Essentials of
Management
MODULE - 01
Contents
Introduction
Meaning and definitions
Characteristics
Scope of management Levels and functions of Management
1 2 3 4
Management process Evolution of Management Thoughts
What is most important to run
organizations successfully?
Managing Resources
Categories of Resources
INPUT PROCESS
Output Resources
RESOURCES RESOURCES
Raw materials Machines • Product(s)
Money Departments • Service(s)
People People • People
Management skills
Technology
Efficiency and Effectiveness
How do you manage these
Resources?
To manage
resources Manager Management
theories / tools etc
Effective – Adequate to accomplish a purpose; producing the
intended or expected result.
Efficient – Performing or functioning in the best possible
manner with the least waste of time and effort.
What is Management?
The attainment of an organizational goals in an effective
and efficient manner through planning, organizing,
leading and controlling organizational resources
The art of Getting things done
through people
Management Is…
Efficiency
Getting work
done through
others Effectiveness
8
Efficiency and Effectiveness
Who is Manager?
What Managers Do?
Managerial Activities
Make decisions
Allocate resources
Direct activities of others to attain goals
Where Managers Work?
Management Functions
Management Functions -
Planning
Management Functions –
Organizing
Management Functions - Leading
Management Functions -
Controlling
Levels of Management
Top managers
Middle managers
First-line managers
Mintzberg’s
Managerial Roles
Mintzberg’s Managerial Roles –
Interpersonal
Mintzberg’s Managerial Roles –
Informational
Mintzberg’s Managerial Roles -
Decisional
What companies look for in
Managers? Management Skills
What is Management Process?
Management is a process that brings scarce human and
material resources together and motivates people to
achieve common organizational goals.
Nature of Universal Application
Management Goal-Oriented
Continuous Process
Multi-Disciplinary
People-Centric
Efficiency and Effectiveness
Flexibility
Ethical Considerations
NATURE OF MANAGEMENT
1. Universal Application
Management is ubiquitous.
It applies to
• organizations of all sizes,
• industries, and sectors,
• be it a multinational corporation,
• a small family-owned business,
• a government agency, or a non-profit organization.
• Regardless of the setting, effective management is essential for achieving objectives.
2. Goal-Oriented
At its core, management revolves around the pursuit of goals and
objectives.
It’s about setting clear targets and orchestrating efforts to attain them.
Without well-defined objectives, management loses its compass.
3. Continuous Process
Management is not a one-time event but an ongoing process.
It involves a series of interrelated activities, from planning and
organizing to staffing, directing, and controlling.
This cyclical nature ensures that organizations adapt to changing
circumstances and remain dynamic.
4. Multi-Disciplinary
Management draws insights from various fields, including
psychology,
sociology,
economics, and engineering.
It’s a blend of art and science, requiring a diverse skill set that
encompasses problem-solving, decision-making, communication, and
leadership.
5. People-Centric
While management involves systems, processes, and resources, it’s
fundamentally about people.
Managers work with individuals and teams to harness their skills and
motivations, driving the organization towards its goals.
6. Efficiency and Effectiveness
Management seeks to strike a delicate balance between efficiency and
effectiveness. Efficiency means achieving goals with minimal resources,
while effectiveness ensures that the right goals are pursued.
A good manager optimizes both aspects.
7. Flexibility
In a rapidly changing world, adaptability is key.
Management must be flexible to respond to evolving market conditions,
technological advancements, and societal shifts.
8. Ethical Considerations
Decisions made by managers must align with ethical principles and
societal values. Unethical practices can tarnish an organization’s
reputation and lead to legal consequences.
OBJECTIVES OF MANAGEMENT
Organizational Personal / individual
Social Objectives
objectives objectives
•Survival •Employment •Good work
•Profit •Environment environment
•Growth •Improve standard •Deserving
of living remuneration
•Optimum use of •Job security
resources etc. •Stress free work
etc
Management vs Administration
Administration – is more popular in Government or public organizations
Management – commonly used in business world, where economic
performance is primary importance
Management Administration
Meaning: It is an art of getting things done It means to frame plans and policies to get work
through people done systematically
Nature: it is an executive or doing function It is a determinative or thinking function
Type of work: it is concerned with implementation It is concerned with framing of the policies
of the policies
Levels of management: it is basically function of Is is basically function of top level management
middle level and lower level management
Functions involved: directing and organizing Planning and controlling functions are involved
functions are involved
Skills required: Technical and human skills are Conceptual and human skills are required
required
Usage: Business organization Used largely in Government and Public sector
Illustrations: General Manager, Sales manager Commissioner, Registrar, Governor etc.
etc.
Evolution of Management
Thoughts
Classical approach to
management Neo-Classical
Modern Approaches
Approaches
Scientific
Systems approach
Management Human relationship
Administrative approach
Management Contingency
approach
Bureaucracy Behavioral approach
Management
Frederick W Taylor
Henri Fayol – 14 principles
Bureaucratic Theory of
Management by Max Weber
Human relations
Elton Mayo
Hawthorne Experiments
He concluded that people have unique
preferences and can’t be treated as machines
Behavioural Sciences
Douglas McGregor
What is Theory X? Characteristics of Workers in Theory X
Theory X is an authoritative approach to motivating • Employees dislike their work and try to avoid
employees where the manager has a pessimistic completing it as much as possible.
opinion about their team members. Managers believe
employees are not motivated because they dislike the • Employees delay work until the deadline.
work.
•Employees in lack ambition and responsibility towards
Therefore, they have to motivate their employees with their work.
a carrot and stick approach. The approach focuses on
persuading employees to complete work by motivating • Employees demand high centralization and control
them with incentives and punishing them if they from their managers.
cannot complete the task. • Employees often think about quitting their jobs as
Managers follow their team members until they their dislike of the work amplifies.
complete the task.
Systems approach
Chester Bernard
Open system vs close system
Contingency approach
Fred Fiedler
importance of situational influences on the
management of organisations and
questions the existence of a single, best way
to manage or organise
Recent trends in Management
Globalization
Workforce Diversity
◦ Asians and Hispanics are an increasingly large percentage of workforce
◦ Heterogeneous vs homogenous
New technologies
Environment
Higher standards
Managing in an e-business world
Need for innovation and flexibility