The concept of management.

The concept of management is not fixed. It has changing according to time and circumstances.
The concept of management has been used in integration and authority etc. Different authors on
management have given different concepts of management. The main concepts of management
are as follows:
Functional Concept:
According to this concept 'management is what a manager does'. The man followers of this
concept are Louis Allen !eorge ". Terry #enry $ayol %.$.L. &rech 'ames L. Lundy (oont)
and *. Donnel !.% +ilward mcfarland etc. The functional concept as given by some of the
authors is given below:
I. Louis Allen ,+anagement is what a manager does.,
II. 'ames L. Lundy , +anagement is principally the tas- of planning coordinating motivating
and controlling the effort of others towards a specific ob.ective. +anagement is what
management does. It is the tas- of planning executing and controlling.,
III. !eorge ". Terry ,+anagement is a distinct process consisting of planning organi)ing
activating and controlling performed to determine and accomplish the ob.ective by the use of
human beings and other resources.,
I/. #oward +. 0arlisle ,+anagement is defined as the process by which the elements of a
group are integrated coordinated and1or utili)ed so as to effectively and efficiently achieve
organi)ational ob.ectives.,
/. #enry $ayol ,To manage is to forecast and plan to organi)e to command to coordinate and
to control.,
'Getting Things Done Through Others' Concept:
According to this concept '+anagement is the art of getting things done through others'. It is
very narrow and traditional concept of management. The followers of this concept are (oont)
and * Donnell +ooney and "ailey Lawrence A. Appley 2. !eorge +ary 3ar-er $ollet etc.
4nder this concept the wor-ers are treated as a factor of production only and the wor- of the
manager is confined to ta-ing wor- from the wor-ers. #e need not do any wor- himself. +odern
management experts do not agree with this concept of management. 2ome of these authors have
explained this concept in the following words:
I. +ary 3ar-er $ollet ,+anagement is the art of getting things done through others.,
II. #arold (oont) ,+anagement is the art of getting things done through and wit people in
formally organi)ed groups. It is the art of creating and environment in which people can perform
as individuals and yet cooperate towards attaining of group goals.
III. '.D. +ooney and A.0. "ailey ,+anagement is the art of directing and inspiring people.,
Leadership and Decision-making Concept:
According to this concept ,management is an art and science of decision5ma-ing and
leadership., +ost of the time of managers is consumed in ta-ing decisions. Achievement of
ob.ects depends on the 6uality of decisions. 2imilarly production and productivity both can be
increased by efficient leadership only. Leadership provides efficiency coordination and
continuity in an organi)ation. Leadership and decision5ma-ing concept as given by some authors
is given below:
I. Donald '. 0lough ,+anagement is the art and science of decision5ma-ing and leadership,.
II. "alph 0. Davix ,+anagement is the function of executive leadership anywhere.,
III. Association of +echanical %ngineers 4.2.A. ,+anagement is the art and science of
preparing organi)ing and directing human efforts applied to control the forces and utili)e the
materials of nature for the benefit to man.,
I/. $.7. Taylor ,+anagement implies substitution of exact scientific investigation and
-nowledge for the old individual .udgment or opinion in all matters in the establishment.,
Productiit! Concept:
According to this concept ,management is an art of increasing productivity.,
%conomists treat management as an important factor of production. According to them
,+anagement is also a factor of production li-e land labor capital and enterprise., The main
followers of this concept of management are 'ohn $. +ee +arry 0ushing 8iles $.7. Taylor
etc. The productivity concept as given by the authors is given below:
I. 'on $. +ee ,+anagement may be defined as the art of securing maximum prosperity with a
minimum of effort so as to secure maximum prosperity and happiness for both employer and
employee and give the public the best possible service.,
II. $. 7. Taylor ,+anagement is the art of -nowing what you want to do in the best and
cheapest way.,
III. +arry 0ushing 8iles ,!ood management achieves a social ob.ectives with the best use of
human and material energy and time and with satisfaction of the participants and the public.
"niersalit! Concept:
According to this concept ,+anagement is universal,. +anagement is universal in the sense that
it is applicable anywhere whether social religious or business and industrial. The followers of
this concept are #enry $ayol Lawrence A. Appley $.7. Taylor Theo #aimann etc. According
to5
I. #enry $ayol ,+anagement is an universal activity which is e6ually applicable in all types of
organi)ation whether social religious or business and industrial,.
II. +egginson ,+anagement is management whether it is in Lisbon or in London or in Los
Angeles.,
III.Theo #aimann ,+anagement principles are universal. It may be applied to any -ind of
enterprises where the human efforts are coordinated.,
Definition# $eaning and characteristics of $anagement.
+anagement is a continuous lively and fast developing science. +anagement is needed to
convert the disorgani)ed resources of men machines materials and methods into a useful and
effective enterprise. management is a pipeline the inputs are fed at the end and they are
proceeded through management functions and ultimately we get the end results or inputs in the
form of goods services productivity information and satisfaction. +anagement is a
comprehensive word which is used in different sciences in the modern business and industrial
world. In the narrow sense it signifies the techni6ue of ta-ing wor- from others. In this way a
person who can ta-e wor- from others is called manager. In the wide sense the management is
an art as well as science which is concerned with the different human efforts so as achieve the
desired ob.ective.
+anagement has been defined by different authors in a number of ways. 2ome call it a process
of managing. 2ome call it a coordination of resources some call it body of personnel challenged
in the tas- of managing while others call it as an organi)ed distinct discipline. The following are
some of the main definitions of management:
%. $anagement as process:
(imball -oont) and *'Donnell 8ewmann and 2ummer 2tanley /ance Theo #aimann $.0.
#ooper and %.$.T &reach they all call it a process. It is evident from the following definitions
also:
I. According the (imball5management may be broadly defined as the art of applying the
economic principles that underlie the control of men and materials in the enterprise under
consideration.
II. According to (oont) ,+anagement is the art of getting things done through and with people
in formally organi)ed groups.,
III. According to Theo haimann ,+anagement is the function of getting things done through
people and directing the efforts of individuals towards a common ob.ective.,
I/. According to 2is-s ,+anagement is the process of wor-ing of with and other to effectively
achieve organi)ational ob.ectives by efficiently using limited resources in changing
environment.,
&. $anagement as an 'ctiit!:
According to this approach management consists of those activities which are performed by
managers in attaining the predetermined ob.ectives of the business. This approach may be
referred to #enry $ayol who classified management activities into the following categories:
Technical 5 referred to production department.
0ommercial 5 relates to buying selling and exchange.
$inancial concerned with maximum utili)ation of capital.
2ecurity concurred with protection of property and person.
According concerned with maintenance of accounts presentation and statistics and
+anagement concerned to planning organi)ing commanding coordinating and
controlling.
(. $anagement as a group of personnel:
According to this approach human factor plays an important role in accomplishing business
ob.ectives. management is concerned with those who have been managing the affairs of the
business. +anagers are assigned duties and are also granted re6uisite authority to perform their
duties efficiently and thus management is effective direction coordination and control of
individual and group efforts to accomplish business ob.ective.
This approach is advocated by management authorities li-e Taylor 7ilson and others. They
have defined management as following. As per $.7. Taylor's approach ,+anagement is the art
of -nowing exactly what you want your men to do and then seeing that they do it in the best and
cheapest way.,
). $anagement as a discipline:
2ome times the term '+anagement' is used to connote neither the activity nor the personnel who
exercise it but as a substantive describes the sub.ect the body of -nowledge and practices of
management as a sub.ect of study. +anagement is being taught in different college and
universities as a district sub.ect.
Thus management as such is a process an activity a discipline and as effort to coordination
control and direct individual and group efforts towards desired goal of the business.
Characteristics * +ature * Features of $anagement:
The main characteristics of management are as follows:
,. $anagement is an actiit!:
+anagement is an activity which is concerned with the efficient utili)ation of human and non5
human resources of production.
,,. ,nisi-le Force:
+anagement is an invisible force. Its existence can be felt through the enterprise or institution it
is managing.
,,,. Goal Oriented:
+anagement is goal oriented as it aims to achieve some definite goals and ob.ectives. According
to the #aimann ,%ffective management is always management by ob.ectives,. +anagers and
other personnel officers apply their -nowledge experience and s-ills to achieve the desired
ob.ectives.
,.. 'ccomplishment through the efforts of Others:
+anagers cannot do everything themselves. They must have the necessary ability and s-ills to
get wor- accomplished through the efforts of others.
.. "niersal actiit!:
+anagement is universal. +anagement is re6uired in all types or organi)ations. 7herever there
are some activities there is management. The basic principles of management are universal and
can be applied anywhere and in every field such as business social religious cultural sports
administration educational politics or military.
.,. 'rt as /ell as 0cience:
+anagement is both an art and a science. It is a science as it has an organi)ed body of -nowledge
which contains certain universal truths and an art as managing re6uires certain s-ills which apply
more or less in every situation.
.,,. $ultidisciplinar! 1no/ledge:
Though management is a distinct discipline it contains principles drawn from many social
sciences li-e psychology sociology etc.
.,,,. $anagement is distinct from o/nership:
In modern times there is a divorce of management from ownership. Today big corporations are
owned by a vast number of shareholders while their management is in the hands of paid
6ualified competent and experienced managerial personnel.
,2. +eed at all leels:
According to the nature of tas- and scope of authority management is needed at all levels of the
organi)ation i.e. top level middle and lower level.
2. ,ntegrated process:
+anagement is an integrated process. It integrates the men machine and material to carryout the
operations of the enterprise efficiently and successfully. This integrating process is result
oriented.
3hat are the o-4ecties of $anagement5
%very human activity has its ob.ective. 4nless the ob.ective is well defined the 6uestion of
ma-ing necessary efforts to achieve it does not arise. *b.ects and aims direct a man to proceed in
a certain way for achieving them. +anagement is also a human activity and hence it must have
definite aims and ob.ectives. In the words of 3eter $. Druc-er ,*b.ectives in the -ey areas are
the 'instrument panel' necessary to pilot the business enterprise. 7ithout them the management
flies by the 'seat of the pants' without landmar-s without maps and without having flow route
before., Long ago 2eneca also said ,If a man does not -now to part port he is steering no wind
is favorable to him., A business enterprise aims at maximi)ing its profit through serving the
customers. The reali)ation of this ob.ective depends to large extent on efficient management.
According to !eorge ". Terry ,A managerial ob.ective is the goal which prescribes definite
scope and suggests the efforts of a manager.,
$our concepts are included in this definition of ob.ective of management as given by !eorge ".
Terry: 9i: !oal 9ii: 2cope 9iii: Definiteness and 9iv: Direction. $rom manager's point of view
ob.ectives are the values which are to be achieved. The scope of values of every business
enterprise must be well defined in which more than one goal can also be included. $or achieving
the ob.ectives it is essential that the managerial ob.ectives are clear and definite.
T!pes or Classification of $anagement O-4ecties:
+anagement ob.ectives may be classified as under:
Primar! O-4ecties
The primary ob.ective of management of every business enterprise is to provide saleable gods
and services in the mar-et. They should be 9i: reliable 9ii: competitive 9iii: standard 6uality 9iv:
reasonably priced 9v: insufficient 6uantity and 9vi: produced under ultramodern techni6ues.
0econdar! O-4ecties
2econdary ob.ectives assist the achievement of primary ob.ectives. They ma-e aware of the
targets fixed for increasing efficiency and economy in the wor- performance. Targets li-e
analysis consultation and definition etc. are the examples of secondary ob.ectives. The
contribution of secondary ob.ectives is indirect in the sense that they assist the efforts conducted
for achieving primary ob.ectives. The nature of secondary ob.ectives li-e primary ob.ectives is
impersonal.
Personal O-4ecties
3ersonal ob.ectives are personal and individual ob.ectives of the members of an organi)ation.
3ersonal ob.ectives are under economic ob.ectives or monetary remuneration or physical needs
fulfillment ob.ectives or psychological ob.ectives meant for achieving re6uired prestige respect
recognition or non5financial rewards. A person tries to achieve personal ob.ectives while
wor-ing in an organi)ation. The self5sufficiency of the motivations and incentives provided by
an organi)ation is 6uite difficult.
0ocial O-4ecties
2ocial ob.ectives means the social responsibilities of an organi)ation towards the society. The
management owes a social responsibility. ,&etter utili)ation of factors of production to full
satisfaction of the society and higher rate of return with maximum social gain, are being
demanded by the management of today. If these are reali)ed social recognition will
automatically come to the management. It is the social responsibility of the management to
satisfy not only present needs of the society but also ta-e due care for future generation while
managing the production activities. A business enterprise in a integral part of the society. #ence
the management should fix its targets -eeping in view the service towards society failing to do
so the very existence of business enterprise shall be in danger.