Introduction To Management: Nature and Concepts

Introduction to
Management
Nature and Concepts
Group One
Objectives of the
Chapter
• Understanding management
concepts
• Characteristics of management
• Functions of management
MANAGEMENT
Ménagement
“The art of conducting, directing.”
Manu agere
“To lead by the hand.”
MANAGEMENT
• Management is the attainment of organizational
goals in an effective and efficient manner
through planning, organizing, staffing, directing
and controlling organizational resources.
• Organizational resources include men(human
beings), money, machines and materials.
Definitions
• Louis E Boone & David L. Kurtz- The use of
people and other resources to accomplish objectives.
• Mary Parker Follet- the act of getting things done

through people.
• Frederick Taylor- defines Management as the art of
knowing what you want to do in the best and cheapest way.
Characteristics
• 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.
Concept of Management
by: Raymond G. Leon
• Management by Communication
• Management by Systems
• Management by Results
• Management by Participation
• Management by Motivation
• Management by Exception
• Management by Objectives
Benefits of M.B.O
• The need for planning will be recognized
• It provides for objectives and accountability for
performance
• It encourages participative management
• It helps in job enrichment
• It provides for a good feedback system
Steps in M.B.O
• To establish long-term and short-tem organizational
goals
• To establish long-term and short-term objectives for
each manager, clarifying the key performance
standards
• Periodic review of performance
• Encouraging managers to accept responsibility.
S.M.A.R.T Goals
S - Specific
M - Measurable
A - Acceptable, Attainable (Ambitious)
R - Realistic
T - Time bound
FEATURES
• Management involves five
functions
• These functions are
organised to achieve
organisational goals.
• Management involves
FUNCTIONS OF
MANAGEMENT
• Planning
• Organizing
• Staffing
• Directing
• Controlling
PLANNING
• Planning is determining the objectives and formulating the
methods to achieve them. It is more simply said than done. A
job well planned is half done. During planning one needs to ask
oneself the following:
• What am I trying to accomplish i.e. what is my objective?
• What resources do I have and do I need to accomplish the
same?
• What are the methods and means to achieve the objectives?
• Is this the optimal path?
TYPES OF PLANNING
• Purposes or missions
• Objectives -It is the ultimate goal towards which the activities of the
organization are directed
• Strategies-general program of action and deployment of resources
• Policies-general statement or understanding which guide or channel thinking in
decision making
• Procedures-states a series of related steps or tasks to be performed in a
sequential way
• Rules-prescribes a course of action and explicitly states what is to be done
• Programs-comprehensive plan that includes future use of different resources
• Budgets-statement of expected results expressed in numerical terms
Principles of Planning
• Take Time to Plan
• Planning can be Top to Down or
Bottom to Top
• Involve and Communicate with all
those Concerned
• Plans must be Flexible and
Dynamic
Steps in Planning
1. Determining the goals or objectives for the entire organization.
2. Making assumptions on various elements of the environment.
3. To decide the planning period.
4. Examine alternative courses of actions.
5. Evaluating the alternatives.
6. Real point of decision making
7. To make derivative plans.
Types of Managerial
Decisions
• Programmed
• Non programmed.
• Mechanistic -It is one that is routine and repetitive in nature
• Analytical-It involves a problem with a larger number of decision
variables
• Judgmental-It involves a problem with a limited number of decision
variables, but the outcomes of decision alternatives are unknown
• Adaptive-It involves a problem with a large number of decision
variables, where outcomes are not predictable
Process of Organizing
• Determine what is to be done/ Division of Work:
• Assign Tasks: Departmentalization:
• Link Departments: Hierarchy Development:
• Decide how much Authority to Designate/ Authority,
Responsibility and Delegation:
• Decide the Levels at which Decisions are to be made /
Centralization vs. Decentralization:
• Decide how to Achieve Coordination
Techniques for achieving
coordination
• Coordination by Rules or Procedures
• Coordination by Targets or Goals
• Coordination through the Hierarchy
• Coordination through Departmentalization
• Using a Staff Assistant for Coordination:
• Using a Liaison for Coordination:
• Using a Committee for Coordination
• Using Independent Integrators for Coordination:
• Coordination through Mutual Adjustment
STAFFING
Definition 1
• Selecting and training individuals for specific job functions, and
charging them with the associated responsibilities.
Definition 2
• Number of employed personnel in an organization or program. Also
called workforce.
DIRECTING/LEADING
• Provides positive and dynamic leadership
• Provides maximum opportunities
• Provides proper motivation of personnel
• Ability to command people
CONTROLLING
CONCEPTS
• Feed Forward Control- Control that attempts to identify and
prevent deviations before they occur is called feed forward
control, sometimes called preliminary or preventive control.
• Concurrent Control- Control that monitors ongoing employee
activities during their progress, to ensure they are
consistent with quality standards, is called concurrent
control.
• Feedback Control- In this case, the control takes place after
the action. Sometimes called post-action or output control
Steps in the Control
Process
• Establish Standards of
Performance
• Measure Actual Performance
• Compare Performance to
Standards
• Take Corrective Action
Principles of Effective
Control
• Effective controls are timely.
• Control standards should encourage compliance.
• Setting effective standards is important
• Use management by exception.
• Employees should get fast feedback on performance.
• Do not over rely on control reports.
• Fit the amount of control to the task.
MANAGERIAL
SKILLS
CONCEPTUAL
HUMAN
TECHNI
CAL
TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use
of any process or technique constitutes his technical
skills.
For eg: Engineer, accountant, data entry operator,
lawyer, doctor etc.
HUMAN SKILLS
An individuals’ ability to cooperate with other
members of the organization and work
effectively in teams.
For eg: Interpersonal relationships, solving people’s
problem and acceptance of other employees.
CONCEPTUAL
SKILLS
Ability of an individual to analyze complex
situations and to rationally process and
interpret available information.
For eg: Idea generation and analytical process of
information.
MANAGER’S ROLES
•Interpersonal role
•Informational role
•Decisional role
INTERPERSONAL ROLE
• Figurehead- ethical guidelines and the principles of behavior
employees are to follow in their dealings with customers and
suppliers
• Leader- give direct commands and orders to subordinates
and make decisions
• Liaison-coordinate between different departments and
establish alliances between different organizations
INFORMATIONAL ROLE
• Monitor- evaluate the performance of managers in different
functions
• Disseminator-communicate to employees the organization’s
vision and purpose
• Spokesperson- give a speech to inform the local community
about the organization’s future intentions
DECISIONAL ROLE
• Entrepreneur- commit organization resources to develop
innovative goods and services
• Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the
external as well as internal environment
• Resource allocator- allocate existing resources among
different functions and departments
• Negotiator- work with suppliers, distribuators and labor
unions.
TYPES OF MANAGERS
• FIRST-LINE MANAGERS- often called supervisors stand at the
base of the managerial hierarchy
• MIDDLE MANAGERS- heads of various departments and
organise human and other resources to achieve
organizational goals
• TOP MANAGERS- set organizational goals, strategies to
implement them and make decisions
WHAT MAKE MANAGERS
SUCCESSFUL?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring knowledge
• Ethical consciousness
• Collaborative relationship
• Perseverance
Thank you.

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Introduction to

• Mary Parker Follet- the act of getting things done

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