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MANAGEMENT: INTRODUCTION
• Art of getting things done through people for the benefit of the customer
MEANING
• Management is the art of getting things done through others – Mary Parker Follet
• Management is an art of knowing what is to be done and seeing that it is done in the best
possible manner." ( planning and controlling) - F.W. Taylor
• Management is the process of working with and through others to achieve organizational
objectives by efficiently using limited resources in the changing environment.- Kreitner
• Management is a multi-purpose organ that manages business and manages managers and
manages workers and work- Peter Drucker
• Involves decision-making: Management in the decision making process & the decisions
are involved in all the functions of management.
• It Co-ordinates all activities & resource: It is concerned with the Co-ordination of all
activities & resources it’s various functions to attain the stated objectives.
• It is an integrating process: It integrates men, machines & materials for carrying out the
operations of the enterprise & for achieving the stated objectives.
• It is concerned with direction & control: It in concerned with the direction & control of
various activating the enterprise to attain the business objectives.
• It is intangible: It is abstract & cannot be seen with the eyes. It is evidenced by the
quality of organization & results such as increased productivity.
• It is goal oriented
• It is social process
• It should be stable
• It is group activity
• It is a factor of production
• It is a dynamic function
• It is a system of authority
• It is multi disciplinary
SCOPE OF MANAGEMENT
• Developing Management
• Distribution Management
• Financial Management
• Marketing Management
• Personnel Management
• Production Management
• Office Management
• Transport Management
• Purchase Management
• Sales Management
• Business Management
FUNCTIONAL AREAS OF MANAGEMENT
There are four functional areas of management namely production, finance, marketing
and finance and personnel. Each functional area may have a number of sub-activities.
Production: This is generally put under production manager and he is responsible for all
production related activities.
This area has a number of activities; few of them are given below:
(1) Purchasing: Which is related with the purchase of various materials required by the
organization. Purchasing involves procuring right quantity of materials at the right
quality, at the right time and at the right price from the right supplier.
(3) Research and Development: It deals with improving the existing products and
process and developing new products and process.
Marketing: This area involves the distribution of organizations’ products to the buyers.
The sub-activities are:
(2) Marketing research: It is related with the systematic collection, analysis of data
relating to the marketing of goods and services.
Finance and accounting: It deals with intelligent investment of financial resources and
record-keeping of various transactions. The various sub-functions are
(2) Management Accounting: Deals with analysis and interpretation of financial records
so that management can take certain decision.
(3) Costing: It deals with recording of costs, their classification and analysis for cost
control.
(4) Investment Management: Takes care of how financial resources can be invested in
various alternatives to maximize returns.
(5) Taxation: Deals with various direct and indirect taxes to be paid by the organization.
Personnel: It deals with the management of human resources with the following sub-
activities:
(1) Recruitment and Selection: It deals with recruitment and selection of employees.
(2) Training and Development: It deals with training of employees and making them
more efficient.
(3) Wage and Salary Administration: Deals with fixing of salaries, job evaluation,
promotion, incentives etc.
FUNCTIONS OF MANAGEMENT
1. Planning: This step involves mapping out exactly how to achieve a particular goal.
Say, for example, that the organization’s goal is to improve company sales. The manager
first needs to decide which steps are necessary to accomplish that goal. These steps may
include increasing advertising, inventory, and sales staff. These necessary steps are
developed into a plan. When the plan is in place, the manager can follow it to accomplish
the goal of improving company sales.
2. Organizing: After a plan is in place, a manager needs to organize her team and
materials according to her plan. Assigning work and granting authority are two important
elements of organizing.
3. Staffing: After a manager discerns his area’s needs, he may decide to beef up his
staffing by recruiting, selecting, training, and developing employees. A manager in a
large organization often works with the company’s human resources department to
accomplish this goal.
4. Directing: A manager needs to do more than just plan, organize, and staff her team to
achieve a goal. She must also lead. Leading involves motivating, communicating,
guiding, and encouraging. It requires the manager to coach, assist, and problem solve
with employees.
5. Controlling: After the other elements are in place, a manager’s job is not finished. He
needs to continuously check results against goals and take any corrective actions
necessary to make sure that his area’s plans remain on track. All managers at all levels of
every organization perform these functions, but the amount of time a manager spends on
each one depends on both the level of management and the specific organization.
3. Mobilizing best talent: The management should try to employ person in various fields
so that better results are possible. The employment of specialists in various fields will be
increasing the efficiency of various factors of production. There should be a people
environment which should encourage good persons to jay the enterprise.
4. Planning for future: No management should feel satisfied with today’s work if it has
not thought of tomorrow future plans should take in to consideration what should we do
next. Future performance will depend upon present planning. Planning for future is
essential to help the concern.
Science comprises of exact principles which can be verified and it can establish cause and
effect relations.
2. Scientific principles are derived on the basis of logical and scientific observations
5. Replication is possible
2. Personalized application
Management is both science as well as art. Like science it has systematic and well-
organized body of knowledge and like art it requires personal skill, creativity and practice
to apply such knowledge in the best possible way. Science and art are not in contrast to
each other; both exist together in every function of management.
Management as a Profession:
2. Restricted Entry
5. Service Motive
MANAGEMENT & ADMINISTRATION
BASIS FOR
MANAGEMENT ADMINISTRATION
COMPARISON
Area of operation It works under administration. It has full control over the activities
of the organization.
Decides Who will do the work? And How What should be done? And When is
will it be done? should be done?
Represents Employees, who work for Owners, who get a return on the
remuneration capital invested by them.
A manager wears many hats. Not only is a manager a team leader, but he or he is also a
planner, organizer, cheerleader, coach, problem solver, and decision maker — all rolled
into one. And these are just a few of a manger’s roles. In addition, managers’ schedules
are usually jam-packed. Whether they’re busy with employee meetings, unexpected
problems, or strategy sessions, managers often find little spare time on their calendars.
These roles fall into three categories by Mintzberg:
1.Figurehead: Perform ceremonial and symbolic duties, such as greeting visitors and
signing legal documents.
3.Liaison: Maintain information links both inside and outside organization via mail,
phone calls, and meetings.
1.Monitor: Seek and receive information; scan periodicals and reports; maintain personal
contact with stakeholders.
3.Spokes person: Transmit information to outsiders via reports, memos, and speeches.
Decisional: This role involves decision making. Decisional Entrepreneur Initiate
improvement projects; identify new ideas & delegate idea responsibility to others.
1.Disturbance: Take corrective action during disputes or handler crises; resolve conflicts
among subordinates; adapt to environments.
2.Resource allocator: Decide who gets resources; prepare allocator budgets; set
schedules and determine priorities
LEVELS OF MANAGEMENT
• Two leaders may serve as managers within the same company but have very different
titles and purposes.
• Large organizations, in particular, may break down management into different levels
because so many more people need to be managed.
• Edward Francis Leopold Brech has classified management levels into three categories –
Top Management, Middle Management and Supervisory/Lower Level as shown in fig :
• Management in antiquity
Psychological development
MANAGEMENT IN ANTIQUITY
• Psychological development
• Scientific management
• Administrative management
Psychological development (Before 17th century): Olden days there was no experience
& knowledge of business, they had to depend upon their inborn abilities. This gave rise to
management that was totally based on psychological process.
Scientific Management (18th -19th century): Art of knowing exactly what is to be done
and the best way of doing it.
During this time the development was brought about by following two important factors.
1) The effort of scientists to demonstrate the application of science & scientific methods.
The work made use of scientific methods for achieving standard practice & higher
efficiency. Thus scientific management came into existence.
1. Work study
Work study includes time and motion study. Taylor observed that the workers were not
producing their full capacity for the fear that their piece rate would be cut with rise in
production. The best way of doing a particular job was arrived at with this the time
required to complete one job was calculated called stand and time
2. Differential payment
Motion and time study and establishment of standard time further helped in arriving at
the production rate of a particular piece or job. It was linked that incentives are
introduced with increase in production. It was thought that this would motivate workers
to produce more.
3. Reorganization of supervision
The supervisions work was just to allocate the work to be done. The planning of work
and selection of tools & sequence of doing work are to be done by foreman and the
worker had to simply carry out the work without wasting his time as to how to do that.
Taylor suggested that need for scientific training and development of a worker to carry
out a specific task in a more productive way. He also believes that good cooperation
between the management and workers would have to the increased production and profits
to both.
Human relation movement: Taylor and Fayol management techniques not completely achieve
efficient production because of worker unpredicted behavior. Such cases Elton Mayo conducted
experiments, classifies as
1. Illumination experiment
3. Interviewing programme
• Behavioral Approach
• Quantitative Approach
• Systems Approach
• Contingency Approach
Quantitative approach: Gained momentum during the second world war when UK and USA
were desperately trying to seek the solutions to a number of few, complex problems in
warfare. Interdisciplinary group of scientists were engaged for this purpose were known as
operations research(OR) teams because their work consisted of analyzing operations and
carrying out applied scientific research which were the same which were used for solving
problems in the industry. Solving problems in the industry using OR techniques.
Systems approach: Provides integrated approach to management problems and the key
concepts of systems approach are
System is a set of independent parts: Which together works as a single unit and
performs some function. Similarly an organization can also be considered to be
composed of four independent parts namely task, structure, people and technology.
Structure subsystem: refers to the formal division of authority and responsibility,
communication channels and workflow.
People subsystem: refers to the employees with their motives, attitudes and values
and the informal organization.
Technology subsystem: refers to the tools and equipment as well as techniques
which are used by the organization to perform the task.
Concept of considering the system as a whole: Means that no part of the system can
be analyzed and understood apart from the whole system and conversely, the whole
system cannot be accurately perceived without understanding all its parts. Each part
bears a relation of interdependence to every other part which rather than dealing
separately with the various parts of the organization as a whole. The above concept
facilitates more effective diagnosis of complex situations and increases the
likelihood of appropriate managerial functions.
System can be either open or closed: Open system is one which interacts with its
environment and closed system is one which is independent of the environment. All
living systems are actually dependent on the external environment for information,
material and energy. They enter the system from the environment as inputs and
leave the system as outputs and therefore they are rightly conceived as open
systems. Inputs of a business organization: raw materials, power, finance,
equipment, human effort, technology, information about market, new products,
government policies and the changes these inputs into output of goods, services and
satisfaction and the transformation process is known as throughput.
Contingency approach: Is the second approach which tries to integrate the various schools
of management thought. There is no best way of doing things under all conditions Methods
and techniques are highly effective in one situation may not work in other situations and
results differ because the situations differ. The task of a manger is to try to identify which
technique will in a particular best contribute to the attainment of the management goals and
managers have therefore to select the situational sensitivity and practical selectivity.
Contingency views are applicable in designing organizational structure, in deciding the degree
of decentralization, in planning information decision systems, in motivational and leadership
approaches in establishing communication and control systems, in solving conflicts and
managing change, in establishing and control systems and in several areas of organization and
management.
PLANNING
MEANING: “Thinking before doing”.
Planning deals with what has to be done today to be ready for tomorrow.
“Planning bridges the gap from where we are to where we want to go”.
“Planning bridges the gap from what we are today and what we want to be in future”.
Planning is flexible.
Planning is rational.
Planning is futuristic.
Focus in objectives.
It is an intellectual process.
To facilitate control: Planning sets the goals and develops plans to achieve them. These
goals and plans become the standards or benchmarks against which the actual
performance can be measured. Control involves the measurement of actual performance,
comparing it with the standards and initiating corrective action if there is deviation.
It provides direction: Planning provides sense of direction and purpose to the activities
of an organization. It also defines the job behavior of managers and paves the way
towards achieving organizational goals.
It leads to Economy: Optimal utilization of physical and human resources.
It facilitates decision making: Planned target serves as criteria for the evaluation of
different alternatives so that best one may be chosen.
Planned by management and administration and expected to achieve by the organization. These
are end points towards which all business activities are directed. These are the products of
specific, concrete thinking.
1. Market standing
2. Innovation
3. Productivity
5. Profitability
8. Public responsibility
Characteristics of Objectives
According to Peter F Drucker there are 8 important areas in which objectives of performance are
set in an organization:
1. Market standing, 2.Innovation, 3.Productivity, 4.Physical and financial resources,
5.Profitability , 6.Manager performance and development, 7.Worker performance and
attitude, 8.Fulfillment of Public responsibility
Standing plans provide guidelines for further course of action and are used over a period of
time. Standing plans are designed for situations that recur often enough to justify a standardize
approach.
Examples of such plans are organizational mission, long term objective, strategies, policies,
procedures and rules.
Ex: promotion, marketing, purchase, pricing, training, recruitment, distribution, Personal policy,
payment, wages and incentive.etc
Ex: Strategy for winning an approval in board meeting, strategy to make the best use of media
coverage.
Procedures: detailed guidelines that are used to carry out the policies.
Ex: procedures for recruitment of employees, procedures for customer complaint,CET procedure
for engineering admission.
Methods: prescribed way in which one step of a procedure is to be carried out (sub-units).
Ex: method of conducting written test for recruitment, method of verifying facts and figures.
Rules: are nothing but standard guidelines which specify what is good and what is bad for an
employee’s/organization.
Ex: Rule of “No Smoking", Reporting time to office, lunch time etc.
Single use plans are designed for specific end; when that end is reached, the plan is dissolved or
formulated again for next end.
Schedules: which are like time-table which clearly specifies when, what and where each element
of work is carried out?
Ex: What is the sequence of operation?, which department/work centre will do which job?
Budgets: are the managerial tools for planning, programming and controlling business
activities.(Expenditure of an respective department).
DECISION MAKING: It is the most important part of business process, manager to think
before acting, through planning managers of any organization decide what to do, when to do,
how to do, who has to do and where to do. Hence decision making is integral part of planning.“
The process of choosing among alternatives”.
Examples of Decisions
• Non Pragmatic decisions : Involves heavy expenditure(top level management will take
care of such type of decisions)
• Major decisions: Purchasing new machinery, employing new technology, hiring new
people etc.
• Permanent decisions.
Steps in Decision Making
4. Identification of alternatives.
(2) Establishing planning premises: This is the second step in planning which involves
establishing planning premises that is the conditions under which planning activities will be
undertaken.
Internal and External premises: Premises may exist within or outside the enterprise. Internal
premises include sales forecasts, ability of the organization in the form of machines, methods of
design, behavior of the owners and employees etc., The external premises exists outside the
enterprise and include general business and economic environment, technological changes,
government policies and regulations, population growth etc.,
Tangible and Intangible premises: Tangible premises are those which can be quantified. They
include population growth, industry demand, capital and resources invested etc., On the other
hand political stabilities, sociological factors, attitudes and behavior of the owners etc., are
intangible premises.
Controllable and non-controllable premises: Some of the planning premises are controllable
and others are non-controllable. Some examples of non-controllable factors are strikes, wars,
natural calamity, legislation etc., The controllable factors are availability of resources, skill of
managers and labor etc.,
(3) Deciding the planning period: Once the term objectives and planning premises are decided,
the next task is to decide the period of the plan. Some plans are made for a year and in others it
will be decades.
(5) Evaluation and selection of alternative: Once the alternatives are identified the next step is
to evaluate the alternatives in the light of the premises and goals and to select the best course or
courses of action.
(6) Developing derivative/supportive plans: Once the plan is selected, various plans are
derived so as it support the main plan. The derivative may be planning for buying equipments,
buying raw material etc. These derivative plans are formulated out of the main plan.
(7) Measuring and controlling the process: One should not allow plan to run on its own
without monitoring its progress. Managers need to check the progress of their plans so that
remedial action can be taken to make plan work or change the plan if it is unrealistic.