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INTRODUCTION TO
MANAGEMENT
Chapter – 2
BBS - 1

Introduction to Management
Manager
•A manager is someone who coordinates and oversees the
work of other people so that organizational goals can be
accomplished.
• Primarily responsible to carry out management process
effectively and efficiently.
• Efficient - using resources wisely, in a cost-effective way.
• Effective - making the right decisions and successfully
implementing them.

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Introduction to Management
Management
• Set
of activities directed at an organization’s
resources, with the aim of achieving organizational
goals in an efficient and effective manner.
• Set
of activities: Planning and Decision Making,
Organizing and Staffing, Directing, and Controlling
• Organization’s resource: Human, Financial, Physical, and
Information.

Introduction to Management
Management: Some definitions
• F.W. Taylor
“Management is knowing exactly what you want to do
and then seeing that they do it in the best and cheapest way.”

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Introduction to Management
Management: Some definitions
• Harold Koontz
“Management is the art of getting things done through
and with people in formally organized groups. It is the art of
creating an environment in which people can perform and
individuals can cooperate in the attainment of group goals.”

As an
activity

Approaches As a
As a to
group management process

As a
discipline

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Approaches to Management
#Management as an • Planning, decision making, organizing,
activity leading and controlling.

#Management as a • Process consisting of input, process, output

process and feedback.

#Management as a • Set of skills, knowledge and qualification for

discipline efficient and effective management.

#Management as a • Collection of specialized people to make the

group management creative, effective and dynamic.

Characteristics of Management
1. Pervasive Function

2. Goal Focused

3. Continuous Process

4. Efficiency and Effectiveness

5. Group Activity

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Characteristics of Management
6. Intangible

7. Art and Science

8. Environmental Influence

9. Dynamic Function

10. Multidisciplinary

Characteristics of Management
• Management is universal function.
1. Pervasive Function • Necessary for every type of organization as
well as individuals.

• The purpose of establishment of

2. Goal Focused organization is to achieve a common goal.
• Management helps in achieving those goals.

• Organization are going concerns.

3. Continuous Process • Management also exist as long as the
organization exist.

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Characteristics of Management

• Efficiency = ratio of input to

output.
• Effectiveness = ability to produce
4. Efficiency and the desired output the first time.
• Management ensures that goal
Effectiveness setting, designing, planning, and
all the management functions are
in tune with efficiency and
effectiveness.

Characteristics of Management
• Organization is a collection of diverse
people with different motive, needs and
5. Group Activity expectations.
• These collection of people work together
to achieve a common goal.

• Management has no physical appearance

or setup.
6. Intangible • Though it cannot be seen, it can be felt.
• Management is very important in
achieving the organizational goals.

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Characteristics of Management
• Art: Something requiring skills,
knowledge, experience and ability to
7. Art and Science perform.
• Science: Principles of management has
universal application.

• Organization is influenced by both

internal and external environment.
8. Environmental • Management come up with optimal
Influence solution to run the organization smoothly
amidst the changing environment.

Characteristics of Management
• The external and internal environments
are not static. They are always changing.
9. Dynamic Function • Management addresses the dynamism
and maximize opportunities and
minimize threats.

• Management is universal function.

10. Multidisciplinary • Necessary for every type of organization
as well as individuals.

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Functions of Management
Planning and
Decision Making
Communication
Organizing and
Staffing
Supervision
Directing
Leadership
Controlling
Motivation

Functions of Management
1. Planning and Decision Making
• Outlining the future course of action.
• Deciding themost appropriate course of action for
attaining organization’s goals.
• Deciding in advance
• What to do?
• When to do?
• How to do?

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Functions of Management
• Planning involves
• Development of vision,mission, goals and objectives.
• Formulating system, policies and procedures.
• Preparation of programs and budget.

Functions of Management
2. Organizing and Staffing
• Arranging and structuring work to accomplish the organization’s
goals.
• Involves determine how activities are grouped.
• It answers the following questions:
• What tasks are to be done?
• Who is to do them?
• How the tasks are to be grouped?
• Who reports to whom?
• Where decisions are to be made?

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Functions of Management
3. Directing
• Set of processes used to get members of the organization to work
together to further the interests of the organization.
• It is the act of influencing and inspiring employees to achieve
organizational goals.
• It involves:
• Communication
• Supervision
• Leadership
• Motivation

Functions of Management
4. Controlling
• Managers must monitor progress to ensure that it is performing in
such a way as to arrive at its “destination” at the appointed time.
• It is taking corrective action whenever and wherever required.
• It involves:
• Operations Control
• Financial Control
• Structural Control
• Strategic Control
• Time Management

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Levels of Management
• Level of management/hierarchy indicates the chain of
command in an organization.
• It is arrangement of managers in terms of power, authority,
roles and responsibility.
• The higher the level, more the roles, responsibilities and
authority.
• It indicates the division of management as well as formal
organizational relationships.
• Broadly, there are three levels of management.

Levels of Management

Top Level
Management

Middle Level
Management

Lower Level
Management

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Levels of Management
1. Top Level Management
• Responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire
organization.
• Make up the relatively small group of executives who manage the
overall organization.
• Theyalso officially represent the organization to the external
environment by meeting with government officials, executives of
other organizations, and so forth.

Levels of Management
• The job of a top manager is likely to be complex and varied.
• Top management make decisions about activities such as
• acquiring other companies
• investing in research and development (R&D)
• entering or abandoning various markets
• building new plants and office facilities
• setting performance standards and appraisal system etc.

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Levels of Management
• These individuals typically have titles such as
• board of director,
• executive vice president,
• president,
• managing director,
• chief operating officer,
• chief executive officer

Levels of Management
2. Middle Level Management
• Middle
management is probably holds the largest group of
managers in most organizations.
• They are between the low-level managers and top-level managers.
• Middle managers are primarily responsible for
• implementing the policies and plans developed by top managers
• formulate departmental goals, plans, policies and strategies
• supervising and coordinating the activities of lower level managers
• assign duties and responsibilities for first line manager

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Levels of Management
• They may have titles such as:
• regional manager,
• project leader,
• store manager,
• division manager,
• plant manager,
• operations manager etc.

Levels of Management
3. Lower Level Management
• Manage the work of non-managerial employees who are involved
with production or servicing the organization’s customers.
• Spenda large proportion of their time supervising the work of their
subordinates.
• They
supervise and coordinate the activities of operating
employees.

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Levels of Management
• Lower level managers are primarily responsible for
• Arranging Necessary tools and equipment for the workers.
• Maintaining good working environment in the office.
• Directing and solving day to day problems.
• Improving morale of employees.
• Arranging job responsibility in case of absenteeism etc.
• Positions
like these are often the first held by employees who
enter management from the ranks of operating personnel.

Levels of Management
• They may have title such as:
• supervisors
• coordinator
• shift managers
• districtmanagers
• department managers
• office managers

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Managerial Skills
• Managerial skills are the ability and proficiency of managers to do
their task with acceptable standards.
• The skills help managers to accomplish their managerial function
effectively and efficiently.
• According to Robert Katz, the basic skills required for managers are
• Technical Skills
• Human Skills
• Conceptual Skills

Managerial Skills

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Managerial Skills
1. Conceptual Skills
• Mental ability to understand, analyze and coordinate activities in
the organization.
• Abilityto distill the cause and effect of the problems and solve then
efficiently.
• It
is necessary to look for strength and opportunities to develop
strategies to capitalize in those opportunities.
• Top level management needs highest level of conceptual skills.

Managerial Skills
2. Human Skills
• Theability to work well with other people both individually and in a
group.
• Managers with good human skills get the best out of their people.
•A manager is as good as his/her skills to communicate with people.
• It
is knowing how to communicate, motivate, lead, and inspire
enthusiasm and trust.
• These skills are equally important to all levels of management.

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Managerial Skills
3. Technical Skills
• Job specific
knowledge and techniques needed to proficiently
perform work tasks.
• Theseskills are more important for first-line managers because
they managing employees who use tools and techniques to produce
the organization’s products or service.
• Often, employees with excellent technical skills get promoted to
first-line manager.

Interpersonal
Roles

Informational
Managerial Roles
Roles

Decisional Roles

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Figurehead Roles

Interpersonal
Leader Roles
Roles

Liaison Roles

Monitor Roles

Informational Disseminator
Roles Roles

Spokesperson
Roles

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Negotiator Roles

Resource
Decisional Roles
Allocator Roles

Entrepreneur
Roles

Management Career
1. Chief Executive Officer 7. Service Managers
2. Computer and 8. Human Resource
Information System Managers
Managers (CISM)
9. Industrial Production
3. Marketing Managers Managers
4. Compensation Managers 10. Purchasing Managers
5. Public Relation Managers 11. Strategy Managers
6. Operations Managers 12. Training and
Development Managers

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Emerging Challenges for

Management
1. Globalization 5. Workforce Diversity
2. Quality and Productivity 6. Temporary Workforce
3. Ethics and Social 7. Change Management
Responsibility
8. Employee Empowerment
4. Technological
Advancement

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