MANAGEMENT

Management as the force that unifies the human as well as non-human resources in the service of organisational goals of getting results with and through people. Management is concerned with human beings, whose behaviour is neither consistent nor predictable, especially in an organisation where they work in groups. Human beings behave in widely differing and complicated ways. Their reactions to promise, praise, or criticism, for example:- to secure promotion, some try to burn their candle of energies, whereas the vast majority simply try to apple-polish the boss.

NATURE
Management is Intangible Management is Goal Oriented Management is universal Management is a social process Management is a group activity Management is a system of authority Management is a multidisciplinary Management is dynamic

IMPORTANCE
Optimum use of resources Effective leadership & motivation Sound industrial relations Achievement of goals Change & growth Improvement in standard of living.

MANAGEMENT AS..
Art :- Management is basically an art as it involves the practical knowledge acquired in the areas of planning, decision-making & motivation helps managers to tackle problems in a better way. 1) Use of knowledge 2) Creative art 3) Personalised 4) Constant practice

AS..
Science:- It is a systematised body of knowledge based on certain principles, capable of general application by the process of experimentation, observation & testing. 1) Systematised body of knowledge 2) Management is a social science 3) Management is a inexact science 4) Manager vs. Scientist 5) Scientific Management

AS.
Profession:- Management a profession by factors such as growing size of business units, competition, and separation of ownership from management have led to an increased demand for professionally qualified managers. 1) Well-defined body of knowledge 2) Formal education and training 3) Code of conduct 4) Representative body

MANAGEMENT VS. ADMINISTRATION

Administration:It is a thinking function that (what is to be done & when) It determines broad objectives & policies It is a top level function. It is conceptual & human skills Owners who invest capital & receive profits It be main in government, military, educational, social & culture organisations

VS
Management:

It is a doing function (who should do it & how) It implements plans & achieves goals through people It is a middle & lower level function. It is technical & human skills. It paid individuals who work for remmuneration It is mostly in business organisation.

MANAGERS

Managers are the indispensable resources & the priceless assets of an organisation. Managers assemble resources, set goals, decide priorities, organise, & coordinate effort & get things done though and with people. Managers are there to direct, coordinate & assist others in completing assignment work in a competent manner. Managers translate ideas into concrete action plans and produce results.

MANAGERIAL ROLES:HENRY MINTZBERG, offered a view of the job of managing that throws considerable light on how managers perform their work. According to MINTZBERG managers perform roles are grouped in three categories;1)

Interpersonal roles:- Interpersonal roles help the manager to keep the organisation running smoothly. There are three roles:Figurehead Role:- they perform duties that are ceremonial. Liaison Role:-Interacting with peers & people outside the organisation; developing external links. Leader Role:-Activities concerned with subordintes;motivating;stafffing;communicating; and directing.

ROLES..
2) Informational roles:-Informational role help a manager
in receiving & communicating information. These role are grouped in three roles: => Monitor role:-Receiving & collecting information; utilising the channels though which information comes. => Disseminator:- Transmitting information within the organisation => Spokesman:- Transmitting information to people outside the organisation.

ROLES.
3)Decisional Roles:- The decisional roles help a
manager in taking decission. These are grouped in four roles: Entrepreneur: Introducing change, initiating projects to improve the organisation. Disturbance handler: Taking change when the organisation is threatened. Resource allocator: Deciding where the organisation will expand its efforts & what resources will be expended. Negotiator: Involving the organisation with other

LEVELS OF MANAGEMENT

Top level managers:-

Middle level Managers:-

Lower level Managers:-

MANAGERIAL SKILLS
1) Technical skills:- It is the ability to use the tools,
procedures or techniques of a specialised field in a competent manner. 2) Human skills:- It is the ability to work and with & through other people & to work effectively as a group number. 3) Conceptual skills:- It is the mental ability to coordinate & integrate the organisations interests & activities.

MANAGERS
Managers are the priceless assets of an organisation.ide prio Managers assemble resources, set goods, decide priorities, organise and coordinate effort and get things done through and with other people. Managers are there to direct, coordinate and assist, others in completing assigned work in a competent manner. Managers translate ideas into concrete action plans and produce results.

QUALITY OF MANAGERS
Managers work with and through other people Managers are mediators Managers are politicians Managers are diplomats Managers are symbols Managers act as the change agents Managers are the real decision maker

FUNCTIONS OF MANAGEMENT

Planning;- It is a process of determining enterprise objectives and selecting future courses of actions necessary for their accomplishment. Deciding in advance what is to be done, when is to be done, when is to be done, how is to be done & by whom is to be done. Organising: Organising is concerned with the arrangement of an organisations resources ie. People, materials, technology, finance in order to achieve enterprise objectives.

FUNCTIONS.

Staffing:- A managers greatest responsibility is to select, direct, develop and evaluate the people of the organisation. It is a function of employing suitable persons for the enterprise; It defined as an activity where people are recruited, selected, trained, developed, motivated and compensated for manning various positions.

FUNCTIONS,,,,

Leading & Influencing:- It includes motivating

and communicating with employees, individually and in groups. It is stimulating people high performers. It has different labels under various heads Direction & Supervision Leadership Motivation Communication

FUNCTIONS

Controlling:- The man objective of controlling is to

ensure that actions contribute the goal accomplishment. In it performances are observed, measured, & compared with what had been planned; If the measured performance is found deficient, the manager find reasons and take corrective actions. This functions include three things: Setting standards of performance Measuring actual performance Comparing actual performance against the sandard Taking corrective actions to ensure goal

EARLY CONTRIBUTIONS

Classical theory:- The term classical means something

traditionally accepted or long established.

The elements of classical theory are as under:=>Interrelated functions: Management consists of several interrelated and interdependent functions ( planning, organising, staffing, directing, & controlling) which are exercised in sequencial form . =>Guiding principles: To crystallize the ever-increasing knowledge & thinking in the field, classical writers have developed certain principles( to aid executive thinking and action) based on practical experience

CONTRIBUTIONS.

Bureaucratic structure:- This theory specified that

the work must be logically divided into simple, routine and repetitive tasks. In this command should flow from only one individual; everyone should have one and only one boss. Work must be assigned to individuals based on job demands & individual ability to do the job. The threads of control are held by common superiors, working at the top of the hierarchy. Reward punishment nexus;- follow the rules, obey the orders, show the results and get rewards If we lag behind in the race, we will become a second-class citizen & not entitled to receive extra benefits.

3 STREAMS OF CLASSICAL THEORY

Scientific Management:- Fredrick W. Taylor build the

body of principles that constitute the essence of scientific management(1890-1930). Concept:-It implies the application of science to management. It is based on four basic principles: => Each task must be scientifically designed so that it can replace the old, => Workers must be scientifically selected & trained so that they can be more productive on their jobs. =>Bring the scientifically designed jobs & workers together so that there will be a match between them. =>There must be division of labour & cooperation between management & workers.

STREAMS