Department of Mechanical Engineering: Academic Year

|| Jai Sri Gurudev||
Sri Adichunchanagiri Shikshana Trust®
SJB INSTITUTE OF TECHNOLOGY

An Autonomous Institution
(Affiliated to Visvesvaraya Technological University, Belagavi & Approved by AICTE, New Delhi.)
Accredited with NAAC ‘A+’ grade
No. 67, BGS Health & Education City, Dr. Vishnuvardhan Road Kengeri, Bengaluru – 560 060
Department of Mechanical Engineering
Academic Year : ODD SEM /2024-25
SEMESTER : 5TH SEMESTER

SUBJECT : INDUSTRIAL MANAGEMENT AND
ENTREPRENEURSHIP
BY
DR. H R VITALA
PROFESSOR AND HEAD
DEPARTMENT VISION & MISSION
Vision of the Department

To become a center of excellence and a platform
in diversified fields for the aspirants in Mechanical
Engineering.
Mission of the Department

To impart comprehensive education in the field of
mechanical engineering to produce highly
accomplished graduates
To endow high profile technical & soft skill trainings
to foster professionalism and ethical values among
students
2
To inculcate innovative thinking among students
through projects and research work
Department of Mechanical Engineering,SJBIT
Course Objective
1. To help the students to understand the
fundamental concepts and principles of
management; the basic roles, skills, functions
of management, various organizational
structures and basic knowledge of marketing
2. To impart knowledge, with respect to

concepts, principles and practical applications
of economics which govern the functioning of
a firm/organisation under different market
condition.
3

Course Outcomes:
1. Explain about the management and planning
2. Apply the knowledge on planning, organising, staffing,
directing and controlling
3. Apply the knowledge to become an entrepreneur by
understanding the steps in entrepreneurship procedure
4. Describe the requirements towards the small-scale
industries and project preparation

Module 1
Management and
Planning

Importance of Management
•Management is a critical element in the economic growth of a
country
•Principles of Management
•Management is the dynamic, life-giving element in every
organisation
Definition of Management
•Art of getting things done through people – Mary Parker Follet
•Management as a process “consisting of planning,

organising ,actuating and controlling, performed to determine and
accomplish the objectives by the use of people and resources –
George R Terry 6

Management Function/The process of Management
•Planning
•Organising
•Directing
•Controlling
Roles of Manager
1. Interpersonal Roles
• Figurehead: Manager has to perform some duties of a
ceremonial nature, such as greeting the touring dignitaries,
attending the wedding of an employer, taking an important
customer to lunch etc.
• Leader: Every manager must motivate and encourage his
employees. He must also try to reconcile their individual needs
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with the goals of the organisation.

2. Information role
•Monitor
•Disseminator: The manager passes some of his privileged
information’s directly to his key subordinates who would
otherwise have no access to it.
•Spokesman
3. Decisional Roles
• Entrepreneur
• Disturbance Handler
• Resource Allocator
8
• Negotiator
Levels of Management
• Low level Management
• Medium level Management
• High level Management

Managerial Skills
•Conceptual Skill
•Technical Skill
•Human Relation Skill
10

Management and Administration
•Administration involves “thinking”, It is a top level function
which centres around the determination of plans, policies and
objectives of a business enterprise.
•Other hand “Doing”. It is a lower level function which is

concerned with the execution and direction of policies and
operations.
11

Management is a comprehensive generic term which
includes administration. Management can be divided
into two categories:
•Administrative Management (Upper level Management)

•Operative Management (Middle and Lower level Management)
12

Management – A Science or an Art
Management as a Science
1. Methods of inquiry are systematic and empirical
2. Information can be ordered and analyzed
3. Results are cumulative and communicable
Management as an Art
1. Art is thus concerned with the understanding of how a
particular work can be accomplished.
2. it is the art of getting things done through others in
dynamic and mostly non-repetitive situations.
3. Resources of men, machine, materials etc to be
coordinated against several constraint to achieve given
objectives in the most efficient way.
4. Manager has to constantly analyzethe exhisting
situation, determine the objectives, seek alternatives,
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implement, coordiante, control and evluate information and
make decisions.
Development of Management Thought
During the last many decades, management has become a

more scientific discipline with certain standardized principles
and practices. The evaluation of management thought during
this period can be studied in three parts as under:
1. Early classical approaches by scientific management,

administrative management and bureaucracy.
2. Neo-classical approaches, represented by human
relations movement and behavioral approach.
3. Modern approaches, represented by quantitative
approach, system approach and contingency approach.
14

Early Classical Approaches
Frederck Winslow Taylor is contributed to be the Father of Scientific

Management He exerted a great influence on the development of
management thought through his experiments and writings.
Mr. Taylor’s contributions are classified as under as scientific management
1. Time and Motion Study

2. Differential Payment
3. Drastic Reorganization of Supervision
4. Scientific Recruitment and Training
5. Intimate Friendly Cooperation between the management and workers.
15

Modern Approaches
Quantitative Approach:
Systems Approach:
Contingency Approach:
16

Planning
Nature of Planning
Planning is the beginning of the process of management. A manager must
plan before he can possibly organize, staff, direct and control. Because
planning sets all other functions into action.
 Planning is an intellectual process which requires a manager to think

before acting. It is thinking in advance. It is by planning that manager of
organizations decide what is to be done, when otis to be sone, how it is to be
done and who is to do it.
17

Importance of Planning
1. Minimizes Risk and Uncertainty

2. Leads to Success
3. Focusing attention on the organisation’s goal
4. Facilitates control
5. Trains executives
18

Forms of Planning
1. Strategic Planning
2. Tactical Planning
19

Types of Plans
20

Objectives:
Characteristics of Objectives:
1. Objectives are multiple in numbers
2. Objectives are either tangible or intangible
3. Objectives have a priority
4. Objectives are arranged in a hierarchy
5. Objectives must be precise and measurable
6. Objectives must be both clear and acceptable.
21

Steps in Planning
1. Establishing verifiable goals or set of goals to be achieved.
2. Establishing Planning Premises
a) Internal and external premises
b) Tangible and intangible premises
c) Controllable and non-controllable premises
3. Deciding the planning period
a) Lead time in development and commercialization of a new product
b) Time required to recover capital investment or the pay-back period
c) Length of commitments already made.
4. Finding alternative courses of action
5. Evaluating and selecting a course of action
6. Developing derivative plans
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7. Measuring and Controlling the progress
Steps in Planning
23

Decision Making
Types of Decisions
1. Programmed and Non-Programmed Decisions
2. Major and Minor Decisions
a) Degree of Futurity of Decision
b) Impact of the Decision on other functional areas
c) Qualitative factors that enter the decision
d) Recurrence of decision
3. Routine and Strategic Decisions
4. Individual and Group Decisions
Advantages of Group Decisions:

i) Increased acceptance by those affected
ii) Easier coordination
iii) Easier communication
iv) More information processed 24

Disadvantages of Group Decisions:
i) Group decision take longer
ii) Groups can be compromise
iii) Groups can be dominant
Steps in Decision Making
25

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|| Jai Sri Gurudev||

Sri Adichunchanagiri Shikshana Trust®

SJB INSTITUTE OF TECHNOLOGY

Department of Mechanical Engineering

Academic Year : ODD SEM /2024-25

SEMESTER : 5TH SEMESTER

Vision of the Department

Mission of the Department

2. To impart knowledge, with respect to

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

•Management as a process “consisting of planning,

Department of Mechanical Engineering,SJBIT

with the goals of the organisation.

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

•Other hand “Doing”. It is a lower level function which is

Department of Mechanical Engineering,SJBIT

•Administrative Management (Upper level Management)

Department of Mechanical Engineering,SJBIT

During the last many decades, management has become a

1. Early classical approaches by scientific management,

Department of Mechanical Engineering,SJBIT

Frederck Winslow Taylor is contributed to be the Father of Scientific

1. Time and Motion Study

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

 Planning is an intellectual process which requires a manager to think

Department of Mechanical Engineering,SJBIT

1. Minimizes Risk and Uncertainty

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

Advantages of Group Decisions:

Department of Mechanical Engineering,SJBIT

Steps in Decision Making

Department of Mechanical Engineering,SJBIT

Department of Mechanical Engineering,SJBIT

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