MANAGEMENT

Definition:
A process by which managers create, maintain , and operate
purposive organizations through systematic, coordinated,
cooperative human effort.
- Dalton E. McFarland
The act of getting things done through people.
- Mary Parker Follet

12/08/2021
Aspects of Management
Managers carry out the function of planning, organizing,
staffing, leading and controlling.
Management is essential to any kind of organization
Management is essential at all hierarchical levels.
The goal of all management is to generate surplus.
The aim of all managers is to improve productivity,
efficiency and effectiveness.

12/08/2021
Continue………….
Productivity = Outputs/Inputs.
Productivity can be increased:
By producing more output with the same inputs.
By reducing inputs, but maintaining the same level of
outputs.
By increasing outputs and reducing inputs, thereby
making the ratio more favorable.

12/08/2021
Continue……

Management is concerned with completion of

activities.
Effectiveness means doing the right task. In an
organization, effectiveness translates into goal
achievement.
Efficiency means doing the task correctly.

12/08/2021
Nature/feature of management
It is intangible
It is an integrating force
It is universal in character
It is interdisciplinary approach
Management is distinct process
Essential ingredient of all organized work
It aimed at achieving pre – determined objectives.
An organization without management is an utopian similarly
management without an organization is utopian.
Organization:
An organization is a social arrangement to achieve collective
goals through controlled performance.
12/08/2021
 Management – Science or art
(Management: The oldest of arts and the youngest of Sciences.)
Management science is an organized body of knowledge with its own distinct
boundaries and fields of activities.
It has a set of concepts and principles moulded into a theory having
descriptive, explanatory & predictive properties.
It is viewed as an objective and notional approach to the deployment of
means for purposes of accomplishing certain ends.
o Art of management is the application of skills & knowledge in accomplishing
an end through deliberate effort.
o It is one of the creative arts as it is the organizer and utilizer of the total
resources.
o It is the principle put into practice.
In Management
“Science should never be over – emphasized nor art should be discounted as
they are mutually interdependent and complimentary.”

12/08/2021
Management – A profession
Existence of organized and systematic knowledge
Formalized method of acquiring training and
experience
A body to regulate the conduct and behavior of
members
There should be a code of conduct
Service to society is given preference over
monetary rewards.

12/08/2021
Management & Managers Task
Management refers to the process of getting things done,
effectively and efficiently, through and with other people.
Process represents the primary activities that manager
should perform.
Process : represents the primary activities the managers
perform
Effectiveness: means doing the right tasks, goal attainment.
Efficiency: means doing the task correctly, refers to the
relationship between inputs and outputs, seeks to
minimize resource cost

12/08/2021
Management Process
Management Process - Managers plan, organize, command, co
– ordinate and control (in the early part of the 20th century,
French Industrialist, Henry Fayol.)
Planning, organizing, staffing, Directing and controlling are
core management processes (in mid 1950s two professor at
ULCA, unquestionable for 20 years.)
Modern day texts still remains organized around the
management processes, though generally condensed to the
basic four – Planning, Organizing, Directing and Controlling.
Managers must be able to perform all four activities
simultaneously and realize that each has an effect on the others,
i.e, the processes are interrelated and interdependent.
12/08/2021
 Approaches to Management
CHARACTERISTICS/CONTRI
BUTIONS
EMPIRICAL OR CASE APPROACH
Studies experience through cases. Identifies
successes and failures
INTERPERSONAL BEHAVIOR APPROACH
Focus on interpersonal behavior, human
relations, leadership, and motivation. Based on
individual psychology.
GROUP BEHAVIOR APPROACH
Emphasis is on behavior of people in groups.
Based on sociology and social psychology.
Primarily study of group behavior patterns. The
study of large groups is often called
“organization Behavior”.
12/08/2021
LIMITAIONS
Situations are all different. No attempt to
identify principles. Limited value for developing
management theory.
Ignores, planning, organizing, and controlling.
Psychological training is not enough to become
an effective manager
Often not integrated with management
concepts, principles, theory and techniques.
Need for closer integration with organisation
structure, design, staffing, planning and
controlling.
Continue ……….
CHARACTERISTICS/CONTRIB LIMITAIONS
UTIONS
COOPERATIVE SOCIAL SYSTEMS APPROACH
Concerned with both interpersonal and group Too broad a field for the study of management.
behavioral aspects leading to a system of At the same time, it overlooks many
cooperation. Expanded concepts includes any managerial concepts, principles, and
cooperative group with a clear purpose. techniques.

SOCIO TECHNICAL SYSTEMS APPROACH

Technical system has great effect on social
system (personal attitudes, group behavior).
Focus on production, office operations, and other
areas with close relationships between technical
system and people.
Emphasis only on blue – collar and lower –
level office work. Ignores much of other
managerial knowledge.

DECISION THEORY APPROACH

Focus on the making of decisions, persons or There is more to managing than making
groups making decisions, and the decision decisions. The focus is at the same time too
making process. Some theorists use decision – narrow and too wide.
making as a springboard to study all enterprise
activities. The boundaries of study are no longer
clearly defined.

12/08/2021
Continue ……….
CHARACTERISTICS/CONTRIB
UTIONS
SYSTEMS APPROACH
Systems concepts have broad applicability.
Systems have boundaries , but they also interact
with the external environment i.e. organizations
are open systems. Recognizes importance of
studying interrelatedness of planning, organizing
and controlling in an organization as well as the
many subsystems.
MATHEMATICAL OR “MANAGEMENT SCIENCE “ APPROACH
Managing is seen as a mathematical processes,
concepts, symbols, and models. Looks at
management as a purely logical process,
expressed in mathematical symbols and
relationships.
CONTINGENCY OR SITUATIONAL APPROACH
Managerial practice depends on
circumstances(i.e. a contingency or a situation).
Contingency recognizes the influence of given
solutions on organizatonal behavior patterns.
12/08/2021
LIMITAIONS
Analyses of the interrelatedness of systems and
subsystems as well as the interactions of the
organizations with their external environment.
Can hardly be considered a new approach to
management.
Preoccupation with mathematical models.
Many aspects in managing cannot be modeled.
Mathematics is a useful tool, but hardly a school
or an approach to management.
Managers have long realized that there is no one
best way to do things. Difficulty in determining
all relevant contingency factors and showing
their relationships. Can be very complex.
 Continue ……….
CHARACTERISTICS/CONTRIB
UTIONS
MANAGERIAL ROLES APPROACH
Original study consisted of observations of five
chief executives. On the basis of this study, ten
managerial roles were identified and grouped
into (1) interpersonal (2) informational, and (3)
decision roles
MCKINSEY’S 7 – S FRAMEWORK
The seven S’s are (1) Strategy (2) Structure (3)
Systems (4) Style (5) Staff (6) Shared Values (7)
Skills
OPERATIONAL APPROACH
Draws together concepts, principles, techniques, and knowledge
from other fields and managerial approaches. The attempt is to
develop science and theory with practical application. Distinguishes
between managerial and non – managerial knowledge. Develops
classification systems built around the managerial functions of
planning, organizing, staffing, leading and controlling.
12/08/2021
LIMITAIONS
Original sample was very small. Some activities
are not managerial. Activities are evidence of
planning, organizing, staffing, leading, and
controlling. But some important managerial
activities were left out. (e.g. appraising
managers).
Although this experienced firm now uses a
framework similar to the one found useful by
koontz et al. since 1955 and confirms its
practicality, the terms used are not precise and
topics are not discussed in details.
Does not, as some authors do, identify
“representing” or “coordination” as a separate
function. Coordination, for example, I the
essence of managership and is the purpose of
managing.
 Mintzberg’s 10 Managerial Roles
INTERPERSONAL Figurehead Performs ceremonial and symbolic duties
such as greeting visitors, signing legal
documents
Leadership Direct and motivate subordinates, training,
counseling and communicating with
subordinates
Liaison Maintain information links both inside and
outside organization; use mail, phone calls,
meetings
INFORMATIONAL Recipient Seek and receive information, scan
periodicals and reports, make phone calls.

Disseminator Forward information to other organization

members; send memos and reports,
maintain personal contacts.
Spokesperson Transmit information to outsiders through
speeches, reports, memos.

12/08/2021
Continue ………..
DECISIONAL Entrepreneur Initiate improvement projects, identify new
ideas, delegate idea responsibility to others.

Disturbance Take corrective actions during disputes or

Handler crisis; resolves conflict among subordinates;
adapt to environmental crisis

Resource Decide who get resources, scheduling,

Allocator budgeting, setting priorities.

Negotiator Represent department during negotiation of

union contracts, sales, purchases, budgets;
represent departmental interest.

12/08/2021