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Definitions:
“Management is a process of utilizing the organization resources effectively and efficiently
to achieve the organizational goals”
nization resources
– Using resources wisely and in a cost-effective way. (Max Output / Min Input)
– Making the right decisions and successfully implementing them
eve
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Nature of Management:
Production Management:
Production means creation of utilities by converting raw material in to final product by various
scientific methods and regulations. It is very important field of management. Various sub-areas
of the production department are as follows.
Plant layout and location: This area deals with designing of plant layout, decide about the
plant location for various products and providing various plant utilities
Production planning: Managers has to plan about various production policies and
production methods.
Material Management: This area deals with purchase, storage, issue and control of the
material required for production department.
Research and Development: This area deals with research and developmental activities of
manufacturing department. Refinement in existing product line or develop a new product are
the major activities.
Quality Control: Quality control department works for production of quality product by
doing various tests which ensure the customer satisfaction.
HR Management:
HR management is the phase of management which deals with effective use and control of
manpower. Following are the sub areas of HR Management
Personnel planning: This deals with preparation inventory of available manpower and
actual requirement of workers in organization.
Recruitment and selection: This deals with hiring and employing human being for various
positions as required.
Training and development: Training and development deals with process of making the
employees more efficient and effective by arranging training programmes. It helps in making
team of competent employees which work for growth of organization.
Compensation and Benefits: It deals in job evaluation, merit rating of jobs and making
wage and incentive policy for employees.
Roles of Manager:
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INTERPERSONAL ROLE:
Figurehead – Every manager has to perform some duties of a ceremonial nature, such as
attending the wedding of an employee, taking an important customer to lunch and so on.
Leader – As a leader, every manager must motivate and encourage his employees.
Liaison – Every manager must cultivate contacts outside his vertical chain of command to
collect information useful for his organization.
INFORMATIONAL ROLES:
Monitor – The manager has to perpetually scan his environment for information, interrogate
his liaison contacts and his subordinates, and receive unsolicited information, much of it as a
result of the network of personal contacts he has developed.
Disseminator – The manager passes some of his privileged information directly to his key
subordinates who would otherwise have no access to it.
Spokesman - A manager is also required to spend a part of his time in representing his
organization before various outside groups which have some stake in the organization.
These stake holders can be government officials, labor unions, financial institutions, suppliers,
customers etc.
DECISIONAL ROLES
Entrepreneur – The manager proactively looks out for innovation to improve his
organization. Innovation means creating new ideas, which may either result in the development
of new products or services, or finding new uses for the old ones.
Disturbance Handler – The manager has to work reactively like a fire fighter. He must seek
solutions of various unanticipated problems-a strike may loom large, a major customer may go
bankrupt and so on.
Resource Allocator – The manager must divide work and delegate authority among his
subordinates.
Negotiator – The president of a company may negotiate with the union leaders on a new strike
issue, the foreman may negotiate with the workers a grievance problem and so on.
LEVELS OF MANAGEMENT:
Functions of supervisors
To issue order & instructions to the workers & to supervise & control their work.
To plan activities of the section.
To assign jobs to the workers
To direct & guide the workers about work procedure.
To arrange for the necessary tools, equipment, material etc.
To solve the problems of workers
To maintain discipline among the workers & to develop them the right approach to work.
To inform the management about the problems of workers which are not solved at this level?
To maintain good human relations.
To build high group morale among workers.
Top management Middle management Supervisor management
Board of directors Departmental heads Senior Supervisor
Chairman Decisional heads Immediate Supervisor
Chief Executive Divisional heads Front Line Supervisor
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MANAGERIAL SKILLS:
1. Technical Skills Job specific knowledge and techniques needed to proficiently specific tasks.
These skills tend to be more important for lower level managers because they typically are
managing employees who are using tools and techniques to produce the organizations products
or service the organization’s customers.
2. Human Skills These involve the ability to work well with other people, both individually and
in group. Because managers directly deal with people, these skills are essential and equally
important to all levels of management. Managers with good human skills know how to get best
out of their people. They know how to communicate, motivate, lead and inspire enthusiasm and
trust.
3. Conceptual skills: Managers use to think and to conceptualize about abstract and complex
situations. Using these skills, managers must see the organization as a whole, understand the
relationships among various subunits and visualize how the organization fits into its broader
environment.
Administration is different from management: Admin is higher level activity while management
is a lower level activity. It is concerned with the determination of overall objectives & policies of
the enterprise while management with planning, coordinating & controlling of business activities
for attaining the enterprise objectives.
Administration is part of management: management is the generic term for the total process of an
executive control involving responsibility for effective planning & guidance of the operations of
an enterprise. Administration is the part of management which is concerned with the installation
& carrying out of the procedures by which the program me is laid done & communicated &
progress of activities is regulates & checked against plans.
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MANAGEMENT AS A SCIENCE:
Development of management as a science is of recent origin, even though its practice is ages old.
Fredrick W. Taylor was the first manager-theorist who made significant contributions to the
development of management as a science. He used the scientific methods of analysis,
observation and experimentation in the management of production function.
Science is concerned with knowing “why” and art is with the “how” of application
MANAGEMENT AS SCIENCE
Management as a systematized body of knowledge which can be learnt taught and researched. It
has also provided powerful tools of analysis, prediction and control to practicing managers.
Another characteristic of science in management is that it uses the scientific methods of
observation, experimentation and laboratory research.
A discipline is called scientific if it’s:
Systematic body of knowledge: Management is an organized body of knowledge built up by
management practitioners, philosophers and thinkers by conducting extensive research and
verification of the same over the years. Principles of management make use of scientific
methods. Taylor applied scientific techniques like time and motion study, work study etc.
Cause and effect relationship: In management also cause and effect relationship is studied.
Poor planning causes low productivity, lack of employee benefits; low salary causes high
attrition; poor marketing causes low sales etc.
Continuous observation: Principles of management have been developed on the basis of
continued observations by many theorists and practitioners over a period of years.
Validity and predictability: Scientific principles represent basic truth and can be applied at all
times to all situations. In management also there are certain fundamental principles which can be
universally applied and repeatedly tested to verify its validity and predictability.
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MANAGEMENT AS ART
Management is both science as well as art. Like science it has systematic and well- organized
body of knowledge and like art it requires personal skill, creativity and practice to apply such
knowledge in the best possible way. Science and art are not in contrast to each other; both exist
together in every function of management.
MANAGEMENT AS PROFESSION:
Profession means an occupation backed by specialized knowledge, expertise and training.
Over the past few years management has grown in to a distinct discipline backed by systematic
body of knowledge. Number of process, principles, techniques and tools have been developed
and they are important through formalized education and training.
Management also focuses on ethical behavior and developed certain code of conduct to
regulate performance of management professional.
Like a Doctor, Managers [consultants] do charge fees on services rendered.
we generally mean a manager who undertakes management as a career and is not interested in
acquiring ownership share in the enterprise which he manages
According to McFarland a profession possess the following characteristics: (i) a body of
principles, techniques, skills, and specialized knowledge; (ii) formalized methods of
acquiring training and experience; (iii) the establishment of a representative organization
with professionalization as its goal; (iv) the formation of ethical codes for the guidance of
conduct; and (v) the charging of fees based on the nature of services.
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Management is also a profession in the sense that formalized methods of training is available
to those who desire to be managers. We have a number of institutes of management and
university departments of management which provide formal education in this field. Training
facilities are provided in most companies by their training divisions.
PLANNING:
NATURE OF PLANNING:
o Focus in objectives: Plan starts with setting up of objectives long term & short term
objectives should be prepared. The main aim is to utilize the financial resources in the best
possible manner. & take the best advantage of prevailing economic situation. It is realized by
developing policies with procurement, administration & distribution of business funds in a
best possible way, It is important in developing procedures to ensure consistency of actions.
The procedures follow the formulation of policies & strategies etc.
o It is an intellectual process: The intellectual process requires mental exercise, fore suing
future developments, making forecasts & the determination of the best course of action.
o Planning in pervasive: which is an activity to cover all the levels of enterprise. In the levels
of management the top level is concerned with strategically planning, middle & the cover are
concerned with administrative & operational planning.
IMPORTANCE OF PLANNING:
Minimizes risk and uncertainty – By providing a more rational, fact-based procedure
for making decisions, planning allows managers and organizations to minimize risk and
uncertainty. In a dynamic society such as ours, in which social and economic conditions
alter rapidly, planning helps the manager to cope with and prepare for the changing
environment.
Leads to success –Planning leads to success by doing beyond mere adaptation to market
fluctuations. With the help of a sound plan, management can act proactively, and not
simply react.
Focuses attention on the Organization’s Goals – This makes it easier to apply and
coordinate the resources of the organization more economically. The whole organization
is forced to embrace identical goals and collaborate in achieving them.
Facilitates control – In planning, the manager sets goals and develops plans to
accomplish these goals. These goals and plans then become standards or benchmarks
against which performance can be measured. The function of control is to ensure that the
activities conform to the plans.
Trains executives – They become involved in the activities of the organization, and the
plans arouse their interest in the multifarious aspects of planning.
TYPES OF PLANS:
Strategic Plans – A strategic plan is an outline of steps designed with the goals of the entire
organization as a whole in mind, rather than with the goals of specific divisions or departments.
Strategic planning begins with an organization„s mission. Strategic plans look ahead over the
next two, three, five, or even more years to move the organization from where it currently is to
where it wants to be. These plans are set by the board of directors and top management,
generally have an extended time horizon and address questions of scope, resource deployment,
competitive advantage and synergy. For eg. Tata’s plan of entering into Insurance Sector in
India forming a Joint Venture with AIG is a strategic plan.
Tactical Plans – A tactical plan is concerned with what the lower level units within each
division must do, how they must do it, and who is in charge at each level. Tactics are the means
needed to activate a strategy and make it work. Tactical plans are concerned with shorter time
frames and narrower scopes than are strategic plans. For e.g. Any new insurance product to
launch or making changes in the existing insurance products of AIG is a tactical plan.
Operational Plans – Focuses on carrying out tactical plans to achieve operational goals.
Developed by middle and lower-level managers, operational plans have a short-term focus and
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are relatively narrow in scope. For e.g. Policies a budget of Insurance especially for Indian
Market is an example of operation plan.
Long-Range Plans – Covers many years, perhaps even decades. The time span for long range
planning varies from one organization to another. Any plan that extends beyond five years as
long range.
Intermediate Plans – Somewhat less tentative and subject to change than is a long range plan.
Intermediate plans usually cover periods from one to five years and are especially important for
middle and first-line managers.
Short-Range Plans – Has a time frame of one year or less. Short range plans greatly affect
the managers day to day activities.
Standing plan: A standing plan is used for activities that recur regularly over a period of time.
a. Policy – A policy specifies the organization‟s general response to a designated problem or
situation. A policy provides a broad guideline for managers to follow when dealing with
important areas of decision making. Policies are general statements that explain how a manager
should attempt to handle routine management responsibilities. Typical human resources policies,
for example, address such matters as employee hiring, terminations, performance appraisals, pay
increases, and discipline. For eg. McDonald‟s has a policy that it will not grant a franchise to an
individual who already owns another fast-food restaurant. Similarly, Starbucks has a policy that
it will not franchise at all, instead retaining ownership of all Starbucks coffee shops.
b. Standard Operating Procedures – An SOP is more specific than a policy, in that it outlines
the steps to be followed in particular circumstances. A procedure is a set of step-by-step
directions that explains how activities or tasks are to be carried out. The admissions clerk at the
university, for example might be told that, when an application is received, he
or she should 1) set up an electronic file for the applicant, 2) merge test score records, transcripts,
and letters of reference to the electronic file as they are received and 3) forward the electronic
file to the appropriate admissions director when it is complete.
c. Methods – A method is a prescribed way in which one step of a procedure is to be performed.
The specified technique to be used in screening the applications or conducting a written test is a
method.
d. Rules and Regulations – A rule is an explicit statement that tells an employee what he or she
can and cannot do. Rules are ―do‖ and ―don„t‖ statements put into place to promote the safety
of employees and the uniform treatment and behavior of employees. Rules and Regulations
describe exactly how specific activities are to be carried out. Each McDonald‟s restaurant has a
rule prohibiting customers from using its telephones. The university admissions office might
have a rule stipulating that, if an applicant‟s file is not complete two months before the
beginning of a semester, the student cannot be admitted until the next semester.
Single-use plan is developed to carry out a course of action that is not likely to be repeated in
the future.
a. Programs – A program is a single-use plan for a large set of activities. It might consist of
identifying procedures for introducing a new product line, opening a new facility or changing the
organization‟s mission.
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b. Projects – A project is similar to a program but is generally of less scope and complexity.
c. Budgets – A budget is a financial and quantitative statement prepared prior to a definite period
of time, of the policy to be pursued during that period, for the purpose of obtaining a given
objective.
Deciding the Planning Period – In some instances plans are made for a year only while
in others they span decades. In each case, however there is always some logic in selecting
a particular time range for planning based on lead time in development and
commercialization of a new product, time required to recover capital investment and
length of commitments already made.
Finding Alternatives in light of Goals sought – The fourth step in planning is to search
for alternative courses of action. For example, products may be sold directly to the
consumer by the company’s salesmen or through exclusive agencies.
Evaluating and selecting a Course of Action - Having sought alternative courses, the
next step is to evaluate them in the light of the premises and goals and to select the best
course or courses of action.
Developing Derivative Plans – Once the plan has been formulated, its broad goals must
be translated into day-to-day operations of the organization. Middle and lower level
managers must draw up the appropriate plans, programmes and budgets for their sub-
units. These are described as derivative plans.
Measuring and controlling the progress – Process of controlling is a critical part of any
plan. Managers need to check the progress of their plans so that they can a) take whatever
remedial action is necessary to make the plan work, or b) change the original plan if it is
unrealistic.
Limitations of planning:
Decision Making:
Identifying a Problem:
Every decision starts with a problem, a discrepancy between an existing and a desired
condition. Here sales manager representative need new laptops because their old ones are
outdated and inadequate for doing their job.
that could resolve the problem. This is the step where a decision maker needs to be
creative.
Developing alternatives:
The fourth step in the decision-making process requires the decision maker to list viable
alternatives
Analysing alternatives:
Once alternatives have been identified, a decision maker must evaluate each one. There
are times when decision maker might not have to do this step. If one alternative scored
highest on every criterion, you wouldn’t need to consider the weights because that
alternative would already be the top choice.
Selecting an alternative:
The sixth step in the decision-making process is choosing the best alternative or the one
that generated the highest total in step 5.
Types of Decision:
Programmed and Non-Programmed Decisions – Programmed decisions are those that are
made in accordance with some policy, rule or procedure so that they do not have to be
handled de novo each time they occur. These decisions are generally repetitive, routine and
are obviously the easiest for managers to make. E.g. pricing ordinary customer’s orders,
determining salary payments to employees who have been ill.
Non-Programmed Decisions are novel and non-repetitive. If a problem has not arisen
before or if there is no cut and dry method for handling it or if it deserves a custom-tailored
treatment, it must be handled by a non-programmed decision. E.g. How to allocate
organization’s resources, what to do about a failing product line etc.
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Major and Minor Decisions – Some decisions are considerably more important than others
based on the impact of the decision on other functional areas.
Routine and strategic Decisions – Routine, tactical or housekeeping decisions are those
which are supportive of, rather than central to, the company’s operations. Provision for air
conditioning, better lighting, parking facilities, cafeteria service etc. are all routine decisions.
On the other hand, lowering the price of the product, changing the product line, installation
of an automatic plant, etc. are strategic decisions.
Simple and Complex Decisions – When variables to be considered for solving a problem
are few, the decision is simple; when they are many, the decision is complex.
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