INTRODUCTION TO MANAGEMENT - MEANING:

Management is a Universal process. It has its place not only in business enterprises but also in political, military, religious, charitable and educational institutions. The term Management is used in different senses.

DEFINITION:According to “Henry Fayol”, “To manage is to forecast and to plan, to organise, to command, to co-ordinate and to control”.

FUNCTIONAL CONCEPT OF MANAGEMENT 1. Management is what Management does: according to many Management experts, Management is what Management does. That is Management is the sum total of all those functions concerned with the working of an enterprise.

2. Management is a process for the utilisation of minimum input for the production of maximum output.

3. Management is the art of getting things done through people.

4. Management is the function of executive leadership everywhere.

5. Management is the development of people not the direction of things. It is personnel administration.

INTRODUCTION TO MANAGEMENT - MEANING:

Management is a Universal process. It has its place not only in business enterprises but also in political,

military, religious, charitable and educational institutions. The term Management is used in different

senses.

DEFINITION:According to “Henry Fayol”, “To manage is to forecast and to plan, to organise, to command, to co-ordinate and to

control”.

FUNCTIONAL CONCEPT OF MANAGEMENT 1. Management is what Management does: according to many Management experts, Management is what

Management does. That is Management is the sum total of all those functions concerned with the working of an

enterprise.

2. Management is a process for the utilisation of minimum input for the production of maximum output.

3. Management is the art of getting things done through people.

4. Management is the function of executive leadership everywhere.

5. Management is the development of people not the direction of things. It is personnel administration.

10. SYSTEM OF AUTHORITY11. DECISION-MAKING12. GOOD LEADERSHIP13. MANAGEMENT AT DIFFERENT LEVELS14. MANAGEMENT IS INBORN AS WELL AS ACQUIRED ABILITY15. ONE OF THE FACTORS OF PRODUCTION16. PRODUCTIVE UTILISATION OF RESOURCES17. NEED FOR ORGANISATION18. DIRECTING AND CONTROLLING19. INTANGIBLESCOPE AND FUNCTIONAL AREAS OF MANAGEMENT

1. MANAGEMENT IS A UNIVERSAL PHENOMENON OR UNIVERSALITY OF MANAGEMENT

2. MANAGEMENT IS AN INTER-DISCIPLINARY SUBJECT

3. MANAGEMENT IS A SCINENCE AS WELL AS AN ART

4. MANAGEMNET AS A PROFESSION

5. SUBJECT MATTER OF MANAGEMENT

6. FUNCTIONAL AREAS OF MANAGEMENTRESPONSIBILITIES AND SKILLS OF PROFESSIONAL MANAGER

Conceptual Skills

Human Skills

Technical Skills

ADMINISTRATION

Administration is regarded as a higher level activity. Administration is regarded as a thinking process. The functions of administration are largely determinative. Administration is concerned with the formulation of the overall plans &

the broad policies of the enterprise. Administration sets the objectives of the enterprise. Administration devises the structure of the organization. Administration makes the overall decisions. Administration is not directly concerned with the direction of human

efforts in the plans and policies in the execution of the plans and policies of the enterprise.

Administration is vested with the entire authority Mainly used in government and public sector enterprises.

MANAGEMENT

Management is regarded as a lower level authority. Management is regarded as a doing process. The functions of Management are largely executive. Management is concerned with the execution of the overall plans & the

broad policies formulated by the administration. Management has to work within the limits described by the

administration. Management uses the organization structure devised by the

administration for achieving Management takes the routine decisions for the smooth working of the

organization. Management is directly concerned with the direction of human efforts in

execution of plans & policies of the enterprise. Management utilizes the delegated authority for carrying out the work

assigned to it. Mainly in business organisations.

1. DIVIISION OF WORK

2. AUTHORITY AND RESPONSIBILITY

3. DISCIPLINE

4. UNITY OF COMMAND

5. UNITY OF DIRECTION

6. SUBORDINATION OF INDIVIDUAL INTERESTS TO GENERAL INTERESTS

7. REMUNERATION

8. CENTRALIZATION

9. SCALAR CHAIN---

10. ORDER

11. EQUALITY

12. STABILITY OF TENURE OF PERSONNEL

13. INITIATIVE

14. ESPIRIT DE CORPS

MANAGEMENT IS A SCINENCE AS WELL AS AN ART

What is Science?

A science is a systematized body of knowledge pertaining to a particular field of learning

or subject.

What is an Art?

An art is the way of doing specific things.

Is Management a Science or an Art?

Management is a science for the following reasons:

Management has a systematised and organised body of knowledge.

It has certain principles which have been evolved through observation, experimentation,

experience and inference.

It is applicable to all kinds of human activities.

It is an art for the following reasons:

Management practice makes use of the principles management is the

specific situations.

In the application of the principles of management solving specific

management situations, the skills and efforts of managers are involved.

Management is creative. Creativity is the major dimension in managerial

success. It creates new situations for further improvement.

MANAGEMNET AS A PROFESSION

A profession is an activity which necessitates the acquisition of the requisite knowledge and

skill and the possession of the right mental attitude by the men engaged in that activity.

Profession refers to any occupation which requires the use of specialised skills and talents

acquired through extensive education and training and pursued to serve the largest interests of

the society.

SUBJECT MATTER OF MANAGEMENT or MANAGEMENT PROCESS

HUMAN BEHAVIOUR APPROACH

SOCIAL SYSTEM APPROACH

SOCIO-TECHNICAL SYSTEMS APPROACH

DECISION THEORY APPROACH

MANAGEMENT SCIENCE APPROACH

SYSTEMS APPROACH

CONTINGENCY OR SITUTATIONAL APPROACH

OPERATIONAL APPROACH

Impact of Globalization: Managing Across Borders: Revolutions of Information Technology: Security Issues: Knowledge worker:

The Key to Organisation Survival and Prospering in the 21st Century

Corporate Strategy: Ethical Issues: Social Responsibility: Global Challenges: Ecological Issues: Workforce Diversity:

Enterprise mobility:

Maintain and contribute to a sustainable socioeconomic environment:

Importance of human capital:

Improve organisation management (leadership):

THANK YOU

There are 5 primary functions of mgt.. They are,

Planning, Organising, Staffing, directing, & controlling are widely recognised functions of mgt

PLANNING: Planning can be defined as “ thinking in advance what is to be done, when it is to be done, how it is to be done & by whom it should be done”.

NATURE OF PLANNING1. Planning is primary function of mgt

2. Planning is an intellectual process

3. Planning is a continuous process

4. Planning is pervasive

5. Planning is directed towards efficiency, economy, & accuracy

6. Planning cannot overlook the available resources

7. Planning must be realistic

8. Planning is dynamic

9. Planning aims at coordination

10. Planning involves decision making

1. Planning facilitates mgt by objectives

2. Planning minimizes uncertainties

3. Planning facilitates co-ordination

4. Planning improves employee’s moral

5. Planning helps in achieving economies

6. Planning facilitates controlling

7. Planning provides competitive edge

8. Planning encourages innovations

9. Planning helps the performance of other functions

10. Planning guides rational decision making

DISADVANTAGES

Rigidity , inflexible, risk

Time consuming process

Expensive process

Resistance to change

External forces

TYPES OF PLANS

STANDING/REPEATED PLANS SINGLE USE PLANS

Programmes project budget

objectives policies procedures methods rules strategies

ON THE BASIS OF FUNCTIONS

1. Sales budget

2. Production budget

3. Labor budget

4. Cash budget

5. Master budget

ON THE BASIS OF PERIOD

1. Long term budget

2. Short term budget

ON THE BASIS OF FLEXIBILITY

1. Fixed budget

2. Flexible budget

Organising is the second function of management which follows planning. Once planning is confirmed it is the duty of the manager to organize, assign task, grouping task into departments delegating authority & allocating resources across the organization. Here organization refers how to organize the enterprise & creating structure of business organization.

DEFINITION:

According to LOUIS A. ALLEN, “organising is the process of identifying & grouping of the works to be performed, defining & delegating responsibility & authority & establishing relationships for the purpose of enabling people to work most efficiently.”

FUNCTIONS OR IMPORTANCE OF ORGANISING

1. FACILITATES ADMINISTRATION

2. FACILITATES GROWTH, EXPANSION, & DIVERSIFICATION

3. PERMITS OPTIMUM UTILIZATION OF RESOURCES

4. STIMULATES CREATIVITY

5. CO-ORDINATION

PRINCIPLES OF ORGANISING

1. PRINCIPLE OF SPECIALISATION

2. PRINCIPLE OF FUNCTIONAL DEFINITION

3. PRINCIPLE OF SPAN OF CONTROL/SUPERVISION

4. PRINCIPLE OF SCALAR CHAIN

5. PRINCIPLE OF UNITY OF COMMAND

6. UNITY OF OBJECTIVES

7. PARITY OF AUTHORITY & RESPONSIBITY OF CORRESPONDENCE

8. EXCEPTION PRINCIPLE

9. COMMUNICATION

10. FLEXIBILITY

11. CONTINUITY

12. PRINCIPLE OF BALANCE

ORGANIZATIONAL THEORIES

1. CLASSICAL ORGANIZATIONAL THEORY

2. NEOCLASSICAL THEORY

3. MODERN ORGANIZATIONAL THEORY

TYPES OF ORGANIZATION

1. Formal organization

2. Informal organization

TYPES OF ORGANIZATION STRUCTURE

1. Line organization

2. Functional organization

3. Line & staff organization

4. Committee form of organization

5. Matrix organization

“Authority is the right to give order & the power to exact obedience”- HENRY FAYOL

FACTORS FOR SUCCESSFUL USE OF AUTHORITY

1. Favorable atmosphere

2. Justified behavior

3. Mutual co-operation & faith

4. Interest in the work

5. Respect to superiors

SOURCES OF AUTHORITY

1. legal/ formal authority

2. Traditional authority

3. Acceptance authority

4. Competence authority

5. Charismatic authority

RESPONSIBILITY

Responsibility may be defined as the obligation of a subordinate to whom a duty has been assigned to perform the duty

NATURE OF RESPONSIBILITY

Responsibility flows from top level to lower level

It is all about allotting duties to subordinates

It cannot be delegated

It is obligation to complete the assigned task

POWER

The ability to exert influence. If a person has power it means that he is able to change the attitude of other individuals.

SOURCES OF POWER

1. Legitimate power

2. Reward power

3. Corrective power

4. Referent power

5. Expert power

DELEGATION

Delegation means assigning work to others & gives them authority to do it.

METHODS OF DELEGATION

1. Administrative delegation

2. Geographical delegation

3. Functional delegation

4. Technical delegation

GENERAL OR SPECIFIC DELEGATION

FORMAL OR INFORMAL DELEGATION

WRITTEN OR UNWRITTEN DELEGATION

DOWNWARD OR UPWARD DELEGATION

CENTRALISATION & DECENTRALISATION

1. Centralization is systematic & consistent reservation of authority at central points within an organization.

Decentralization applies to the systematic delegation of authority in an organization.

2. The retention of powers & authority with respect to planning & decisions with the top mgt. is known as centralization

The dissemination(spread) of authority, responsibility & accountability to the various mgt. levels is known as decentralization