DEFINITION AND FUNCTIONS OF MANAGEMENT
MANAGEMENT ❖ MULTIDISCIPLINARY IN NATURE
the art of getting things done through Management uses knowledge from
and with people in formally organized many different subjects such as
groups Economics, Information Technology,
Psychology, Sociology, and other fields
(The Management Theory Jungle,
to understand the diverse workforce.
Harold Koontz)
Management is the process of
coordinating and overseeing the work ❖ A GROUP AND NOT AN
performance of individuals working INDIVIDUAL ACTIVITY
together in organizations, so that they
It uses employees’ efforts to achieve
could efficiently accomplish their chosen
group objectives.
aims or goals.
❖ FOLLOWS ESTABLISHED
MAIN CHARACTERISTICS OF
PRINCIPLES OR RULES
MANAGEMENT
Management follows recognized
principles, like division of work,
❖ CONTINUOUS AND NEVER discipline, unity of command and other
ENDING PROCESS relevant rules and principles.
Management is considered as a
process, because a manager plans,
❖AIDED BUT NOT REPLACED BY
organizes, directs and controls all
COMPUTERS
activities of the organization
continuously. Computers can merely help
management but not replace it, because
❖ GETTING THINGS DONE
management takes the final
THROUGH PEOPLE
responsibility.
The activities of the firm are being
❖ SITUATIONAL IN NATURE
done by the workers not just the
manager himself. Managers create plans, policies and
decisions based on situations.
❖ RESULT ORIENTED
❖ NEED NOT BE AN OWNERSHIP
Management gives importance to
the best “outcomes” of its activities. In small organizations, management
and ownership are one and identical.
However, in large organizations,
managers are well qualified BASIC FUNCTIONS OF
professionals who are employed from MANAGEMENT
outside.
❖ BOTH AN ART AND SCIENCE
❖ PLANNING
An art, because it requires creativity
➢ a significant function in the
and ingenuity in the practical application
performance of all other functions. It
of skills and techniques to successfully
engages mapping out exactly specific
meet advantageous results. Science,
objectives and determining the most
because it uses body of facts and truths
valuable course of action required to
in its systematic operation.
achieve those objectives.
❖MANAGEMENT IS ALL PERVASIVE
❖ ORGANIZING
Management is a must for all
engages the assignment of
activities.
activities, division of work into definite
❖MANAGEMENT IS INTANGIBLE jobs and tasks and identification of who
has the authority to carry out certain
Management cannot be seen and
tasks.
touched. However, it can be sensed
and understood by its results. ❖ STAFFING
The main purpose of staffing is to
employ the right people for the right jobs
❖USES A PROFESSIONAL
to realize the objectives of the
APPROACH IN WORK
organization.
Managers make use of a
❖ LEADING
professional tactic for getting the work
done from their subordinates. ➢ Leading involves motivating,
communicating, guiding, and
encouraging people in the organization
❖ DYNAMIC IN NATURE for the achievement of its goals and
objectives in a timely manner.
In the world of business, nothing is
permanent. Almost everything changes. ❖ CONTROLLING
Hence, management must be ➢ Controlling is the process of
creative and innovative. continuously checking results against
predetermined goals and objectives.
HISTORY OF MANAGEMENT THOUGHTS
Management as a field of study is Administrative Management
estimated to be around 125 years old.
• Henri Fayol (1841-1925)
Theories have been developed in
• He developed the five functions
response to the fundamental question of
what is the best way to manage an of management: planning,
organization. organizing, coordinating,
commanding, and controlling.
Henri Fayol (1841-1925)
❖ THE CLASSICAL THEORY
• He strongly believed that
This theory emphasizes that there is management could and should
“one best way” to manage by following be taught to others. Managers
definite instructions. are now being molded through
the combination of education and
experience.
Bureaucratic Management
• Max Weber (1864-1920)
❖ THE NEO-CLASSICAL THEORY
• Bureaucracy for Weber is “the
also referred to as behavioural
exercise of control on the basis of
science approach gives importance to
knowledge”.
human and social aspects of the
• focuses on the use of rules, workers and his relations in the
dividing organizations into organization.
hierarchies, an evident division of
ROBERT OWEN (1771-1858)
labor and thorough procedures to
guarantee efficiency and • According to him, increased
effectiveness. profitability for the firm and
reduced hardships for workers
Scientific Management
are the positive results of
• Frederick Taylor (1856-1915) showing concern for workers.
• “75% science and 25% common MARY PARKER FOLLET (1868-1933)
sense”
• for her if a problem has been
• “scientific management means given a solution, this solution
knowing exactly what you want could probably create another
men to do and seeing that they dilemma for the company.
do it in the best and cheapest
• Further she made emphasis on
way”.
on the inclusion of workers in the
decision- making and the
dynamism of management
3 WAYS OF DEALING CONFLICT TOTAL QUALITY MANAGEMENT
ACCORDING TO FOLLET
• Edward Deming (1900-1993)
• Domination
• a philosophy on continuous
• Compromise quality improvement of inputs,
process and outputs.
• Integrative conflict resolution
FUNCTIONS, ROLES, AND SKILLS
Hierarchy of needs
OF A MANAGER
MANAGER
an individual answerable for the
performance of group members in the
workplace
FIVE BASIC FUNCTIONS OF A
MANAGER
❖ Management Science Theory 1. Set objectives and plan
highlights the use of precise statistical 2. Organize the group
model and systematic mathematical
techniques to help management solve 3. Motivate and communicate
problems on maximum use of 4. Measure performance
resources to produce goods and
services. 5. Develop people
QUANTITATIVE MANAGEMENT LEVEL OF MANAGEMENT
a science that makes use of
mathematical approaches like linear and TOP MANAGERS
nonlinear programming, modelling and
queuing theory to assist managers in Executives with cross department
making accurate and better decisions duties, who are responsible for the
on organizational situations. overall direction of the organization
OPERATIONS MANAGEMENT - Chief Executive Officer (CEO), Chief
Operating Officer (COO), Chief Financial
engages supervising the daily Officer (CFO)
operations of the company in producing
goods and services.
MIDDLE MANAGERS ❖ Interpersonal Role
- responsible for looking for the best - involves human interaction both
way on organizing human and other inside the organization and outsiders
resources to accomplish organizational
objectives.
FIGURE HEAD
- general manager, plant manager,
regional manager, divisional manager - manager performs activities which
are ceremonial and symbolic nature
- greeting the visitors attending the
FIRST LINE MANAGERS
social functions involving employees
- are directly involved with people who
- handing out merit certificates and
are directly responsible for producing
other awards
the company’s goods and services
represents organization at a community
- office managers, shift supervisor,
luncheon to support charities
department manager
LEADER
- leading his subordinates and
motivating them for willing contributions
-motivates and encourages workers to
achieve objectives
- set example of hard work and
dedication
LIAISON ROLE
TEAM LEADER
- serves as a connecting link between
a new kind of management job with
his unit and other organizational units
no formal supervisory function
-coordinates the work of managers in
different department
-establishes alliances between
organization
BASIC MANAGERIAL ROLE ❖ INFORMATIONAL ROLE
(HenryMintzberg) - involves the sharing and analyzing of
information and distributing them as
required
MONITOR
- manager scan the environment for ENTREPRENEUR
information
- manager assumes certain risks which
- collects information that can affect can affect the organization
organizational activities
- takes decisions in expansion or
- reads magazines and periodicals and diversification
reports from the department
- constantly lookout and initiates new
-talk with others to learn changes in and innovative projects
public’s taste
- develops older procedures for effective
and efficient management
DISSEMINATOR
-the manager share the information CONFLICT HANDLER
collected with subordinates and others
- has to take care of certain pressures
in the company
and problems in organization
-distributes the information to his
- resolves employee disputes and
subordinates
strikes, etc.
- resolves unexpected problems from
SPOKESPERSON the internal and external environment
- manager represents his organization
with interacting with outsiders
RESOURCE ALLOCATOR
- attends press conference, meeting and
- manager fulfil the demand of various
issues notice
unit in terms of human physical and
- launches and campaign to promote a financial
new product
- utilizes organizational resources in
- gives speeches to inform concerns of such way that no department suffers for
the organization their inadequacy
- sets budget and salaries of middle and
first line managers
❖ DECISIONAL ROLE
NEGOTIATOR
- involves decision making on using plan
strategy and utilization of resources - manager has to reach agreements with
other managers
- negotiates with trade unions regarding he should also possess an ability to
working conditions and wage fixation find a best solution for solving any
specific problem
- deals with prices among suppliers and
customers
❖ Communication Skills
SKILLS OF A MANAGER required equally at all three levels of
management
manager must be able to
❖ Technical Skills
communicate the plans and policies to
requires the ability to apply expertise the workers.
to perform particular tasks.
oversee the workers who produce
❖ Leadership Skills
products and services.
the ability to influence human
behaviour and to motivate the workers.
❖ Human Skills
exhibits the ability to soundly work in
❖ Motivation to Manage
cooperation with others
the evaluation of how inspired
has a high degree of self-
employees are to interrelate with
awareness, a capacity to understand the
superiors, involve themselves in
feelings of others, good listeners and
competitive situations, confidently
communicators.
behave towards others and inform
others what to do.
❖ Conceptual Skills
the ability to see the total picture of
the organization, to know how the
different parts affect each other
it calls for the ability to have
analytical sense.
❖ Diagnostic Skills
ability to visualize the most
appropriate response to a situation.
