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

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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.

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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.

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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.

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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.
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 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.”

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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.

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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

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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.
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 Approaches to Management
CHARACTERISTICS/CONTRI LIMITAIONS
BUTIONS
EMPIRICAL OR CASE APPROACH
Studies experience through cases. Identifies Situations are all different. No attempt to
successes and failures identify principles. Limited value for developing
management theory.

INTERPERSONAL BEHAVIOR APPROACH

Focus on interpersonal behavior, human Ignores, planning, organizing, and controlling.
relations, leadership, and motivation. Based on Psychological training is not enough to become
individual psychology. an effective manager

GROUP BEHAVIOR APPROACH

Emphasis is on behavior of people in groups. Often not integrated with management
Based on sociology and social psychology. concepts, principles, theory and techniques.
Primarily study of group behavior patterns. The Need for closer integration with organisation
study of large groups is often called structure, design, staffing, planning and
“organization Behavior”. controlling.

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

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.

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CHARACTERISTICS/CONTRIB LIMITAIONS
UTIONS
SYSTEMS APPROACH
Systems concepts have broad applicability. Analyses of the interrelatedness of systems and
Systems have boundaries , but they also interact subsystems as well as the interactions of the
with the external environment i.e. organizations organizations with their external environment.
are open systems. Recognizes importance of Can hardly be considered a new approach to
studying interrelatedness of planning, organizing management.
and controlling in an organization as well as the
many subsystems.
MATHEMATICAL OR “MANAGEMENT SCIENCE “ APPROACH
Managing is seen as a mathematical processes, Preoccupation with mathematical models.
concepts, symbols, and models. Looks at Many aspects in managing cannot be modeled.
management as a purely logical process, Mathematics is a useful tool, but hardly a school
expressed in mathematical symbols and or an approach to management.
relationships.
CONTINGENCY OR SITUATIONAL APPROACH
Managerial practice depends on Managers have long realized that there is no one
circumstances(i.e. a contingency or a situation). best way to do things. Difficulty in determining
Contingency recognizes the influence of given all relevant contingency factors and showing
solutions on organizatonal behavior patterns. their relationships. Can be very complex.

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CHARACTERISTICS/CONTRIB LIMITAIONS
UTIONS
MANAGERIAL ROLES APPROACH
Original study consisted of observations of five Original sample was very small. Some activities
chief executives. On the basis of this study, ten are not managerial. Activities are evidence of
managerial roles were identified and grouped planning, organizing, staffing, leading, and
into (1) interpersonal (2) informational, and (3) controlling. But some important managerial
decision roles activities were left out. (e.g. appraising
managers).

MCKINSEY’S 7 – S FRAMEWORK
The seven S’s are (1) Strategy (2) Structure (3) Although this experienced firm now uses a
Systems (4) Style (5) Staff (6) Shared Values (7) framework similar to the one found useful by
Skills koontz et al. since 1955 and confirms its
practicality, the terms used are not precise and
topics are not discussed in details.

OPERATIONAL APPROACH
Draws together concepts, principles, techniques, and knowledge Does not, as some authors do, identify
from other fields and managerial approaches. The attempt is to
develop science and theory with practical application. Distinguishes “representing” or “coordination” as a separate
between managerial and non – managerial knowledge. Develops function. Coordination, for example, I the
classification systems built around the managerial functions of
planning, organizing, staffing, leading and controlling. essence of managership and is the purpose of
managing.

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 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.

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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.

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