PRINCIPLES
OF
MANAGEMENT
Presented by:
Aniruddh Sharma 1–1
Topics of Discussion
• 1. What is Management?
• 2. Who are managers?
• [Link] of Management
• [Link], Where and When Management?
• 5. Managerial levels / Classifying managers
• [Link] concerns
• 7. Management Functions
• 8. Managerial Roles
• [Link] Skills
1–2
MANAGEMENT: Meaning & Definitions
• “Management is the art of getting things done through and with an
informally organised groups” - Harold Koontz
• “ Management is a distinct process consisting of planning,
organising, leading and controlling performed to determine &
accomplish the objectives by the use of people and resources.”
- George R. Terry
“ To manage is to forecast and plan, to organise, to compound, to
coordinate and to control.” - Henry Fayol
“Management is the art of knowing what you want to do and then
seeing that it is done in the best and cheapest way.” – [Link]
1–3
• “Working with human, financial and physical
resources to achieve organisational objectives
by performing the planning, organising, leading
and controlling functions.”
• - Megginson and Mosley
• “A set of activities directed at the efficient and
effective utilisation of resources in the pursuit of
one or more goals.” - Van Fleet, Peterson
Who Are Managers?
• Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
(Advertised a vacancy)
Who is the best manager in the world?
Indian Management
Mumbai Dabbawalas
FEATURES OF MANAGEMENT
• [Link] as well as Science
• [Link] is a continuous process
• [Link] at maximising profit
• [Link] is a purposeful activity
• [Link] is getting things done
• 6. Decision making activity
• [Link] Application
© 2007 Prentice Hall, Inc. All rights reserved. 1–6
Exhibit : Universal Need for Management
Why Study Management?
• Rudyard Kipling: I always keep six honest
serving men with me
• The Value of Studying Management
The universality of management
Good management is needed in all organizations.
Management is needed to allocate resources to the most
profitable channels and ensure its rational use.
Management is needed to guide and direct people.
Management is needed to see that there is a proper
communication in the organisation and people are motivated
to give their best to the organisation.
Where Management?
• Where two or more people work together to
attain some objectives, management is required.
Larger the number of people employed, more
complex will be the problems of management.
• When Management?
• It is a continuous process in organization. It is
not possible to hire managers when there is a
crisis or problem & fire them after the same is
over.
1–9
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial
employees.
• Middle Managers
Individuals who manage the work of first-line
managers.
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
Exhibit 1 Managerial Levels
• Managerial Concerns
Efficiency
“Doing things right”
– Getting the most output
for the least inputs
Effectiveness
“Doing the right things”
– Attaining organizational
goals
Exhibit -2 Effectiveness and Efficiency in Management
Functions of Management
Planning
Defining goals, establishing strategies to achieve goals, developing
plans and procedures to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational goals.
Identifications of activities & dividing activities into groups
Allocating activities to different departments and assigning duties
Delegation of authority and fixing responsibility
Directing
Working with and through people to accomplish goals.
It includes communication, Motivation and Leadership
Controlling
Monitoring, comparing, and correcting [Link] taken to ensure
that the activities of the people conform to the plans and objectives
of the organisation
Staffing:
• Providing the organisation with adequate , competent and qualified
personnel at all levels in the organisation.
© 2007 Prentice Hall, Inc. All rights reserved.
Exhibit -3 Management Functions
Mintzberg Managerial Roles
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler, resource
allocator, negotiator
What Managers Actually Do (Mintzberg)
• Interaction
with others
with the organization
with the external context
of the organization
• Reflection
thoughtful thinking
• Action
practical doing
MANAGERIAL SKILLS
Technical skills
Knowledge and proficiency in a specific field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize about abstract and
complex situations concerning the organization
Exhibit 1–5 Skills Needed at Different Management Levels
Exhibit 1–6 Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
.
Exhibit 1–6 Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
.
Exhibit 1–6 Effectiveness Skills
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
Exhibit 1–6 Effectiveness Skills (cont’d)
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management
Exhibit 1–6 Interpersonal Skills (cont’d)
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment