Lecture 01

Introduction to
Management
 Why Study Management?
• The Value of Studying Management
– The universality of management
• Good management is needed in all organizations.
– The reality of work
• Employees either manage or are managed.
– Rewards and challenges of being a manager
• Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
• Successful managers receive significant monetary
rewards for their efforts.
Universal Need for Management
 What is Management?
• A set of activities
– planning and decision making,
organizing, leading, and
controlling
directed at an organization’s
resources
– human, financial, physical, and
information
with the aim of achieving
organizational goals in an
efficient and effective manner.

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Management is the process of designing and
maintaining an environment under which a
people or group of people work together
effectively and efficiently for the purpose of
achieving the desired goal.

Management is the co-ordination and

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According to Henry Fayol
“To Manage is to forecast and plan, to
organize, to command, to coordinate and to
control”.
Nature of Management:
1.Management is a process
2. Means of acquiring goals
3.Management is Universal
4. Management is Social Process
5.Management is Getting things done through
others.
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6.Science and Arts
7.Separate Branch of Knowledge
Principles of Management
1.Division of work
2.Balancing Authority and Responsibility
3.Discipline
4.Unity of Command
5.Unity of Direction
6.Sub-ordination of Individual Interest to
general interest.

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7.Remuneration
8.Centralization
9.Sclar Chain
10.Order
11.Equity
12.Stability of tenure personnel
13.Initiative
14.Esprite de crops(Unity is Strength)

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Importance of Management
1.Proper Utilization of Resources
2.Vehicle for objective accomplishment
3.Increase efficiency
4. Research and Development
5.Deveolpment of working environment
6.Development of Relationships
7.Large Scale Production

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Objectives of Management
1.Earning Profit
2.Improvement of Human resources
3.Ensuring customer service
4.Maximus utilization of resources
5.Creating vast market and ensuring
mass production
6.Minimizing cost and maximization of
profit.

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 Function of management
process or management
Name of management Management Function
Expert

H Weihrich and Harold Planning , Organizing , staffing , leadership and

Henroy Fayol Planning ,Organizing , Communicating , Coordinating

L Golick POSDCORB= Planning , Organizing , Staffing

Earnest Dell Planning , Organizing , Staffing ,Directing

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Management Functions
Figure : Management
in Organizations

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The Basic Purpose of
Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them

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 Effectiveness
Effectiveness is the achievement of
objectives.
Efficiency
Efficiency means doing the things
rights.
Efficiency is the achievement of
ends with the least amount of
resources.
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Effectiveness and Efficiency in Management
 What is a Manager?
• Someone whose primary responsibility
is to carry out the management
process.
• Someone who plans and makes
decisions, organizes, leads, and
controls human, financial, physical, and
information resources.

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 The Manager’s Job
• Plan:
– A manager cannot operate effectively unless he or
she has long range plans.
• Organize
– When there is more than one employee needed to
carry out a plan, then organization is needed.
• Control
– Develop a method to know how well employees
are performing to determine what has been and
what still must be done.

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 The Management Process
• Planning and Decision Making:
Determining Courses of Action
• Organizing:
Coordinating Activities and Resources
• Leading:
Motivating and Managing People
• Controlling:
Monitoring and Evaluating Activities

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 Figure : The
Management Process

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 Kinds of Managers by Level
• Top Managers
– are the small group of executives who manage the
overall organization. They create the organization’s
goals, overall strategy, and operating policies.
• Middle Managers
– are primarily responsible for implementing the policies
and plans of top managers. They also supervise and
coordinate the activities of lower level managers.
• First-Line Managers
– supervise and coordinate the activities of operating
employees.

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Managerial Levels
 Kinds of Managers by Area
• Marketing Managers
– work in areas related to getting consumers and clients
to buy the organization’s products or services—new
product development, promotion, and distribution.
• Financial Managers
– deal primarily with an organization’s financial resources
—accounting, cash management, and investments.
• Operations Managers
– are involved with systems that create products and
services—production control, inventory, quality control,
plant layout, site selection.

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 Kinds of Managers
by Area (cont’d)
• Human Resource Managers
– are involved in human resource activities.
• Administrative Managers
– are generalists familiar with all functional areas of
management and are not associated with any
particular management specialty.
• Other Kinds of Managers
– hold specialized managerial positions (e.g., public
relations managers) directly related to the needs
of the organization.

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Figure : Kinds of Managers by
Level and Area

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 How The Manager’s Job Is
Changing
• The Increasing Importance of Customers
– Customers: the reason that organizations exist
• Managing customer relationships is the responsibility
of all managers and employees.
• Consistent high quality customer service is essential
for survival.
• Innovation
– Doing things differently, exploring new territory, and
taking risks
• Managers should encourage employees to be aware
of and act on opportunities for innovation.
 Changes
Impacting
the Manager’s
Job
Rewards and Challenges of Being A Manager
 Management: Science or Art?
• The Science of Management
– Assumes that problems can be approached using
rational, logical, objective, and systematic ways.
– Requires the use of technical, diagnostic, and decision-
making skills and techniques to solve problems.
• Art of Management
– Making decisions and solving problems using a blend
of intuition, experience, instinct, and personal insights.
– Using conceptual, communication, interpersonal, and
time-management skills to accomplish the tasks
associated with managerial activities.

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 Key Terms
• organization • interpersonal roles
• management • informational roles
• effective • decisional roles
• efficient • technical skills
• manager
• interpersonal skills
• decision making
• conceptual skills
• organizing
• leading • diagnostic skills
• controlling • communication skills
• levels of management • decision-making skills
• areas of management • time-management skills

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Thanks For your attention