Management – art of getting things done through Functions of management

people
1. Idea in work, is in relation with trends
4 views of management - planning, leading, organizing, motivating,
controlling
1. Process – we take systematic measures/steps
2. planning directing marketing
to get things done
organizing coordinating recording
2. Discipline – field of study having well-
staffing communicating budgeting
defined concepts and principles
innovating forecasting
3. Human activity – different people have
3. Briech (functions of management)
different ways of managing organizations or
4. Henry Frederick Taylor (father of scientific
firms or activities
management)
4. Career – management is now focused on
- Scientific approach in doing things
specialization
5. Henry Gat
Characteristics of Management - Emphasized importance of time & cost
6. Mary Parker follet
1. Managements is a continuous process of - Emphasized importance &values of human
using resources to the best way relations in management and organizations
2. It is an art and science
3. Aims at achieving pre-determined goals Basic functions of management
4. Factor of production
 Marketing
5. Decision-making – selecting the best course
 Finance
of action
6. Has universal application  Operation
7. It is needed at all levels (production, Functional areas of management
planning, directing, controlling, not just the
head of the business SME – small and medium enterprise
8. Aims at maximum profit MSME – micro-small & medium enterprise
9. Dynamic
10. Career 3 domains of learning
11. Profession – virtues, values, social skill
1. Cognitive
12. Discipline
2. Affective domain
Principles of management 3. Psychomotor
1. Multi-disciplinary – draws different Skills needed by a manager
concepts & integrates them to present
1. Conceptual skill
concepts
2. Dynamic nature of principles – cause and - Very important for top level management
effect - Used to think and conceptualize
3. Relative – not absolute 2. Human skills
Ability to work well w/ other people
Both individual & grp
3. Technical skills
- Job-specific knowledge
- Lower-level management (mostly)
 Some of the changes Identified roles of a manager
- Digitization – changing technology 1. Interpersonal roles
- Increasing emphasis on organizational & 2. Informational roles
managerial ethics 3. Decision roles
- Innovation
- Increasing competition
- Globalization 1. Figure head roles
- Increased security threat - Leader role
- Liason roles
Human relations approach – human factors
o Link between organizations from
outside
2. Monitoring role
Modern management Approaches - Collect facts/information about activities
- Behavioral approach - Disseminator of roles/spokesperson
- Abraham Maslow (Maslow’s hierarchy of 3. Negotiator
needs) - Disturbance handler

Contingency approach Frederick Taylor – focused on scientific

management
- Principle’s application depends on the
condition 1. Planning – entrusted to the specialist
Doing – entrusted to the people w/ the
Criteria of an organization right skills
2. Functional formanship
1. Efficient
2. Continuity
Decision-making – main role of manager Henry Fayol – emphasized administrative
management:
Steps
1. Identify the problem - Planning - leading
2. Analyze the environment - Commanding - organizing
3. Specify the objective - Controlling
4. Develop alternatives Henry Fayol’s Principles of management:
5. Analyze & compose alternatives
6. Select the best alternative  Division of work – Work should be divided
7. Implement the chosen alternative among individuals and groups to ensure that effort
and attention are focused on special portions of the
8. Monitor the result & the desired result is
task.
achieved
 Authority – the right to give orders and the power
Approaches to exact obedience.
 Discipline – A successful organization requires
1. Qualitative – judgement the common effort of workers. Penalties should be
2. Quantitative – data/facts applied judiciously to encourage this common
effort.
K – Knowledge (cognitive domain)  Unity of command – Workers should receive
orders from only one manager.
S – skills
A – attitude (affective domain)
 Unity of direction – entire organization should S – strength S – specific
be moving towards a common objective in a
common direction W – weaknesses M – measurable
 Centralization/decentralization – centralization O – opportunities A – attainable
as lowering the importance of the subordinate role.
Decentralization is increasing the importance. T - threat R – realistic
 Remuneration – many variables, such as cost of
living, supply of qualified personnel, general T – time bounded
business conditions, and success of the business,
should be considered in determining a worker’s rate
of pay.
 Chain of authority (scalar chain) – Managers
in hierarchies are part of a chain like authority
scale. Each manager, from the first line supervisor
to the president, possess certain amounts of
authority. The President possesses the most
authority; the first line supervisor the least. Lower
level managers should always keep upper level
managers informed of their work activities
 Equity – all employees should be treated as
equally as possible.
 Order – For the sake of efficiency and
coordination, all materials and people related to a
specific kind of work should be treated as equally
as possible.
 Stability of tenure personnel (security of
tenure (permanent job))
 Initiative – Management should take steps to
encourage worker initiative, which is defined as
new or additional work activity undertaken through
self-direction.
 Espirit De corps - Management should
encourage harmony and general good feelings
among employees.

Administration – above management

Some administration = management
Levels of management
Top – CEO, chairman, BOD
- Creation of policies, objectives & plans
Middle & lower – management
- Policies execution
Administration – conceptual, broad
Management – operational, narrow