UNIT 1- INTRODUCTION
CHAPTER- I
Introduction
To
Management
• Presented By
• Dr. VENKATESHWAR RAO
Professor- Department of Management
Who Are Managers?
• Manager
– Someone who coordinates and oversees
the work of other people so that
organizational goals can be accomplished.
1–2
Meaning and Definitions of Management
• Management is the art of getting things done
through and with people in formally organized
groups. (Haimann, T.)
• Management is simply the process of decision-
making and control over the actions of human
beings for the express purpose of attaining
predetermined goals. (Vance S.).
• Management is the coordination of all resources
through the process of planning, organizing,
directing and controlling in order to attain a given
stated objective (Fayol H. 1916; & Koontz and
O’Donnel, 1976).
Management Defined
• Management
– The process of getting things done, effectively and
efficiently, through and with other people
– Efficiency
• Means doing the thing correctly; refers to the
relationship between inputs and outputs; seeks to
minimize resource costs
– Effectiveness
• Means doing the right things; goal attainment
1–4
Characteristics of Management:
.1 Management is an activity.
Management is an activity that concerns the effective use of all
resources both human and non-human
2 Management is Purposeful and goal-oriented.
The main concern of management is the achievement of clearly
defined goals or objectives.
3 Management is a Social Process
Organizations are social entities, as they are constituted of people
4 Management is getting things done.
A manager has to direct people, harness talents through training
and procure technical, human, and psychological skills
(intellectual capital).
5 Management is an intangible force.
Though intangible, management is not abstract but a social skill
which is evident by the quality of the organization in terms of
the efficiency and effectiveness of its operations.
[Link] is an Integrating Process.
Management brings together people, machines and
materials to carry out the operation of the
organization and achieve a set of given objectives.
7. Management is a social science
8. Management is a Universal Activity
The techniques and tools of management are universally
applicable. Managers perform the same functions regardless of
their position in the management hierarchy, type of enterprise
or location of enterprise.
9. Management is separate from ownership.
The science of management is universally accepted as a
distinct discipline. It has assumed professional character,
hence requiring the use of specific knowledge, skill and
practice.
Management: Science or Art
The question whether management is a science or art is
debated quite frequently.
There are arguments on both sides.
Properties of Science:
Science has four elements
Systematic body of Knowledge
Scientific inquiry and observation
Experimentation
Universal truth.
Management as a Science: Management is a science
because it has all the characteristics of a science.
Properties of Art
Management is basically an art as it involves the use of know-how and
skills like any other art such as music, painting, sculpture, etc.
Use of knowledge
Creative Art
Personalized
Constant practice
• Management: Science as well as Art:
• Management is thus, an art as well as a science. The art of
management is as old as civilization. The science of management is
young and developing. Both are complementary and mutually
supportive. Managers need to acquire the knowledge of
management principles and practice in order to be successful.
Functions of Management
• Planning: It is the process of setting goals and objectives and
showing how these goals and objectives will be
accomplished.
• Organizing: This refers to the process of establishing a
structure of working relationships. It involves grouping
people into departments according to specific tasks
performed.
• Directing: This is the process of communicating what has
been planned by leading and motivating.
• Staffing: This function refers to the process of filling positions
with the right people in the right job at the right time.
• Controlling: process of evaluating how well an organization is
achieving its goals and how to maintain and improve
performance.
MANAGERIAL ROLES (Mintzberg)
– Interpersonal roles
Figurehead, leader, liaison
– Informational roles
Monitor, disseminator, spokesperson
– Decisional roles
Disturbance handler, resource
allocator, negotiator
MANAGERIAL ROLES
MANAGERIAL ROLES
MANAGERIAL ROLES
TYPES OF MANAGERS
• All managers’ positions involve performance of
management functions (planning, organizing,
directing, staffing and controlling) But there are
differences among managerial jobs
• In a large organization, three levels of
management are usually identified
Top level management
Middle level management
Lower level management.
Top Level Management
Determines objectives and policies
Designs basic operating and financial structure of an
organization
Provides guidance and direction
Lays down standards of performance
Maintains good public relations
Middle Level Management
Interprets and explains the policies framed by the top
management
Issues detailed instructions
Participates in operating decisions
Trains other managers
Lower Level Management
Plans day-to-day operations
Assigns jobs to worker
Provides supervision and control over work
Arranges material tools and Maintains equipment discipline
MANAGERIAL SKILLS
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.
IMPORTANCE OF MANAGEMENT
• Management meet the challenge of change
• Accomplishment of group goals
• Effective utilization of resources
• Effective functioning of business
• To increase efficiency.
• To achieve social goals.
• To understand the nature of management.
THE END
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YOU