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Uint 1 Notes of Management 1

BBA chapter management notes

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12 views7 pages

Uint 1 Notes of Management 1

BBA chapter management notes

Uploaded by

pranavkachhawaha200617
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Introduction to Management

Meaning & Definition of Management:

Management is the process of planning, organizing, leading, and controlling resources (people, money,
machines, etc.) to achieve organizational goals effectively and efficiently. It ensures that goals are met
while using resources wisely.

Definitions:

F.W. Taylor: Management is knowing what you want people to do and ensuring they do it in the best
and cheapest way.

Henry Fayol: Management is forecasting, planning, organizing, commanding, coordinating, and


controlling.

Nature of Management:

1. Universal Process: Management principles apply to all types of organizations—business, government,


educational institutions, etc.

2. Goal-Oriented: Management focuses on achieving specific goals.

3. Continuous Process: It is an ongoing process that never stops.


4. Dynamic Function: It adapts to changes in the environment.

5. Intangible: Management is unseen but its results are visible through successful organizations.

Scope of Management:

Functional Areas: Includes marketing, finance, human resources, and production.

Organizational Levels: Management applies at all levels—top, middle, and lower.

Industries: From hospitals to schools and manufacturing industries, management is everywhere.

Functions of Management:

Short Notes on Management Functions (In Easy Words)

1. Planning:

Planning means thinking ahead about what the organization wants to achieve and how to do it. It is like
making a roadmap for the future. This helps the organization set goals and figure out the steps to reach
them.
2. Organizing:

Organizing means arranging everything in the right way. This involves putting people and resources in
the right places so they can work effectively. It’s like building a team where everyone knows their job
and works together smoothly.

3. Staffing:

Staffing means finding the right people for the right jobs. It involves hiring, training, and placing workers
where they fit best. It also includes making sure employees are developing and improving their skills
over time.

4. Directing:

Directing means guiding and motivating employees to do their work well. This is like being a coach—
giving instructions, encouraging the team, and making sure everyone is working toward the same goal. It
involves good communication and leadership.

5. Controlling:

Controlling means checking if everything is going according to plan. It’s like a review process where
managers compare what’s happening with what was planned. If things aren’t going well, they take steps
to fix the issues.
---Roles of a Manager (Mintzberg’s Managerial Roles)

Managers perform different roles, which can be grouped into three categories:

1. Interpersonal Roles:

Figurehead: Represents the organization.

Leader: Directs and motivates staff.

Liaison: Maintains relationships with others inside and outside the organization.

2. Informational Roles:

Monitor: Gathers information relevant to the organization.

Disseminator: Shares information with the team.

Spokesperson: Communicates information to outsiders.


3. Decisional Roles:

Entrepreneur: Initiates improvement projects.

Disturbance Handler: Deals with conflicts and crises.

Resource Allocator: Decides where resources should go.

Negotiator: Represents the organization in major negotiations.

---

Development of Management Thoughts

Classical Approaches:

1. F.W. Taylor (Scientific Management): Taylor introduced the idea of using scientific methods to
improve worker efficiency. He emphasized standardization, specialization, and the division of labor to
optimize productivity.
2. Henry Fayol (Administrative Theory): Fayol proposed five management functions (planning,
organizing, commanding, coordinating, and controlling) and 14 principles like division of work, authority,
unity of command, and discipline.

3. Max Weber (Bureaucratic Management): Weber emphasized a structured, rule-based approach to


management, where organizations run on clear hierarchies and formal procedures.

Neo-Classical Approaches:

1. Human Relations Approach (Elton Mayo): This approach focuses on the importance of social factors in
the workplace, such as motivation, group dynamics, and worker satisfaction. Mayo’s Hawthorne studies
showed that employees’ productivity increased when they felt valued.

2. Behavioral Approach: This approach builds on human relations by considering human behavior and
motivation in the workplace. It emphasizes leadership, communication, and teamwork.

Modern Approaches:

1. Quantitative Approach: This approach applies mathematical models and statistics to solve
management problems. It is often used in decision-making, operations, and finance.
2. System Approach: Management is viewed as a system made up of interrelated parts. This approach
helps managers understand how changes in one part of the organization affect the whole.

3. Contingency Approach: This approach suggests that there is no single way to manage an organization.
The best management style depends on the situation, such as the type of task, environment, and people
involved.

---

Diagram: Functions of Management

Below is a simple diagram illustrating the functions of management.

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