CLASS: FYBMS

SUBJECT- PRINCIPLES OF MANAGEMENT (POM)

Asst. Prof. Deepti

DATE: 03rd December 2025

MODULE 1
INTRODUCTION TO MANAGEMENT

Questions for 7/8 marks

Q1. Briefly explain the characteristics of management.

Ans. Traditional Definitions of Management

"Management consists of getting things done through others. A manager is one who accomplishes objectives by
directing efforts of others." - C.S. George

The traditional definitions of Management were vague as they were unable to identify the functions, a manager
has to perform to get things done through others.

Modern Definitions of Management

"Management is the creation of an internal environment where individuals working in a group can perform
effectively and efficiently for the achievement of organisational goals." - Koontz and Donnell

Characteristics of Management

i) Continuous Process: Management is a continuous process. It means that the process of business management
goes on until the company exists, as it helps in achieving the organisational goals. Every manager of an organisation
has to perform the different functions of management in a series (planning, organising, staffing, directing, and
controlling).
ii) Goal-oriented: Every organisation has a set of predetermined goals or objectives that it aims to accomplish
during its existence. Every organisation has different goals. Hence, management helps these organisations in
fulfilling their goals by utilising the given limited resources in the best optimum manner. For example, If the
objective of Airtel is to add a billion Airtel Xtreme customers in a year, then all of its managerial activities will be
directed toward the achievement of this objective.

iii) All Pervasive: The process of business management is universal in nature. Every organisation, whether small
scale, large scale, economic, social, etc., uses the process of management at every level or stage. Besides, the
activities involved in the management of an organisation are common for all whether it is a social, political, or
economic enterprise.

iv) Dynamic Function: There are different internal and external factors that affect the working of an organisation.
An organisation has to change and adapt itself on the basis of changing environment to accomplish the
organisational goals and objectives. Hence, management is a dynamic function.

v). Management is a Group Activity: Management involves a group of people performing managerial activities.
The functions of management can be executed only when every individual performs his/her role their respective

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status and department. And as the result of management affects every individual and every department of an
organisation, it always refers to a group effort.

Q2. What do you mean by management? State its importance.

Ans. . Traditional Definitions of Management

"Management consists of getting things done through others. A manager is one who accomplishes objectives by
directing efforts of others." - C.S. George

The traditional definitions of Management were vague as they were unable to identify the functions, a manager
has to perform to get things done through others.

Modern Definitions of Management

"Management is the creation of an internal environment where individuals working in a group can perform
effectively and efficiently for the achievement of organisational goals." - Koontz and Donnell

Importance of Management

i) Increases Efficiency: The management process of an organisation increases its efficiency by reducing cost and
increasing productivity by utilisation of the available resources in the best possible and optimum way.

ii) Helps in Achieving Group Goals: Effective management process creates teamwork and builds coordination
among the members of an organisation. The managers provide a common path or direction to their employees for
the accomplishment of the overall objectives of the organisation.
iii) Creates a Dynamic Organisation: Every organisation works in a changing environment. The managers of
an organisation have to help their members adapt to the changing environment, which ultimately helps them
ensure the survival and growth of the organisation. Besides, the management convinces the employees that the
changes brought in the organisation will benefit their future prospects.

iv) Development of Society: Every organisation has various objectives toward different groups of society. Along
with the development of the organisation, its management has to develop the society too. To do so, the
management helps the organisation produce good quality products, adopt new technologies, and provide
employment opportunities to the weaker sections of society.

v) Helps in Achieving Personal Objectives: Every individual or employee of an organisation has different
objectives or goals they wish to accomplish while doing their jobs. Management helps these employees in
fulfilling their personal objectives along with the organisational objectives.

Q3. Explain Henry Mintzberg’s Management role approach in detail.

Ans. Henry Mintzberg's managerial role approach, developed in the 1970s, offers a detailed framework for
understanding the diverse and complex nature of managerial work. Based on empirical observation, Mintzberg
concluded that a manager's job involves executing ten specific roles which are grouped into three primary
categories:

a) Interpersonal b) Informational c) Decisional.

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a) Interpersonal Roles (Dealing with People) These roles arise directly from the manager's formal authority
and involve interaction with people inside and outside the organization. They are focused on building and
maintaining relationships.

Role Explanation

The manager acts as a symbolic leader, performing ceremonial, social, and legal
Figurehead
duties.

The manager is responsible for the direction, motivation, staffing, and development of
Leader
subordinates.

The manager maintains a network of contacts and information sources outside their
Liaison
immediate chain of command (both internal and external).

b) Informational Roles (Processing Information)

These roles position the manager as the nerve center of their organizational unit, responsible for receiving and
transmitting information.

Role Explanation

The manager continuously seeks and acquires internal and external information (data,
Monitor
trends, threats, and opportunities) to understand the environment.

The manager transmits privileged information from external sources or other

Disseminator
subordinates to members of their own organization.

The manager transmits information and communicates the organization's plans,

Spokesperson
policies, results, and goals to external parties.

c) Decisional Roles (Taking Action)

These roles involve making choices and taking actions that affect the organization's strategy and resources. The
manager's authority and information put them at the center of the decision-making process.

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 Role Explanation

The manager initiates and oversees change and improvement projects to adapt to
Entrepreneur
dynamic conditions.

Disturbance The manager takes corrective action when the organization faces significant,
Handler unexpected disturbances or crises.

Resource The manager is responsible for deciding who gets what, authorizing all significant
Allocator organizational decisions regarding resource distribution.

The manager represents the organization during major negotiations with internal
Negotiator
and external stakeholders.

Q4. Who are managers? Explain the skills of manager in detail.

Ans. Manager: A manager is someone who work with and through others and is responsible for the following
action that direct towards the accomplishment of organizational goals. These actions are:

• Planning and directing the work of a group of individuals.

• Monitoring their performance
• Taking corrective actions.
As a manager works in a consciously coordinated social unit on a continuous basis to achieve a common goal, their
main managerial concerns is related to maintaining efficiency and effectiveness in the work that they do.

Efficiency (doing things right) (less input delivering maximum output)

Effectiveness (Doing the right things) (goal-oriented)

Managerial Skills

Managers at every level in the management hierarchy must exercise three basic types of skills:

Technical Skills
Human skills
Conceptual skills

All managers must acquire these skills in varying proportions, although the importance of each category of skill
changes at different management levels.

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 a) Technical skills:
• Technical skills refer to the ability and knowledge in using the equipment, techniques and procedure
involved in performing specific tasks.
• These skills require specialized knowledge and proficiency in the mechanics of a particular.
• Technical skills lose relative importance at higher levels of the management hierarchy, but most top
executives started out as technical experts.
b) Human Skills

• Human skills refer to the ability of a manager to work effectively with other people both as individual and
as members of a group.
• Human skills are concerned with understanding of people.
• These are required to win cooperation of others and to build effective work teams.

c) Conceptual skills

• Conceptual skills involve the ability to see the whole organization and the interrelationships between its
parts.
• These skills refer to the ability to visualize the entire picture or to consider a situation in its totality.
• These skills help the managers to analyze the environment and to identify the opportunities.
• Conceptual skills are especially important for top-level managers, who must develop long-range plans for
the future direction of their organization.

Q5. Briefly explain the evolution of management thoughts and practices.

Ans. Modern management has developed through several stages or approaches. These approaches to the study of
management may be classified as under:

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 Classical Approach

Neo-classical Approach

Behavioral Science Approach

Social System Approach

Modern Organization Approach

Contingency Approach

i) Classical Approach

The classical theory represents the traditionally accepted views about organisations. In a way, it signifies the
beginning of the systematic study of organisations. That is why it is said to be the oldest school of thought about
organisations and their management. The classical theory ignored the impact of the external environment on the
working of the organisation.

The classical theory (focus on Management Principles for efficient organisation) can be studied under three
streams, namely:

a) Administrative Functional or Process Approach (Henri Fayol)

b) Scientific Management (F.W. Taylor)

c) Bureaucratic Approach (Max Weber)

ii) Neo Classical Approach

The neoclassicists focused on the human aspect of the industry. They modified the classical theory by emphasizing
the fact that organisation is a social system and the human factor is the most important element within it. They
conducted some experiments (known as Hawthorne Experiments) and investigated informal groupings, informal
relationships, patterns of communication, patterns of informal leadership, etc. This led to the development of the
Human Relations Approach. Elton Mayo is generally recognized as the father of the Human Relations School.

iii) Behavioural Science Approach

Organizational behaviour involves the study of attitudes, behaviour, and performance of individuals and groups in
an organizational setting. It is also known as the human resource approach because it stresses the development of
human beings for the benefit of both individuals and the organisation. The behavioural approach is multi-
dimensional and inter-disciplinary in nature. Under it, the knowledge is drawn from behavioural sciences, e.g.
psychology, sociology, anthropology, etc is applied to understand, explain and predict human behaviour. Therefore,
this approach is also known as the Behavioural Science Approach.

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iv) Social System Approach.
According to Social System Approach, an organization is a cooperative system in which persons are able to
communicate with each other and are willing to contribute to a common purpose. It is based on the generalization
that an organisation is a system and its components are interrelated and interdependent. A system is an interrelated
set of elements that are organized according to a plan and function as a whole. Its important feature is that it is
composed of a hierarchy of sub-systems. Chester Barnard is regarded as the founding father of this system.

v) Modern Organisation Theory

Modern organization theory is considered far superior to the earlier theories due to the following features:

• The open system of organisation

• Adaptive to Change
• Integrative
• Traditional and neo-classical theorists were prescriptive in nature
vi) Contingency Approach

The contingency approach is a relatively new approach to organization and management. It is also known as the
situation approach. The contingency approach is based on the belief that there is no one best way to tackle the
problems management. The application of management principles and practices is contingent upon the
environment.

Q6. What do you mean by Managerial Grid? Explain with the help of a diagram.
Ans. The Managerial Grid, developed by Robert Blake and Jane Mouton, is a leadership model that evaluates a
manager's style based on their concern for production (tasks, efficiency, results) versus their concern
for people (needs, well-being, relationships). It is a 9x9 grid plotting these two concerns, identifying five main
leadership styles ranging from low to high levels of each concern.

The two dimensions

• Concern for Production: The degree to which a leader is focused on tasks, goals, efficiency, and
organizational output.

• Concern for People: The degree to which a leader is focused on the needs, well-being, and personal growth
of their team members.

Five main leadership styles

• Impoverished Management (1,1): Low concern for both production and people. The leader exerts
minimal effort to get the job done and to maintain relationships.

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 • Country Club Management (1,9): High concern for people and low concern for production. The leader
focuses on building relationships and ensuring employee happiness, but this can lead to a lack of focus on
results.

• Dictator style (9,1): High concern for production and low concern for people. The leader is focused on
tasks and efficiency, viewing employees as tools to achieve those goals.

• Middle-of-the-Road Management (5,5): Adequate concern for both production and people. The leader
seeks a balance, often leading to mediocre results because neither focus is prioritized fully.

• Team Management (9,9): High concern for both production and people. The leader works to create a
collaborative environment where both team members' needs and organizational goals are met. This is
considered the most effective style.

Dictator
style

Questions for 15 marks

Q1. Briefly explain the functions of management in public administration.

OR

Explain in detail the process of management in public administration.

Ans. Luther Gulick and Lyndall Urwick were influential 20th-century theorists who co-developed the classical
approach to public administration, which views it as a science with universal principles. Their work focused on
organizational structure, efficiency, and control, and they are best known for the POSDCORB framework, which
outlines management's core functions: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and
Budgeting. They emphasized principles like specialization, unity of command, and span of [Link] was
developed to service the public professionals.

• Classical Theory: Gulick and Urwick are key figures in the Classical Theory of Public Administration,
which sought to apply scientific principles to the study of organizations.
• Organizational Structure: They believed that a formal, scientific structure with a clear division of labor
and a hierarchy of authority was crucial for efficient management.
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Common Challenges in Implementing Management Functions

a). Lack of clear objectives

Vague and ambiguous goals lead to misaligned efforts and confusion.

Solution: Use SMART objectives to give clarity.

b). Poor resource allocation

Unplanned and inefficient distribution of resources leads to wastage and bottlenecks.

Solution: Prioritize tasks and conduct resource audits based on impact and urgency.

c). Resistance to change

Employees may not come out of their comfort zone, resisting new processes, technologies, and organizational
shifts.
Solution: Communicate the importance of change and provide training to ease the transitions.

FUNCTIONS OF MANAGEMENT IN PUBLIC ADMINISTRATION

POSDCORB is an acronym representing the seven functions of

management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting.

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[Link] This essentially refers to establishing a broad sketch of the work to be completed and the procedures
incorporated to implement them. Planning is the first and most important step in POSDCORB as it sets the overall
structure of the process with activities and timelines.

[Link] Organizing involves formally classifying, defining and synchronizing the various sub-processes or
subdivisions of the work to be done. It makes sure that the activities and timelines in the first step of planning are
refined and organized further so that right people can be staffed to execute these tasks.

[Link] This involves recruiting and selecting the right candidates for the job and facilitating their orientation
and training while maintaining a favorable work environment.

[Link] This entails decision making and delegating structured instructions and orders to execute them.
Directing is an important step in the POSDCORB cycle as it makes thing happen by giving clear objectives to
teams and individuals.

[Link] This basically refers to orchestrating and interlinking the various components of the work.

[Link] Reporting involves regularly updating the superior about the progress or the work related activities.
The information dissemination can be through records or inspection.

[Link] Budgeting involves all the activities that under Auditing, Accounting, Fiscal Planning and Control.

Importance of POSDCORB

Every business needs to have systematic framework in ensuring there is maximum output, minimum wastage and
higher margins. POSDCORB is one such method in management where workforce and employees can be managed
in a way which would be beneficial for a company. This concept helps organizations to break down the work into
multiple processes and help in getting maximum value out to each employee. These steps and stages of
POSDCORB help the HR team to deliver to the needs of a company.

CASE STUDY 15 marks

Case Study: Roles and Skills of a Manager

Case: XYZ Corporation, a leading FMCG company, is facing a crisis. The marketing team is struggling to launch
a new product, and sales are under pressure. The CEO assigns the marketing manager, Rohan, to turn things
around.

Rohan's Challenges:

- Low team morale

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- Tight deadline for launch
- Limited resources

- Conflicting stakeholder expectations

Question :

Based on the case of Rohan, the marketing manager at XYZ Corporation, analyse how he demonstrates Mintzberg’s
three managerial role categories (interpersonal, informational, decisional) and the key skills (leadership,
communication, analytical, problem‑solving) required for effective management. Identify specific actions Rohan
took in each role and skill, and discuss how these contributed to the successful product launch.

Ans. Introduction: From the above scenario, it is understood that the company XYZ Corporation wants to launch
a product in the market, but is undergoing serious crisis as its sales are underpressure. The company appoints
Rohan, the marketing manager to undertake the task of managing a successful product launch and solve the above
mentioned challenges. Given that Rohan is a manager and needs to exhibit managerial skills, the Henry Mintzberg’s
Role of a managers under management role is the perfect solution to the problem.

Mintzberg's Managerial Roles

Mintzberg categorized a manager's work into three main role categories: Interpersonal, Informational, and
Decisional. Rohan must enact all three to navigate the crisis.

Rohan's Approach:

a)Interpersonal Role: Rohan meets with the team, listens to concerns, and motivates them.

• Figurehead : Provides a sense of formal purpose and importance to the project, demonstrating the
organization's commitment.
• Leader : Boosts team energy and commitment, ensuring all members are working effectively towards the
tight deadline.

b) Informational Role: He gathers market insights, analyzes data, and shares findings with the team.

• Monitor : Provides the necessary data for informed decision-making regarding the product's marketing
strategy and necessary pivots.
• Spokesperson: Manages external expectations and secures top-level buy-in for the resource-constrained
plan, ensuring continued support.

3. Decisional Role: Rohan makes tough decisions on product positioning, budget allocation, and timelines.

• Entrepreneur: Adapts quickly to the crisis and market reality, ensuring the product launch is relevant and
targeted for success under pressure.
• Resource Allocator : Optimizes the use of limited resources, maximizing the return on investment and
making the launch feasible despite constraints.

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Key Skills:

1. Leadership: Rohan inspires and motivates the team.

2. Communication: He effectively communicates with stakeholders, team members, and the CEO.

3. Analytical: Rohan analyzes market data and makes informed decisions.

4. Problem-solving: He identifies and resolves issues, finding creative solutions.

Outcome:
The product launches successfully, and sales exceed targets. Rohan's team is energized, and stakeholders are
satisfied.
This case highlights the importance of a manager's roles (interpersonal, informational, decisional) and skills
(leadership, communication, analytical, problem-solving) in achieving organizational goals.

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