Dr.vara's Introduction to Mgt

8/2/2019 Dr.vara's Introduction to Mgt

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INTRODUCTION TO

MANAGEMENT

Dr. Vara Prasad


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MANAGEMENT:

Management is the force that unifies

human as well as non-human resourcesin the service of Organisational goals. It

is a process of getting results with and

through people.


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MANAGEMENT:

The process of guiding the development,

maintenance, and allocation of resources

to attain organizational goals


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What is Management?It is not easy to define the term

management. There are certain genuine

reasons for this :

(i) Management is a vast subject. It is very

extensive. It is, therefore, not possible to

put all the essential features of managementin a single formula.

(ii) Management is concerned with human

beings, who are behaviourally highlyunpredictable.

(iii) Management is a young developing

discipline whose concepts are continuously

changing.


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ManagementAs A Noun

In popular usage, management refersto a group of people who direct the

activities of other people and material

resources towards the attainment of

predetermined goals.

Management as a Process

Management as a process refers to aseries of inter-related functions, such

as planning, organising, staffing,

leading and controlling.


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Management as a Group/Team

The term management is used to denote the persons

who manage the affairs of an organisation. Thus, as a

group of persons, management includes all those who

are responsible for making decisions and supervising

the work of others.

Management as a Discipline

As a discipline, management is a specialised branch of

knowledge which involves the study of certain

principles and practices.

Management as an Activity

Management refers to a separate class of activities

which are performed by managers. Managerial

activity consists of planning, organising, staffing,

directing and controlling.


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Scope of Management

The scope of management is very wide.

Basically, it refers to three distinct

ideas. Management may be understood

as

(i) an economic resource,

(ii) a system of authority, and

(iii) a class or elite.


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Characteristics of ManagementThe various interpretations of management emphasise

three things: (i) management is a process and involves a

series of continuing and related activities, (ii) it tries toconcentrate on reaching organisational goals, (iii) and it

reaches these goals by working with and through other

people and other organisational resources.

The important features which reveal the nature of

management may be stated thus:

Management is intangible

Management is goal-oriented

Management is universal

Management is a social process

Management is a group activity

Management is a system of authority

Management is an activityCont


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Management is dynamic

Management is a science as well

as an art

Management is multidisciplinary


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Importance of Management

The importance of management can be

understood from the following points:

Optimum use of resources

Effective leadership and motivation

Establishes sound industrial

relations

Achievement of goals Change and growth

Improves standard of living


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Levels of Management

Top

Management

Middle

Management

Supervisory

Management

CEO

Vice

President

Division Heads,

Regional

Managers

Supervisors,

Team Leaders,

Foremen

Strategic Plans

Tactical Plans

Operational

Plans


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Managerial Skills

1.Technical Skills

specialized knowledge and expertise

2. Human Relations Skills

interpersonal skills

3. Conceptual Skills

understanding the big picture

4. Global Management Skills

ability to operate in diverse environments


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Managerial Roles

Type of role: Activities:1. Informational information gathering,

disseminating,

spokesperson

2. Interpersonal figurehead, leader,

liaison

3. Decisional entrepreneur, resource

allocation, resolveconflicts, negotiate


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Distinction between Administration and ManagementPoint ofdistinction

Administration Management

Nature Thinking function

(what is to be doneand when).

Doing function (who

should do it andhow).

Scope Determines broadobjectives and

policies.

Implements plansand achieves goals

through people.

Level Top level function. Middle and lowerlevel function.

Skills

needed

Conceptual and

human skills.

Technical and

human skills.

Represents Owners who invest

capital and receive

profits.

Paid individuals who

work for

remuneration.

Usage Mostly in

government,

military,

educational, social

and culturalorganisations.

Mostly in business

organisations.


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Trends in Management

Increased employee

empowerment

Increased role of information

technology

Increase in global management


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Principles of Management

Nature of management principles

Management principles change

with the change in theenvironment in which the

organisation exists.


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Why Management Principles?

By means of principles of management, amanager can avoid fundamental mistakes

in his job and foretell the results of his

actions with confidence. Principles help in

the following ways:

To increase efficiency

To crystallise the nature of management

To improve research in management

To attain social goals


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What are principles of management? Fayols principles:

1. Division of work

2. Authority3. Discipline

4. Unity of command

5. Unity of direction

6. Subordination of individual interests to thegeneral interest

7. Remuneration

8. Centralisation

9. Scalar chain

10. Order

11. Equity

12.Stability and tenure of personnel

13.Initiative

14. Esprit de corpsCont


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Mooney and Reileys staff principle

Taylors principle of management byexception

Webers principles

Likerts principle of supportiverelationship

Human relations

Modern organisation theories and

principles of management


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Universality of Management PrinciplesUniversality of management suggests that the manager

uses the same managerial skills and principles in each

managerial position held in various organisations.Universality implies transferability of managerial skills

across industries, countries. It means that management

is generic in content and is applicable to all types of

organisations.

Arguments for Universality Same functions

Universal principles

Fundamentals are same, the techniques employed

and practices followed are different

Practical evidenceArguments Against Universality

Complete substitutability is impossible

Organisational philosophies differ

Universality of principles: a ridiculous statement?

Management is a product of the culture


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Sources of Power for Leaders:

Type of Power: Derived from:

1. Legitimate position in organization

2. Reward control over rewards

3. Coercive control overpunishments

4. Expert extensive knowledge

5. Referent charisma, respect,admiration

Dr.vara's Introduction to Mgt

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