator.
a. The Entrepreneur acts as an ini5ator, designer, and encourager of
change and innova5on.
b. The Disturbance handler is responsible for correc5ve ac5on when
organiza5on faces important, unexpected disturbances.
c. The Resource Allocator distributes resources of all types, including
5me, funding, equipment, and human resources.
d. The Nego@ator represents the organiza5on in major nego5a5ons
affec5ng the manager’s areas of responsibility.

36. Roles of Manager

37. Becoming a Manager
• Communication
• Listening skills
• Commitment of truth
• Empathy
• Leadership
• Focus
• Division of work
• Removal of obstacles
• Administration and
financial skills
• Social orientation
• Competencies
• Achievements

38. Changing Jobs of Manager
• Changing Technology
• Changing security threats
• Increased emphasis on ethics
• Increase competitiveness
• Customer satisfaction
• Innovative efforts

39. Emerging Management
Challenges
• Globalization
• Development of environmentalism
• Quality and productivity
• Ethics and social responsibility
• Workforce diversity
• Innovation and change
• Empowerment of employees
• Knowledge management
• Technological development
• Multi cultural effects