DEFINITION

Mary Parker:

Art of getting things done through people.

George R Terry defines management as a process

consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources.

CHARACTERISTICS OF MANAGEMENT
1. It is a critical element in the economic growth of a country. 2. It is a dynamic, life-giving element in every organization. 3.It is an art of getting things through others. 4.It is the process by which the objectives are achieved. 5.It is a science as well as an art.

MANAGEMENT-A SCIENCE OR AN ART?

Management as a Science
Science is based on why concept. It is under the category of Behavioral Science. It is based on some principles and facts. It has theoretical concepts and application of concepts as well. Its concepts has universal application. Every application has some findings as a resultant.

Management as an art
Art is concerned with how concept. It is an art of getting things from others. It involves application of skills. The art of doing it varies from person to person. It depends on individuals skills, ability, style, applications etc.

Management Functions/ Process

Broad classification of Management functions are: 1. Planning 2. Organizing 3. Staffing 4. Directing 5. Coordinating 6. Controlling

Planning
Planning is the function that determines in advance WHAT

should be done. It is a forward looking or future-oriented function. It is the process of deciding the objectives and charting out the methods to achieve it. It is the process which includes what,when,where,how,by whom etc. It is done at all levels of management i.e, top, middle and lower level.

ORGANIZING
It is a stage when the implementation of the planning done

takes place. It brings together all the resources (6 Ms) and make them function.

DIRECTING

a. b. c.

Directing involves three sub-functions Leadership- It is the process by which a manager guides and influence the work of his subordinates. Communication- It is the process of passing the instructions, information and understanding from one person to another. Motivation- It is the process of creating desire in the minds of the worker and promote them to give their best for the organization and for themselves.

CO-ORDINATING
It is the orderly synchronization or fitting together of the interdependent efforts of the individuals, in order to attain a common goal.

CONTROLLING
Controlling involves three elements 1. Establishing standards of performance. 2. Measuring current performance and comparing it against the established standards. 3. Taking action to correct any performance that does not meet those standards.

ROLES OF A MANAGER
Interpersonal Roles 1.Figurehead- In this role, every manager has to perform some duties of a ceremonial nature, such as greeting the tourist dignitaries, attending the wedding of an employee, taking an important customer to lunch and so on. 2.Leader- As a leader , every manager must motivate and encourage his employees. He must also try to reconcile their individual needs with the goals of the organization. 3. Liaison- Every manager must cultivate contacts outside his vertical chain of command to collect information useful for his organization.

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 INFORMATIONAL ROLES
1.Monitor- As monitor, the manager has to perpetually

scan his environment for information and pass it on to its subordinates. He act as a representatives. 2. Disseminator- the manager passes some of his privileged information directly to his subordinates who would otherwise have no access to it. 3. Spokesman- A manager has to represent his organization before various outside groups, which have some stake in the organization. He advices them, answers them and listen to their queries.

DECISIONAL ROLES
1.Enterpreneur- In this role the manager proactively looks out for innovation to improve his organization. For a constant growth of any organization innovation is very important function of a manager. 2.Disturbance Handler- the manager has to work reactively like a fire fighter. He must seek solution for the various unanticipated problems. 3. Resource Allocator- The manager must divide work and delegate authority among his subordinates.

4. Negotiator- The manager at all levels has to do negotiation b/w employer& employee, b/w employee & employee, b/w customer & employee on various issues.

MANAGERIAL SKILLS
A skill is an individuals ability to translate knowledge into action. Skill is not necessarily inborn. In order to be able to successfully discharge his roles, a manager should possess three major skills. They are 1.Conceptual Skill: It refers to the ability of a manager to take a broad and farsighted view of the organization and its future. It is the ability to conceptualize the environment, the organization, and his own job, so that he can set appropriate goals for his organization, for himself and for his team. 2. Technical Skill: It refers to a persons knowledge and proficiency in any type of process or technique.

3. Human Relation Skill: It is the ability to interact effectively with people at all levels. This skill develops in the manager sufficient ability (a) To recognize the feelings and sentiments of the others; (b) To judge the possible reactions of the people on his course of action; (c) To examine his own concepts and values which may enable him to develop more useful attitude about himself

MANAGEMENT THOUGHTS OR APPROACHES

EARLY CLASSICAL APPROACH Scientific Management: Developed by Frederick Winslow Taylor. He is considered as the Father of Scientific Management. His contribution under Scientific management are: 1. Time and Motion Study 2. Differential Payment 3. Drastic Reorganization of Supervision 4. Scientific Recruitment and Training 5. Intimate Friendly Cooperation between the management and the workers.

Administrative Management: Developed by Henry Fayol. He is considered as Father of Administrative Management theory with focus on the development of broad administrative principles applicable to general and higher managerial levels. Fayol has given 14 principles of management as a general guide to the management process and practice. They are: 1.Division of work 2.Authority and Responsibility 3. Discipline 4.Unity of Command 5.Unity of Direction

6. Subordination of Individual Interest to General Interest 7. Remuneration 8. Centralization 9. Scalar Chain 10. Order 11.Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de Corps

CONTINGENCY APPROACH
According to contingency Approach, management principles and concepts of various schools have no general and universal applicability under all conditions. In other words there is no best way of doing things under all conditions. Methods and techniques which are highly effective in one situation may not work in other situation. Accordingly, the contingency approach suggests that the task of manager is to try to identify which technique will in a particular situation best contribute to the attainment of management goals. Managers therefore, have to develop a sort of situational sensitivity and practical selectivity.

SOCIAL RESPONSIBILITY
Meaning: Acc to Adolf Berle: Managers responsiveness to public consensus. Acc to Keith Davis, the term social responsibility refers to two types of business obligations: (a) The socio-economic obligation: This obligation of every business is to see that the economic consequences of its actions do not adversely affect public welfare. This includes obligations to promote employment opportunities , to maintain competition, to curb inflation etc. (b) The socio-human obligation: This includes obligation of every business is to nurture and develop human values such as morale, cooperation, motivation and self-realisation in work.

SOCIAL RESPONSIBILITIES OF BUSINESS TOWARDS DIFFERENT GROUPS

Towards the Consumer and the Community 1. Production of cheap and better quality goods and services by developing new skills, innovations and techniques. 2. Leveling out seasonal variations in employment and production through accurate forecasts, production scheduling and product diversification. 3. Deciding priorities of production in the countrys interest and conserving natural resources. 4. Honouring contracts and following honest trade practice. 5. Preventing the creation of monopolies.

6. Providing for after sale services 7. Ensuring hygienic disposal of smoke and waste and voluntarily assisting in making the town environment aesthetically satisfying. 8.Supporting education and slum clearance and similar other programmes. 9. Achieving better public relation by giving to the community true and adequate information about its working.

Towards Employees and Workers 1. A fair wage to workers. 2. Just selection, training and promotion. 3. Social security measures and good quality of work life. 4. Good human relations. 5. Freedom, self-respect and self-realization. 6. Increase in productivity and efficiency by recognition of merit, by providing opportunities for creative talent and incentives.

Towards Shareholders and other Businesses 1. Promoting good governance through internal accountability and transparency. 2. Fairness in relation with competitors.

Towards the State 1. Showing an active participation in and direct identification with any political party. 2. To provide safeguard against errant business practices. 3. To compel business to play fair to all the participants in the economy- employees, shareholders, customers etc. 4. To enforce maximum production according to the priority of sectors and production lines laid down by the government. 5. To allocate limited resources according to social priorities and preferences.

6. To enforce distributive justice especially to weaker sections of the society. 7. To implement rural uplift and secured balanced development of the country. 8. To prevent oppression or exploitation of the weaker partners in the business.

PLANNING
DEFINITIONS: Planning is deciding in advance what to do, how to do it, when to do it and who is to do it.- Koontz & ODonnell Planning is deciding in advance what is to be done in futureKoontz Planning is anticipatory decision making.- R.L.Ackoff Planning is a thinking process, an organized foresight, a vision based on fact and experience that is required for intelligent actions.- Alford and Beatty

NATURE/ FEATURES OF PLANNING

1. It is the primary function of management.
2. It is an intellectual or mental process. 3. It is a continuous process. 4. It is flexible in nature. 5. It is goal-oriented. 6. It is an all-pervasive function. 7. It is forward looking.

8. It is based on facts.
9. It involves choice 10. It is essentially decision making

PRINCIPLES OF PLANNING
1.
2. 3. 4. 5.

Principle of contribution to objective. Principle of primacy of planning. Principle of pervasiveness of planning. Principle of flexibility. Principle of limiting factors.

IMPORTANCE OF PLANNING
1.Minimise risk and uncertainty. 2. Focus on organization's goals and objectives. 3. Promotes coordination 4. Facilitates control. 5. It provides a unifying framework. 6. Improves competitive strength. 7. Encourager innovation and creativity 8.Tackling complexities of modern business 9. It provides direction 10. It leads to effective economy 11.It improves morale of employees.

APPROACHES TO PLANNING
1.Top- down approach 2. Bottom-up approach 3. Composite approach 4. Team approach

TYPES OF PLANNING
1. Financial and Non-financial planning
2. Formal and Informal planning 3. Short-range and Long-range planning 4. Standing and Ad hoc planning 5. Administrative and Operational planning 6. Functional and Corporate planning 7. Proactive and Reactive planning

8. Strategic and Operational Planning

Strategies are carried out by these two plans: 1.Single-use plans- Programmes and Budgets 2 Standing plans-Policies, Procedures, Methods and Rules

LIMITATIONS OF PLANNING
1. Costly Process
2. Rigidity 3. Limited scope 4. Influence of external factors 5. Non-availability of data 6. Peoples resistance 7. Time consuming

8. False sense of security

9.

Prevents Innovation

STEPS OR PROCESS OF PLANNING

1. Establishing Objectives
2. Establishing planning premises 3. Deciding the planning period 4. Finding alternative course of action 5. Evaluation of alternative course of action 6. Selecting the best course of action 7. Developing derivative planning

8. Measuring and controlling the progress