Management

Introduction: - The term "management" refers to the set of activities, and often the group of
people, involved in four general functions, including planning, organizing, leading and
coordinating activities. above view is rather outmoded and that management needs to focus more
on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and
guiding others to accomplish them. Planning involves devising a systematic process for attaining
the goals of the organization. It prepares the organization for the future. Organizing involves
arranging the necessary resources to carry out the plan. It is the process of creating structure,
establishing relationships, and allocating resources to accomplish the goals of the organization.
Directing involves the guiding, leading, and overseeing of employees to achieve organizational
goals. Controlling involves verifying that actual performance matches the plan. If performance
results do not match the plan, corrective action is taken. The manager's job is to combine human
and technical resources in the best way possible to achieve the company's goals.

DEFINITIONS:

 KOONTZ & WEIHRICH: “Management is the process of designing and maintaining

of an environment in which individuals working together in groups effectively
accomplish selected aims”.
 F.W.TAYLOR: “Management is the art of knowing what do you want to do and then
seeing that is done in the best cheapest way”.

 Management is the process of getting activities completed efficiently and effectively with
and through other people.

 Management is to create a team which accomplishes pre-determined goals with more

efficiently in a prescribed time period as planned/decided.
 Management actually is planning, organizing, directing, controlling & coordinating
supported by leadership, communication, motivation and morale

 Management is the art and science of getting work done through people. It is the
process of giving direction and controlling of various activities of people to achieve the
objectives of organization.
 It means creating an internal environment of an enterprise where individuals working
together in a group can perform more efficiently and effectively towards attainment of
group goals.
 The process of getting activities completed efficiently with and through other people. The
process of setting and achieving goals through the execution of five basic management
functions: planning, organizing, staffing, directing, and controlling; that utilize human,
financial, and material resources

Functions of management
1. Planning
2. Organizing
3. Staffing
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4. Directing
5. Controlling

The management functions listed above can be categorized by using the acronym POSDC

Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and
the techniques for accomplishment

Organizing: establishing structures and systems through which activities are arranged, defined,
and coordinated in terms of some specific objectives

Staffing: fulfilling the personnel function, which includes selecting and training staff and
maintaining favorable work conditions

Directing: making decisions, embodying decisions in instructions, and serving as the leader of
the enterprise

Controlling: it means the measurement & correction of the performance of subordinate in order
to make sure that purpose of control is ensure that what is done will be that what is indented.

Features of Management
1. Management is purposeful and goal oriented.
2. Management is universal.
3. Management is situational.
4. Management is continuous process.
5. Management is creative.
6. Management is knowledge and information from different sources like math, statistics,
psychology, and sociology.
7. Management is dynamic.
8. Management is performance.
9. Management is influenced by internal factors like place, labour, machine, money and by
external factors like economic factors, political, legal, social, cultural, climatic, moral
etc,.
10. Management is combination of Art, Science, and profession.
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Scope of Management

1. Managers must make decisions to establish the purpose of the organization and to
perform a variety of activities to make the goal a reality.
2. All organizations have collective or shared goals, over and above the individual goals of
their members, for the achievement of which the organization is responsible to its owners
and stakeholders.
3. The collective goals of the organization can be achieved by controlling the activities
being performed by the individual members of the organization. This controlled
performance means that:

A. The collective goals are known and understood by all members - planning;
B. The necessary resources are obtained and utilized efficiently - implementation;
C. The performance can be controlled and measured to determine the extent of reaching
the goals - control. In order to implement the plan by utilizing obtaining and utilizing
the necessary

Management as an Art

1. It requires conceptual, technical, human relationship & decision-making skills.

a) Conceptual Skills: Ability to see the “big picture” to recognize significant elements
& to understand relationship among the elements.
b) Technical Skills: Is knowledge of & proficiency in activities involving methods,
procedures & pressures e.g., Mechanic works with tools & Superior show knows how
to use these tools to teach them.
c) Human Relations: is ability to work with people; it is a cooperative effort; teamwork;
create an environment where people feel secure & free to express their opinions.
d) Decision: Ability to solve problems in ways that will benefit the enterprise.
2. It requires knowledge: Learning & acquiring knowledge from various subjects such as
Marketing, Finance, Production, etc.
3. Art is creative: As a discipline in function of creativity. We notice this creativity in
facing challenges of competition. Introduction of new product, advertising campaigns
etc.
4. Art is personalized: Every person has different ways & means of performing Art.
Similarly every individual has different type of management, we categorize them as
Democratic, Autocratic, , Bureaucratic.
5. Art is Performance: Performance indicators such as profit, growth & development,
market share can only understood management as a concept.
6. Is the application of skill in finding desired results.

Management as Science
1. Science is a body of organized knowledge.
2. Science is developed over a period of time.
3. Science establishes cause & effect relationship.
4. Science has predictive power.
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5. Rules / Regulations in Science varied from time to time. Old rules are challenged & new
rules are established.
6. Science is of two types: perfect science like physics/chemistry/maths and social science
as management.

Management as a Profession
Any discipline to be called as profession must fulfill following conditions e.g. like medicine, law.
a) It requires definite period of learning.
b) It has centralized rule making authority.
c) It has enforceable code of conduct.
d) It needs certificate of practice.
e) Membership through acquired qualification approval.
f) Social commitment/obligation/accountability.

Management: both science and art:

Science Art

Advances by knowledge Advances by practice

Proves Feels

Predicts Guesses

Defines Describes

Measures Opines

Impresses expresses
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Informational roles = maintain & develop information network

 The monitor = seeking current information from many sources.
 The disseminator = transmits information to others both inside and outside the
organization.
 The spokesperson = to provide official statements to people outside the organization
about company policies, actions, or plans
Interpersonal roles pertain to relationships with others
 The figurehead = ceremonial activities
 The leader = motivation, communication, and influence of subordinates.
 The liaison = development of information sources both inside and outside the
organization.
Decisional roles = make choice requiring conceptual & human skills
 The entrepreneurial = initiation of change.
 The resource allocator = how to allocate resources to achieve outcomes.
 The negotiator = negotiating and bargaining for unit of responsibility.
 The disturbance handler = resolving conflicts between subordinates or other
departments

Management level and functions.

1. Top-level management
2. Middle level management
3. Lower level management
Top level management functions
1. To formulate goals and policies
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2. To formulate budgets
3. To appoint top executives
Middle level management functions.
1. To train motives &develop supervisory level
2. To monitor and control the operations performance

Low level management

1. To train &develop workers
2. To assign job
3. To give orders and instructions
4. To report the information about the workers

Skills needed for managers:

Technical skill
1. It refers to the ability to the tools, equipment procedure and techniques.
2. Effective supervision and co-ordination of the work a group members or subordinates.
Human skill
1. It refers to the ability of the manager to work effectively as group members and to build
co-operative effort in team leaders.
2. Needed to understand people.
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Conceptual skill
1. It is also called as design and problem
2. To see the organization and the various component of it as whole
3. To understand how its various parts and functions mesh together
Different approaches of management
1. System approach
2. Contingency approach
System approach
Like a human organism an organization in a system. In an organization also people task and
management are independent.
A system is an interrelated set of elements functioning as a whole. An organization as a system is
composed of four elements:
 inputs (material or human resources),
 transformation processes (technological and managerial processes),
 outputs (products or services), and
 feedback (reactions from the environment).

Open systems are systems that interact with their environment. Subsystems are systems within a
broader system.
Contingency approach
The Contingency approach is called as situational approach. It is developed by managers,
consultant and researchers who tried to apply for real life situation. Some management concepts
are different and are very effectively in one situation. The same concept is failed in another
situation. Results or solutions differ because situations differ. In this approach the managers
situation. Results or solutions differ because situations differ. In this approach the managers
identify which is suitable technique for a particular solution. Particular environment of the
organization at a specific time.

Conclusion: - management have a greater important for any organization. The growth of any
organization depends upon its management only. In the lack of it only firm can’t survive in this
competitive environment.