Definition, Principles and Basics of Management

Principles of Management
CHAPTER 1: Definition ,Principles and Basics of

Management
Definition
Management Defined
1
Management is the process of achieving goals and objectives

effectively and efficiently through and with the people.
"Management is a process of designing and maintaining an

environment in which individuals work together in groups to
effectively and efficiently accomplish selected aims".
Management Defined Contd

3
Management is the process of achieving organizational goals and

objectives effectively and efficiently by using management functions i.e.
Planning
Organizing
Staffing
Controlling
Management is a set of activities directed at an organization's

resources with the aim of achieving organizational goals in an
efficient and effective manner.
These definitions when expanded have these

implications:
Management is thus a continuous effort aimed at shaping an organization and contributing to its overall
growth.
The functions of managers include planning, organizing, staffing, leading and controlling.
These functions are essential to any kind of organization.
It applies to managers at all hierarchical levels.
The aim of managers is to increase productivity, effectiveness and efficiency.
Elements of definition
Process - represents ongoing functions or primary activities engaged in by
managers
Efficiency - getting the most output from the least amount of inputs
doing things right
concerned with means
Achieving the objectives in time
Effectiveness - completing activities so that organizational goals are attained

doing the right things
concerned with ends
Achieving the objectives on time
Efficiency and Effectiveness

Ends
Effectiveness
Goals
Low
Waste
High
Attainment
Goal Attainment
Resource Usage
Means
Efficiency
FOM 1.9
Characteristics of Management
Management is a distinct process.
Management is an organized activity
Management aims at the accomplishment of
predetermined objectives.
Management is both a science and an art.
Management is a group activity
Management principles are universal in nature
Management integrates human and other resources
8
Functions of management
1
Planning
2
Organizing
3
Planning is the process of setting goals, and charting the best way of action for
achieving the goals. This function also includes, considering the various steps to
be taken to encourage the necessary levels of change and innovation.
Organizing is the process of allocating and arranging work, authority and
resources, to the members of the organization so that they can successfully
execute the plans.
Staffing
A: Staffing is the process of filling the positions in the organization and keeping
them filled.
B: Staffing is the process of recruiting and selecting the right person for the right
job at the right time in the right place.
Leading
Leading involves directing, influencing and motivating employees to perform

essential tasks. This function involves display of leadership qualities, different
leadership styles, different influencing powers, with excellent abilities of
communication and motivation.
5
Controlling
Controlling is the process of devising various checks to ensure that planned

performance is actually achieved. It involves ensuring that actual activities
conform to the planned activities. Monitoring the financial statements, checking
the cash registers to avoid overdraft etc., form part of this process.
9
Planning, Organizing, Leading & Controlling (Newman &

Summer)
Planning, Organizing, Commanding, Coordinating and
Controlling (Henri Fayol)
POSDCORB: Planning, Organizing, Staffing, Directing,
Coordinating, Reporting & Budgeting (Luther Gulick)
Decision Making, Organizing, Staffing, Planning,
Controlling, Communicating & Directing (Warren Haynes &
Joseph Massie)
Planning, Organizing, staffing, directing & Controlling
(Koontz ODonnell)
10
Levels of management
1. Top Level:
Top management sets the mission and goals, develops policies, evaluates the
overall performance of various departments, responsible for the business as a
whole and is concerned mainly with long-term planning
2. Middle Level:
Middle level management develops departmental goals, executes the policies,

plans and strategies determined by top management , develops medium- term
plans and supervises and coordinate lower-level managers activities
2. Lower (Supervisory, frontline) Level:
Lower level management takes charge of day-to-day operations, is involved in

preparing detailed short-range plans, is responsible for smaller segments of
the business, executes plans of middle management , guides staff in their own
subsections and keep close control over their activities
11
Levels of management
Top
Management
President, CEO,
Executive
Vice Presidents
Middle Management
Plant Managers, Division Managers,
Department Managers
First-Line Management
Foreman, Supervisors, Office Managers
Non- Managerial Employees
12
Least
Important
Top
Managers
Middle
Managers
Controlling
Directing
Staffing
Organizing
Planning
Controlling
Directing
Staffing
Organizing
Planning
Controlling
Directing
Staffing
Organizing
Planning
Importance of management functions to managers in

each level
Most
Important
First-Line
Managers
13
Management: Science or Art?

Science is a collection of systematic knowledge, collection of truths and
inferences after continuous study and experiments. It has fundamental
principles discovered.
Art uses the known rules and principles and uses the skill, expertise, wisdom,
experience to achieve the desired result.
Management has got two faces like a coin; on one side it is art
and on the other it is science. Management has got scientific
principles which constitute the elements of Science and Skills
and talent which are attributes of Art.
Management is both art and science.

14
Administration Vs Management
Administration
It is concerned about the
determination of
objectives and major
policies of an
organization.
It is a determinative
function.
It is a top-level activity.
Management
It puts into action the
policies and plans laid
down by the
administration.
It is a executive function.
It is a middle-level
activity.
15
Principles of Management
16
Fayols Principles of Management

Henri Fayol (1841-1925)
He has proposed that there are six primary functions

of management and 14 principles of management,
Forecasting, Planning, Organizing, Commanding,
Coordinating, controlling
There are 14 Principles of Management described by
Henri Fayol.
17
14 Principles of Henri Fayol

1. Division of Labor
Work of all kinds must be divided & subdivided and allotted to various persons according
to their expertise in a particular area.
2. Authority & Responsibility

Authority refers to the right of superiors to get exactness from their sub-ordinates.
Responsibility means obligation for the performance of the job assigned.
Note that responsibility arises wherever authority is exercised
18
14 Principles of Henri Fayol Contd

3. Unity of Command
A sub-ordinate should receive orders and be accountable to one and only one boss at a time.
He should not receive instructions from more than one person
4. Unity of Direction
People engaged in the same kind of business or same kind of activities must have the same
objectives in a single plan.
Without unity of direction, unity of action cannot be achieved.
19

5. Equity
Equity means combination of fairness, kindness & justice.
The employees should be treated with kindness & equity if devotion is expected of them.
6. Order
This principle is concerned with proper & systematic arrangement of things and people.
Arrangement of things is called material order and placement of people is called social
order.
20

7.
Discipline
Discipline
means sincerity, obedience, respect of authority & observance of rules and
regulations of the enterprise.
Subordinate should respect their superiors and obey their order.
Initiative
means eagerness to initiate actions without being asked to do so.
8.
Initiative
Management should provide opportunity to its employees to suggest ideas,
experiences& new method of work.
21

9.Remuneration
Remuneration
to be paid to the workers should be fair, reasonable, satisfactory &
rewarding of the efforts.
It should accord satisfaction to both employer and the employees.
10. Stability of Tenure

Employees should not be moved frequently from one job position to another i.e. the
period of service in a job should be fixed.
22

11. Scalar Chain
Scalar chain is the chain of superiors ranging from the ultimate authority to the lowest.
Communications should follow this chain. However, if following the chain creates delays, crosscommunications can be allowed if agreed to by all parties and superiors are kept informed.
12. Sub-ordination of Individual Interest to common

interest of the undertaking should prevail in all circumstances.
goal
An organization is much bigger than the individual it constitutes therefore
The interests of any one employee or group of employees should not take
precedence over the interests of the organization as a whole.
23

13. Espirit De Corps
It refers to team spirit i.e. harmony in the work groups and mutual understanding among
the members.
Espirit De Corps inspires workers to work harder.
Centralization refers to the degree to which subordinates are involved in decision making.
14.
Centralization
Whether decision making is centralized (to management) or decentralized (to
subordinates) is a question of proper proportion. The task is to find the optimum

degree of centralization for each situation.
24
Manager
A manager is someone whose primary responsibility is to carry out the
management process within an organization to achieve the organizational
goals.
Changing nature of organizations and work has blurred the clear lines of
distinction between managers and non-managerial employees
25
Managerial skills
Managerial Skills
Primary Skills
Conceptual Skill
Technical Skill
Human Skill
Secondary Skills
Design Skill
Communication Skill
Leadership Skill
26
Managerial skills Contd

Conceptual skills:
This refers to the ability to think and conceptualize abstract

situations. These abilities are required for making complex
decisions.
In short it is:
The mental capacity to develop plans, strategies and vision
Human or interpersonal skills:
This includes the ability to understand other people and interact

effectively with them. The human skills are also important in
creation of an environment in which people feel secure and free to
express their opinions.
In short it is:
The ability to work with other people in teams
27

Technical skills:
These skills include the knowledge, abilities of and proficiency in

activities involving methods, processes and procedures in the
relevant fields as accounting, engineering, manufacturing etc.
Or in short:
The ability to use the knowledge or techniques of a particular
discipline to attain ends
Design skills:
These skills enable a manager to handle and solve any kind of

unforeseen or actual problems, that may crop up in the
organization. Such problems could arise due to internal factors or
external factors and/or both.
In short it is:
The problem solving skill
28

Communication skills:
The abilities of exchanging ideas and information effectively. To

understand others and let others understand comprehensively.
Leadership skills
The abilities to influence other people to achieve the common

goal.
29
Skill distribution at various management levels
30
Roles of manager
Role: a set of expectation for ones behavior
In 1960, Henry Mintzberg conducted a study to understand about the managerial
roles. He identified 10 managerial roles that are common to all managers.
These 10 managerial roles are grouped under: Interpersonal, decisional, and
informational roles.
Roles of Manager
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Informational
Monitor
Disseminator
Spokesperson
31

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Principles of Management

CHAPTER 1: Definition ,Principles and Basics of

Management is the process of achieving goals and objectives

"Management is a process of designing and maintaining an

Management Defined Contd

Management is the process of achieving organizational goals and

Management is a set of activities directed at an organization's

These definitions when expanded have these

These functions are essential to any kind of organization.

It applies to managers at all hierarchical levels.

The aim of managers is to increase productivity, effectiveness and efficiency.

Effectiveness - completing activities so that organizational goals are attained

Efficiency and Effectiveness

Leading involves directing, influencing and motivating employees to perform

Controlling is the process of devising various checks to ensure that planned

Planning, Organizing, Leading & Controlling (Newman &

Middle level management develops departmental goals, executes the policies,

2. Lower (Supervisory, frontline) Level:

Lower level management takes charge of day-to-day operations, is involved in

Importance of management functions to managers in

Management: Science or Art?

Management is both art and science.

Fayols Principles of Management

He has proposed that there are six primary functions

14 Principles of Henri Fayol

2. Authority & Responsibility

14 Principles of Henri Fayol Contd

14 Principles of Henri Fayol Contd

14 Principles of Henri Fayol Contd

14 Principles of Henri Fayol Contd

10. Stability of Tenure

14 Principles of Henri Fayol Contd

12. Sub-ordination of Individual Interest to common

14 Principles of Henri Fayol Contd

subordinates) is a question of proper proportion. The task is to find the optimum

Managerial skills Contd

This refers to the ability to think and conceptualize abstract

Human or interpersonal skills:

This includes the ability to understand other people and interact

Managerial skills Contd

These skills include the knowledge, abilities of and proficiency in

These skills enable a manager to handle and solve any kind of

Managerial skills Contd

The abilities of exchanging ideas and information effectively. To

The abilities to influence other people to achieve the common

Skill distribution at various management levels

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