~ Dr. T.K.
Vijay Kumar
Module-1
Manager
◦ Someone who works with and through other
people by coordinating their work activities
in order to accomplish organizational goals
© Dr. T.K. Vijay Kumar
First-line Managers
◦ Are at the lowest level of management and manage the work
of nonmanagerial employees
Middle Managers
◦ Manage the work of first-line managers
Top Managers
◦ Are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire
organization
© Dr. T.K. Vijay Kumar
Top
Managers
Middle Managers
First-Line Managers
Nonm anagerial Em ployees
© Dr. T.K. Vijay Kumar
Organization
A consciously coordinated social unit,
composed of two or more people, that
functions on a relatively continuous
basis to achieve a common goal or set
of goals.
© Dr. T.K. Vijay Kumar
Management is the process of designing and
maintaining an environment in which
individuals, working together in groups,
efficiently accomplish selected aims
© Dr. T.K. Vijay Kumar
Productivity implies effectiveness and efficiency in
individual and organizational performance
Effectiveness is the achievement of objectives
Efficiency is the achievement of the ends with the
least amount of resources (time, money, etc.)
© Dr. T.K. Vijay Kumar
◦ Efficiency
“Doing things right”
Getting the most output for the least input
◦ Effectiveness
“Doing the right things”
Attaining organizational goals
© Dr. T.K. Vijay Kumar
Managers (or Administrators)
Individuals who achieve goals through other people.
Managerial Activities
•Make decisions
•Allocate resources
•Direct activities of
others to attain goals
© Dr. T.K. Vijay Kumar
Functional Approach
◦ Planning
◦ Organizing
◦ Leading
◦ Controlling
© Dr. T.K. Vijay Kumar
Planning
A process that includes defining
goals, establishing strategy, and
developing plans to coordinate
activities.
© Dr. T.K. Vijay Kumar
Organizing
Determining what tasks are to be
done, who is to do them, how the
tasks are to be grouped, who
reports to whom, and where
decisions are to be made.
© Dr. T.K. Vijay Kumar
Leading
A function that includes
motivating employees, directing
others, selecting the most
effective communication
channels, and resolving conflicts.
© Dr. T.K. Vijay Kumar
The managerial function of staffing involves manning the
organization structure through proper and effective selection,
appraisal and development of the personnel to fill the roles
assigned to the employers/workforce.
"Staffing means filling and
keeping filled, positions in
the organisation structure."
Harold Koontz
© Dr. T.K. Vijay Kumar
Controlling
Monitoring activities to ensure they are
being accomplished as planned and
correcting any significant deviations.
© Dr. T.K. Vijay Kumar
Planning Organizing Leading Controlling
Lead to
Defining goals, Determining Directing and Monitoring
establishing what needs motivating all activities Achieving the
strategy, and to be done, involved parties to ensure ’s
organization
developing how it will and resolving that they are Stated Purpose
subplans to be done, and conflicts accomplished
coordinate who is to do it as planned
activities
© Dr. T.K. Vijay Kumar
Mintzberg’s Management Roles Approach
◦ Interpersonal roles
Figurehead, leader, liaison
◦ Informational roles
Monitor, disseminator, spokesperson
◦ Decisional roles
Entrepreneur, disturbance handler, resource
allocator, negotiator
© Dr. T.K. Vijay Kumar
© Dr. T.K. Vijay Kumar
© Dr. T.K. Vijay Kumar
© Dr. T.K. Vijay Kumar
Skills Approach
◦ Technical skills
◦ Human skills
◦ Conceptual skills
© Dr. T.K. Vijay Kumar
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.
Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
© Dr. T.K. Vijay Kumar
Top Conceptual
Managers Skills
Middle Hum an
Managers Skills
Low er-level Technical
Managers Skills
Im portance
© Dr. T.K. Vijay Kumar
An Organization Defined
◦ A deliberate arrangement of people to accomplish
some specific purpose
Common Characteristics of Organizations
◦ Have a distinct purpose (goal)
◦ Are composed of people
◦ Have a deliberate structure
© Dr. T.K. Vijay Kumar
Traditional New Organization
Stable Dynamic
Inflexible Flexible
Job-focused Skills-focused
Work is defined by job positions Work is defined in terms of tasks to
Individual-oriented be done
Permanent jobs Team-oriented
Command-oriented
Temporary jobs
Managers always make decisions
Involvement-oriented
Rule-oriented
Relatively homogeneous workforce Employees participate in decision
Workdays defined as 9 to 5 making
Hierarchial relationships Customer-oriented
Work at organizational facility during Diverse workforce
specific hours Workdays have no time boundaries
Lateral and networked relationships
Work anywhere, anytime
© Dr. T.K. Vijay Kumar
Acc to Harold Koontz: Management is the art of
getting things done through & with an formally
organized group
Acc to Henry Fayol: To manage is to forecast & plan,
to organize, to compound, to co-ordinate and to control
PODSCORB:
- Planning, Organizing, Directing, Staffing,
Controlling, Co-Ordinating, Reporting & Budgeting
© Dr. T.K. Vijay Kumar
Art as well as Science
Management is an activity
Management is a continuous process
Management achieving pre-determined objectives
Organized activities
Management is a factor of production
Management as a system
Management is a discipline
© Dr. T.K. Vijay Kumar
Management is a distinct entity
Management aims at maximising profit
Management is a purposeful activity
Management is a profession
Universal application
Management is getting things done
Management is needed at all levels
© Dr. T.K. Vijay Kumar
Management meet the challenge of change
Accomplishment of group goals
Effective utilization of resources
Effective functioning of business
Resource Development
Sound organization Structure
Management directs the organization
Integrates various interests
Stability
© Dr. T.K. Vijay Kumar
Innovation
Co-ordination and team-spirit
Tackling problems
A tool for Personality Development
© Dr. T.K. Vijay Kumar
Henry Fayol (1841-1925)
Was a French industrialist
Given :
◦ Elements of Management- Planning, Organizing,
Commanding, Co-ordination & Control
◦ Qualities of Manager: Physical, Mental, Moral,
General Education, Special Knowledge &
Experience
◦ Principles of Management
© Dr. T.K. Vijay Kumar
Division of work
Authority & Responsibility
Discipline
Unity of command
Unity of direction
Subordinate of individual interest to group interest
Remuneration of personnel
Centralization
Scalar Chain
© Dr. T.K. Vijay Kumar
Management is about directing, improving,
innovating in order to reach the organization’s goal of
profit-maximizing
Administration is about analyzing reports, correcting
mistakes and solving problems in order to reach the
same goal
A company, an organization or an institution needs
both. “It must not only keep things going; it must also
make things go: a distinction which represents a
succint, yet valid, definition of the difference between
administration and management”.
© Dr. T.K. Vijay Kumar
ART: Because it depends on the skills, aptitude &
creativity of the manager
SCIENCE: Because there is considerable knowledge in
the field of management with basic principles for
guidance of basic activities.
© Dr. T.K. Vijay Kumar
A open, complex set of interdependent parts that
interact to adapt to a constantly changing
environment to achieve its goals (Kreps)
Metaphor-biological reference
Input-throughput-output-feedback-environment
Balance between the whole & individual parts is
crucial
Synergy-sum of whole more than sum of parts
© Dr. T.K. Vijay Kumar
System components
◦ Hierarchical ordered
◦ Interdependence
◦ Permeability
◦ Equilibrium
◦ Adaptation
System processes
◦ Exchange processes
◦ Feedback processes
◦ Transformation processes
© Dr. T.K. Vijay Kumar
Holism
◦ System is more than the sum of its parts
Negative Entropy
◦ Ability to sustain and grow
Complexity
◦ The more a system grows, the more it develops
© Dr. T.K. Vijay Kumar
The higher degree of fit (congruence) among
organizational components, the more effective the
organization. Fit = Alignment of strategy, work,
communication, people, structure, culture)
Interdependence is critical
Transformation = the work & business processes
that convert resources into offerings (Consider
input and output)
“The greater the total degree of congruence (fit)
among organizational components, the more
effective the organization will be.
© Dr. T.K. Vijay Kumar
Congruence Model
(Nadler & Tushman)
Input Output
Informal
Organization
Environment System
Strategy Formal
Work Organization
Resources Unit
History People Individual
© Dr. T.K. Vijay Kumar
© Dr. T.K. Vijay Kumar