By, Anantha Nag.M.S Asst. Prof.

BBC BELLARY

Make a individual to become effective manager

Enable us to assess the future, make plans for thus acting as good planners. To be responsible and accountable for employees be in the same track towards accomplishment organizational goals. Make us to become effective managers who will able to detect and locate problems to be solve,

Who will be able to help the organization achieve a high level of performance Through the utilization of its human and material resources.

it,

to of
be

Thus making good decision about appropriate solution and utilizing organizational resources effectively to implement these solutions.

The term Management means different to different people. The precise definition is difficult

Management Process

practitioners

treat

it

as

Economists view it as a Factor of Production Socialists regards it as a Group of Person Modern people consider it as a Profession In general Management is what a Manager does

The art of getting things done through people

The above definition represents the traditional view of management

This definition is vague as it does not identify the functions which a manager has to perform to get the results from others The employees are merely treated as means of getting results.

The managers achieve organizational objectives by getting work from others & not performing the tasks themselves The scope of management is not merely restricted to getting things done through others. It is certainly more than that. It includes decision-making, organising, staffing, motivation & leading of subordinates & controlling the organizational activities

Thus, management us certainly more than just getting things done through others, It is appropriate to quote Harold Koontz who defined as

The art of getting things done through & with people in formally organized groups. It is the art of creating an environment in which people can perform an individuals & yet cooperate towards attainment of group goals.

Management is the process of effective utilization of human & material resources to achieve enterprise objectives

The human resources comprise of people working with the organization The material resources include capital, technology, machines, materials etc. These resources are utilized by management though planning, organization, leading, control & coordination for the accomplishment of the organizational objectives As a matter of fact, management is a goal-oriented process.

 In the words of George R. Terry,

Management is a distinct process consisting of activities of planning, organizing, actuating & controlling, performed to determine & accomplish stated objectives with the use of human beings & other resources This definition clearly identifies 4 functions of management, but modern trend is to classify managerial functions into 5 categories viz., (1) Planning, (2) organising, (3) Staffing, (4) directing & (5)

Controlling

Management is continuous process The functions of management are inter-dependent & interrelated

Inputs Six Ms

Management Functions The process of Management

Objectives End Results

Planning

Directing Goods & Services Desired by the Customers Controlling

Men & Women Materials Machines Methods Money Markets

Organizing

Staffing

The term management is frequently used to denote a group of

Management as a group of Managers

Managerial Personnel. When one says that management of this company is very efficient, it is implied that the persons who are looking after the affairs of the company are efficient. A manager is the person who performs the managerial functions of Planning, organizing, staffing, directing, & controlling. But in practice, the term management is used to denote the top management of the organization.

Management has been widely recognized as a discipline or field

Management As A Discipline:

of study. It is taught as a specialized branch of knowledge in educational institutions, As a field of study the subject includes management concepts, principles, techniques & skills.. Management is a muilt-disciplinary

Goal Oriented Economic Resources Distinct Process Integrative Force Intangible Force Results thought others System of Authority A science & an art Universal Application

Achievement of Group Goals Optimum Utilization of Resources Fulfillment of Social Obligations Stability Human Development

1.

Technical Skill Ability to use tools, procedures & techniques in a specialized area. Human Skill Ability to work with, understand & motivate people as individual or groups.

2.

3.

Conceptual Skill Mental ability to coordinate & integrate all of an organizations activities, especially in the long-term decisions affecting the organization. It is needed to see the organization as a whole & recognize how the various factors in a situation are interrelated so actions taken are in the best interests if the organization.
chapter 1 14

Controlling
Monitor activities & make corrections

Select goals & ways to attain them

Planning

Organizing
Assign responsibility for tasks

Use influence to motivate

Leading

Planning is the most basic or primary function of management. It is basically deciding in advance, what is to be done; when is to be done and by whom it is to be done.

After planning, next step is organizing. The process of organizing consists of following steps: 1. Determining and defining activities to achieve goal. 2. Grouping of activities into convenient and logical group. 3. Assigning duties to people at various levels. 4. Delegating authority to people at different level 5. Defining and fixing responsibility for performance

It consists of : 1. Issuing orders and instructions 2. Supervision of Work 3. Motivation i.e. creating willingness to work 4. Communication with employees 5. Leadership or influencing the behavior of employees.

It consists of: 1. Establishing standards for measurement of performance 2. Measuring performance and comparing with standard 3. Finding reasons for variation among different employees performance 4. Taking corrective action for attainment of goal

Management as an Art Mary Parker Follet, Harold Koontz and several others management authors called management As an Art of getting things done through people.

Art refers to creative skills and talent which people require to conduct certain activities effectively. Art is an Inborn talent. However it can be refined through Learning and Practice.

Management is an Art due to the following reasons: Intelligence Initiative Innovative Result Oriented Individual Approach Application & Dedication

Science is a systematic body of knowledge pertaining to a specific field of study. It contains general principles and facts which explain a phenomenon.

These principles establish cause-and-effect relationships between two or more factors. These principles and theories help to explain past events and may be used to predict the outcome of actions. Scientific methods of observations, and experiments are used to develop principles of science. The principles of science have universal application and validity.

Systematic Body of Knowledge Universal Principle Scientific enquiry and experiment

Cause and effect relationship

Tests of validity and predictability

Management has a systematic body of knowledge consisting of

general principles and techniques. These help to explain events and serve as guidelines for managers in different types of organizations.

Scientific principles represent basic facts about a particular

field enquiry. These principles may be applied in all
situations and at all times. Exceptions, if any, can be logically explained. For example, the Law of Gravitation states that if you throw an object in the air it will fall on the ground due to the gravitational force of the earth. This law can be applied in all countries and at all points of time. Management contains sound fundamental principles which can be universally applied.

For instance, the principle of unity of command states that at a time one employee should be answerable to only one boss. This

principle can be applied in all types of organisation-business or non

business. However, principles of management are not exactly like those of physics or chemistry. They are flexible and need to be

modified in different situations.

Scientific principles are derived through scientific investigation and

reasoning. Scientific principles do not reflect the opinion of an individual or of a religious guru. Rather these can be scientifically proved at any time. They are critically tested. For example, the principle that the earth revolves around the sun has been scientifically proved.

Management principles are also based on scientific enquiry and investigation. These have been developed through experiments and practical experience of a large number of managers.

For example, it has been observed that wherever one employee has two or more bosses simultaneously, confusion and indiscipline are likely to arise, with regard to following the instructions

Principles of science lay down a cause and effect relationship

between related factors. For example, when water is heated up to 100C, it starts boiling and turns into vapour. Similarly, the principles of management establish cause and effect relationship between different variables. For instance lack of balance between authority and responsibility will cause management to become ineffective.

Validity of scientific principles can be tested at any time and any

number of times. Every time the test will give the same result.
Moreover, the future events can be predicted with reasonable accuracy by using scientific principles. For example, the Law of Gravitation can be tested by throwing various things in the air and every time the object will fall on the ground. Principles of management can also be tested for their validity. For example, the principle of unity of command can be tested by

comparing two persons, one having a single boss and other having
two bosses. The performance of the first person will be higher than that of the second.

Thus, management is undoubtedly a science. It contains a systematic body of knowledge in the form of general principles which enjoy universal applicability.

 Essential

features of profession:

Well defined body of knowledge Formal education and training

Minimum qualification
Representative body Service above self Ethical code of conduct

Management has well defined body of knowledge, tools and techniques, research & consultancy Acquiring management education formal training is possible through

No representative body unlike for doctors, lawyers, etc No universal code of conduct.

No regulatory body and code of conduct leads to neglecting of service motto. Not a recognized profession ,but moving in that direction . Some initiatives are: separation of ownership from management, state regulation of business activities, proliferation of management institutions, etc.

Controversy over the meaning of the terms Management and Administration. Three schools of Thought- administration is broader than management, administration is part of management, management and administration are identical. American School of thought: Administrators think, managers act; administration is a top level activity, management is a lower level function. Proponents-Ordway Tead, Oliver Sheldon, W.Spriegel.

English School of thought: Management is rule making and rule enforcing body, Administration is just an implementing agency. ProponentsE.F.L.Brech, Henry Fayol, Kimball and Kimball.

Newman, Harold Koontz, McFarland , Ernst Dale maintain that management and

administration are identical.

Management roles refers to specific categories of managerial behavior. Mintzberg identifies ten management roles grouped under three major heads namely

interpersonal roles( roles that involve people and other duties that are ceremonial and symbolic in nature), informational roles( roles that involve receiving , collecting and disseminating information) decisional roles( roles that revolve around making choices).

Interpersonal roles include: Figure head,

Leader, Liaison

Informational Decisional Disturbance Negotiator

roles

include:

Monitor,

Disseminator, Spokesperson

roles

include

Entrepreneur,

handler, Resource allocator,

38

According to Robert Katz, the following skills are

required for managers job:

Technical skills( knowledge and proficiency in a specialized field),

Human skills( ability to work well with other people

individually and in a group), Conceptual skills( ability to think and to conceptualize about abstract and complex situations).

39