Introduction

Chapter - 1
Definition of management:-

“ Management is the process of designing and maintaining

an environment in which individuals ,working together in
groups ,efficiently accomplish selected aims.- Weihrich
Koontz.
The basic definition needs to be explained-
As mangers people carry out the managerial functions of
planning ,organizing ,staffing ,leading and controlling.
Managers applies to managers at all organizational levels.
The aim of all managers is the same to create surplus.
Manager is concerned with productivity ,which implies
effectiveness and efficiency.
In the conclusion we can say that – “ Management is the
process of working with and through others to achieve
organizational objectives in a changing environment.-
Robert Kreitner.”
Function of Management:-

1. Planning: A plan is predetermined course of action designed to give

sense and purpose to an organization .Planning is classified as purpose
or mission, Objectives or goals , Strategies , policies , Procedures , Rules
,programs and Budget.
2. Organizing: This is management function concerned with assigning
tasks, grouping tasks together with the subsections of the organization
and allocating resources to these subsections.
3. Staffing: Identifying workforce requirements ,inventorying the people
available and recruiting ,selecting ,placing ,promoting ,appraising
,planning the careers of compensating and training or otherwise
developing both candidates and current job holders so that tasks are
accomplished effectively and efficiently.
4. Leading and Motivation: Leadership defined that is the art or process
of influencing people that they will strive willingly and enthusiastically
toward the achievement of group goals .An important aspect of
management today is motivating individuals to pursue collective
objectives by satisfying needs and meeting expectations with
meaningful work and values awards.
Managerial skills and the organizational hierarchy:

Robert L. Katz identified three kinds of skills for administrator. To these

may be added a fourth –the ability to design solutions.

The relative importance of these skills may differ at various levels in the
organizational hierarchy.

Technical skill are of the greatest importance at the supervisory level in

the organizational
Human skill are helpful in the frequent interactions with subordinates .

Conceptual and design skill ,on the other hand are usually not critical for
lower supervisors .

At the middle management level ,the need for technical decreases ,human
skills are still essential , while conceptual skills gain in importance .At the
top management level ,conceptual and design abilities and Human skills
are especially valuable ,but there is relatively little need for technical
ablities.in smaller firm. technical experience may still be quite important.
 Skills and management
Levels Conceptua
l & design
Top
skill
Management

Mid
Management

Human
Skill

Technical
skill

Supervisors Percent of job

Frederick Taylor and scientific management:
Frederick Winslow Taylor gave up going college and started out as an
apprentice pattern maker and mechanist in 1875 ,Joined the Midvale
Steel Company in Philadelphia as a mechanist in 1878,and rose to the
position of chief engineer, a degree in engineering through evening
study. He invented high speed cutting tools and spent most of his life as
a consulting engineering .Taylor is generally acknowledged as the father
of scientific management .Probably no other person had a greater
impact on the early development of management.
Taylor’s famous work Principles of scientific Management was published
in 1911 .the fundamental principles that Taylor saw underlying the
scientific approach to management are as followed.

•Replacing rules of thumb with science (organized knowledge)

•Obtaining harmony, rather discord in group action.
•Achieving co operation of human beings rather than chaotic
individualism.
•Working for maximum output rather than restricted output.
•Developing all workers to the fullest extent possible for their own and
their company’s highest prosperity.
Scientific Management (Taylorism) - Worker at the Midvale Steel
Company, circa 1910 Strengths of Scientific Management.
1. Division of work: According to Henry Fayol, reduction in the number
of objectives toward which attention and effort are to be directed. The
most people specialized, the more efficiency they can perform their
work. This principle is epitomized by the modern assembly line.

2.Authority and responsibility: Authority and responsibility are closely

related. Authority is the most talked about word in the field of
management. Authority means right to give order or permission.
Responsibility is corollary to authority. That is if one exercise authority
he will be may responsibility. Authority and responsibility are
coextensive; they should be parallel. They should go hand in hand. They
should go side by side.
3. Discipline: Every organization has got rules and regulation. The
members of their organization must have respect for those rules and
regulation. In other words, discipline means outward mark of respect for
the rules and regulation of the organization.

4. Unity of command: In regard to unity of command, the message is

that a subordinate cannot serve two superiors simultaneously. If the
principle of unity of command is broken says Henry Fayol “Authority is
undermined, discipline is in jeopardy, order is disturb and stability is
threaten.”
5. Unity of direction: Unity of direction means one head and one plan for
a group and all these groups are working for attainment of organizational
objectives.
For example, the personnel department in a company should not have two
directors, each with a different hiring policy.

6. Subordination of individual interest to group interest: There will be

a conflict between individual and superior. In case of such conflict, we are
to give more importance to group interest than to individual interest.
7. Remuneration : Fair wages is to be given to the workers and managers
must try for minimum satisfaction of employees.
8. Centralization & Centralization: In compare, centralization is less
important today than past. But others are same for compare.
Decentralization is an organizational arrangement which increase the
importance of subordinates. On the other hand, centralization is an
organizational arrangement which decrease the importance of
subordinates.

9. Scalar chain: Fayol thinks of this as a “chain of superior” from the

highest to the lowest ranks.
10.Order: Breaking this into material and social order. Fayol follows a
place for everything and everything in its place.
11. Equity: Loyalty and devotion should be elicited from personnel by a
combination of kindness and justice on the part of managers when
dealing with subordinates.
12. Stability of tenure: Finding unnecessary turnover to be both the
cause and effect of management. Fayol points out its dangers and costs.
13. Initiative: Initiative is conceived of as the thinking out and execution
of a plan.

14. Espirit de corps: This is the principle that “ in union there is

strength” as well as an extension of the principle of unity of command
,emphasizing the need for teamwork and importance of communication
in obtaining it.
Henry Fayol ( 1841-1925)
Managerial roles:
1. Interpersonal roles : formal authority and superior status engage
in a good deal of interpersonal contact ,especially with a people who
report tot them and peer .the three interpersonal roles that managers
play are:
i) Figurehead: As symbol of authority managers perform certain
ceremonial signing documents ,cutting ribbons ,receiving visitors etc.
ii) Leaders: Managers motivate to get the job done properly.
iii) Liaison: they communicate between groups.

2. Informational Roles:
Every manager is a clearing house for information relating to the task
at hand information is the life blood of organizations .Typical roes
include acting as nerve center, disseminator and spokesperson.
i) Monitor or Nerve center: Managers scan industry reports to stay
abreast of developments.
ii) Disseminator: They send memos outlining new organizational
initiatives.
iii) Spokesperson: They make speech to discuss growth plans.
Decision roles:

In their decision roles managers balance competing interests and

make choices. Through decisional roles strategies are formulated
and put into action. Four decisional roles are:

i) Entrepreneurs: Managers develop new ideas for information.

ii) Disturbance Handler: They resolve conflict between two
subordinates.
iii) Resource Allocator: They decide exactly who should get what
resources.
iv) Negotiator: They conduct negotiation and make agreement
with key suppliers ,labor union and others.