Management

Management is a process that unifies –

1- Manpower
2- Money
3- Materials
4- Methods
5- Machinery
6- Market
Definitions

Management is the accomplishment of results

through the efforts of others.
Lawrence A. Appley
Management is the art of getting things done
through and with the people in formally
organized groups.
Koontz
Management is the process of planning,
organizing, actuating and controlling to
determine and accomplish the objectives by
the use of people and resources.
Terry G.
Management is the process by which managers
create, direct, maintain and operate purposive
Organizations through systematic, coordinated,
Cooperative human effort.
McFarland.
Difference between administration and management

Basis of difference Administration Management

Level in organization Top level Middle and lower level

Major Focus Policy formulation and Policy execution for

objective determination objective achievement

Nature of Functions Determinative Executive

Scope of Functions Broad and conceptual Narrow and operational

Factors affecting decisions Mostly external Mostly Internal

Employer- employee Entrepreneurs and owners Employees

relations

Qualities required Administrative Technical

Concept Of Management
• Management as a Discipline-
Discipline refers to a field of study
having well- defined concepts
and principles. Management can
be treated either as an art and
science, the two basic and broad
disciplines
Management as a Group of
People- Under this approach all
personnel who perform
managerial or non managerial
function within the organization
are consider, as organization is a
group of people working together
to achieve common goal.
Management as a Process- It
includes the systematic
handling of different activities.
Management activities can be
divided into two groups that is
operational and managerial.
Nature of Management
1- Multi- disciplinary- Freely draws ideas and
concepts from such disciplines as psychology,
sociology, anthropology, economics, ecology
statistics, statistics, operations research,
history etc.
2- Dynamic nature of Principles- Management
principles are flexible in nature and change
with the changes in environment in which an
organization exists.
3- Relative not absolute Principles- Each
organization are different from others because
of time, place, socio- cultural factors etc and
the individual working within the organization
may also differ and thus the principles of
management should be applied in the light of
prevailing conditions therefore it is rightly said
that its principles are relative not absolute
4- Management Art or Science- Management is
both an art and science

5- Management as profession- Controversy

prevail on this issue also

6- Universality of Management- Universal

phenomenon. Management principles are not
universally acceptable but are to be modified
according to the needs of the situation
Management as a Process
Planning Organizing Staffing Directing
Inputs Outputs
A-Men A-Goods
B-Services
B-Materials C-Profits
C-Machinery D-Productivity
D-Money E-Customer
Satisfaction
Importance Of Management
1- Effective Utilization of Resources-
Management decides in which particular
alternative a particular resource should be
used and also takes actions to utilize it in the
best way.

2- Development Of Resources- True with human

as well as non human factor.
3- To incorporate Innovations-
Management incorporate changes
within organization through
innovations.
4- Integrating Various Interest
Groups- Management balance
pressure from various interest
groups such as shareholders,
employees, government, etc.
5- Stability in the Society-
Provides stability in the society
by modifying the resources in
accordance with changing
environment.
Functions by Henry Fayol
1- Planning
2- Organizing
3- Staffing
4- Directing
5- Controlling
 Mintzberg’s Managerial Roles
Henry Mintzberg studied CEOs at work and
created a scheme to define what managers do
on the job. These are commonly referred to
as Mintzberg’s managerial roles.
These can be grouped into three primary
headings: interpersonal, informational and
decisional
 INTERPERSONAL
Role Description
Figurehead Manager serves as an official
representative of the
organization or unit
Leader Manager guides and motivates
staff and acts as a positive
influence in the workplace
Liaison Manager interacts with peers
and with people outside the
organization to gain information
Identifiable Activity
Greeting visitors;
signing legal
documents
Staffing, training
Acknowledging
mail/email; serving on
boards; performing
activities that involve
outsiders
 INFORMATIONAL
Role Description Identifiable Activity
Monitor Manager receives and Reading magazines
collects information and reports;
maintaining personal
contacts
Communication Manager distributes Holding meetings;
(Disseminator) information within the making phone calls to
organization relay information;
email/memos
Spokesperson Manager distributes Holding board
information outside the meetings; giving
organization information to the
media
 DECISIONAL
Role Description Identifiable Activity
Entrepreneur Manager initiates change and Organizing sessions
takes risk to develop new
programs; supervises
design of projects
Disturbance Manager decides how Steps in when an
Handler conflicts between employee suddenly
subordinates should be leaves or an important
resolved customer is lost
Resource Manager decides how the Scheduling;
Allocator organization will use its requesting
resources authorization;
budgeting
Negotiator Manager decides to negotiate Participating in union
major contracts with other contract negotiations
organizations or individuals or in those with
suppliers 19