Chapter 1

Chapter 1
An Overview of Management
Definitions
1. Management is the process of coordinating all
resources through the five major functions of
planning, organizing, staffing, directing /leading
and controlling to achieve organizational
goals/desired objectives. - Henry L. Sisk
2. Management is the art of getting things done
through and with the people in formally organized
groups - Koontz H.
Definitions Cont’d
3. Management is the process of getting things

done, effectively and efficiently, through and
with other people – Mary Parker Follett
 Efficiency
 Means doing thing right; refers to the
relationship between inputs and outputs;
seeks to minimize resource costs
 Effectiveness
 Means doing the right things; goal
attainment
Manager
Manager – The person responsible for
supervising the use of an organization’s
resources to meet its goals
Note! Everybody is the manager of his/her

time, energy and talents.
Organization
Organization is a systematic arrangement of
people brought together to accomplish some
specific purpose
Common Characteristics of Organizations

 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
Characteristics of management
1. Management is goal-oriented:
 Management is not an end in itself, it is a means
to achieve certain goals.
 The basic goal of management is to ensure
efficiency and economy in the utilization of
human, physical and financial resources.
2. Management is universal:
 Management is an essential element of every
organized activity irrespective of the size or type
of activity
Characteristics Cont’d
3. Management is an integrative Force

 As a unifying force, management creates a whole
that is more than the sum of individual parts
 It integrates human and other resources
4. Social Process
 Management is done by people, through people
and for people.
 It is social process because it is concerned with
interpersonal relations.
5. Multidisciplinary
 Management has to deal with human behavior under
dynamic conditions.
 Therefore, it depends upon wide knowledge derived
from several disciplines like engineering, sociology,
psychology, economics etc.
6. Management is intangible
 Management is an unseen or invisible force
 It cannot be seen but its presence can be felt
everywhere in the form of results.
7. Management is a continuous process

 Management is a dynamic and an on-going
process.
 The cycle of management continues to operate so
long as there is organized action for the
achievement of group goals.
Management process/Functions
 The functions of management provide a useful
framework for organizing management
knowledge.
1. Planning – Process of identifying and selecting
appropriate organizational goals and courses of
action
 It is concerned with what? Who? How? When?
Where? How much?
 It is deciding in the present about the future
objectives and the course of actions for their
achievement.
Planning Cont’d
Planning involves:
 Determination of short range and long range
objectives
 Development of strategies and courses of action to
be hold for achievement of the objective
 Formulation of policies, procedures and rules for
the implementation of strategies and plan
Organizing
 It involves:
 determining what tasks to be done
 who is to do them
 how the tasks are to be grouped
 who reports to whom, and
 where decisions are to be made
Staffing
 refers to filling and keeping filled the positions in

the organization structure
 concerned with locating prospective employees to
fill the jobs created by the organizing process
Staffing Cont’d
Staffing involves:
 Determination of number and kind of
employees needed
 Recruitment of employees (creating potential
employees from whom selection is to be
made)
 Selection of the most efficient employee
suitable for job
 Placement and induction
 Training and development, etc.
Directing/Leading
 It is aimed at getting the members of an

organization move in the direction that will
achieve its objectives.
 Leading/leadership is the heart and soul of
management.
 It involves influencing others to engage in the
work behavior necessary to reach organizational
goals
Controlling
The process of:

monitoring performance,
comparing it with goals, and
correcting any significant deviations
Levels of management
 Refers to a line of demarcation between

various managerial positions in an
organization
 Determines:
 a chain of command
 the amount of authority and
 status enjoyed by any managerial positions
Levels of management Cont’d
 The levels of management can be

classified in three broad categories:
1. Top level/administrative level/ strategic level
2. Middle Level/Tactical/Executory level
3. Lower level/supervisory/operative/first line
manager
 Mangers at all these level perform
different functions
Top level management
 Top management is the ultimate source of
authority and it manages goals and policies for
an organization
 It devotes more time on planning and
coordinating functions
 consider how the organization interacts with its
environment
 Ultimately responsible for the success or failure
of an organization
Middle level management
 They execute the plans of the organization in
accordance with the policies and directives of
top level management
 They make plans for sub-units of the
organization
 They interpret and explain policies from top
level management to lower levels
 They are also responsible for inspiring lower
level managers towards better performance
Lower Level Management
 Refers to those executives whose work has to be
largely with personal oversight and direction of
operative employees
 They are concerned with direction and
controlling functions of management
 They are directly responsible for the production
of goods and services
Types of Managers based on scope of
responsibility
Two types:
1. Functional Managers
 managers who are responsible for a department
that performs a single functional task and has
employees with similar training and skills
2. General Managers
 managers who are responsible for several
departments that perform different functions.
 They are responsible for the entire operations of
the organization without being specific
Managerial Roles
 Managerial roles represent specific tasks that

managers undertake to ultimately accomplish the
five managerial functions
 Henry Mintzberg identified 10 managerial roles
which are in turn grouped into three categories:
 Interpersonal
 Informational and
 Decisional Roles.
Interpersonal Roles
 involves developing and maintaining positive

relationships with significant others in the
organization. It includes:
1. Figurehead Role:
 officially representing the organization or unit
 symbolic duties of a legal or social nature
E.g. Signing documents, presiding at a ceremonial
event, greeting visitors, attending a subordinate’s
weeding, etc.
Interpersonal Cont’d
2. Leadership Role:
 guiding and motivating staff and acting as a
positive influence in the workplace
 building relationship and communicating with
employees & coaches them.
 As a leader, the manager is responsible for
hiring, training, motivating and encouraging
employees/subordinates.
Interpersonal Cont’d
3. Liaison Role:
 Manager interacts with peers and with people
outside the organization to gain information
 The top management uses this role to gain favors
and information, while the superiors use it to
maintain the routine flow of work.
Informational Role
 relate to receiving and sending information so
that managers can serve as the nerve centers of
their organizational unit. Three roles:
1. Monitor role: refers to seeking, receiving,
screening and getting information.
2. Disseminator role: transmit information internally
that is obtained from either internal or external
sources.
3. Spokesperson role: transmits information about
the organization to outsiders
Decisional Roles
 Roles that involve making significant decisions
that affect the organization.
 Four roles:
1. Entrepreneur (change agent) - acts as initiator,
designer, and encourager of change and
innovation
2. Disturbance handler - takes corrective action
when organization faces important , unexpected
difficulties
Decisional Roles Cont’d
3. Resource allocator - distributes resources of all
types, including time, funding, equipment, and
human resources.
4. Negotiator
 Involves interacting with superiors, persons in
other departments, and subordinates.
 Negotiation affects resource allocation,
resolution of disturbances, implementation of
change, and interpersonal behavior.
Managerial Skills
 A manager’s job is diverse and complex and it
requires a range of skills.
 Skills are specific abilities that result from
knowledge, information, practice, and aptitude.
 Robert L. Katz identified three basic kinds of
skills:
1. Technical skill,
2. Human skill,
3. Conceptual skill
4. Political skill
Technical skills
 Knowledge & proficiency in activities involving

methods, processes and procedures
 The use of tools, techniques, and procedures in a
specialized manner
 most important at the lower levels of management.
 It becomes less important as we move up the chain
of command
Human relation skills
 skills associated with a manager’s ability to work
well with others, both as a member of a group and
as a leader who gets things done.
 Because all work is done when people work
together, human relation skills are equally
important at all levels of management.
Conceptual skills
 Skills related to the ability to:
 visualize the organization as a whole
 discern relationships among organizational parts,
and
 understand how the organization fits into the
wider context of the industry, community and
world
 Conceptual skills are more important in strategic
level
Political skills
 A manager’s ability to build a power base and
establish the right connections
Management science or art Cont’d
 The art of management is personal creative power

and skill in performance.
 If science teaches one to know, art teaches one to
do
 Managers have to know and do things efficiently

and effectively to be successful, so there is unique
scientific and artistic combination in practice.
Universality of Management
 Management functions and principles have

universal application in :
 All levels of management with different emphasis
 All type of organization be it business, non-business,
governmental, private. It is useful from individual to
institutional efforts
 All organization area; production, marketing, hr, etc.
 All organization size from small to large

Chapter 1 - Introduction

Uploaded by

Copyright:

Available Formats

Chapter 1 - Introduction

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter 1 - Introduction

Uploaded by

Copyright:

Available Formats

3. Management is the process of getting things

Note! Everybody is the manager of his/her

Common Characteristics of Organizations

3. Management is an integrative Force

7. Management is a continuous process

 refers to filling and keeping filled the positions in

 It is aimed at getting the members of an

The process of:

 Refers to a line of demarcation between

 The levels of management can be

 Managerial roles represent specific tasks that

 involves developing and maintaining positive

 Knowledge & proficiency in activities involving

 The art of management is personal creative power

 Managers have to know and do things efficiently

 Management functions and principles have

You might also like