METHODS OF ASSESSMENT

Attendance
05
Quizzes, Case Study, etc 15
Seminar & exam
20
Final exam
60
Total
100

Reference Books:
1. Essentials of Management
Harold Koontz & Heinz Weihrich

2. Management
Heinz

Weihrich,

Mark

Cannice,

Finch

Stoner,

Harold Koontz

3. Management

ByJames

Arthur

Freeman R, Jr Gilbert Daniel R

By the end of today's session you will understand

1) Why learn Management, What is Management?

2)Meaning, definition, objectives and importance of
Management
3) Nature of Management
4)Functions of Management
5) Who are managers?
6) Role of Managers, Managerial skills

Why study this subject?

1)To understand the process of business
management and its functions, and
2) To familiarize the students with current
management practices. .
3) To understand the importance of ethics in
business, and
4) To acquire knowledge and capability to
develop ethical practices for effective
management.

Chapter

Introduction to
Management

Why Study
Management?

Need for Management?

Who Are Managers?

Manager
Someone who coordinates and oversees the work of

other people so that organizational goals can be

accomplished.

Definition of Management:
Management is the process of designing
and maintaining an environment in which
individuals, working together in groups,
efficiently accomplish selected aims.

What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some

specific purpose (that individuals independently could

not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

Managerial Concerns:
Efficiency
Doing

things right

Getting the most output for the

least inputs

Effectiveness
Doing

the right things

Attaining organizational goals

Efficiency and Effectiveness in

Management
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Low Waste

Goal
Attainment
High Attainment

Management Strives For:

Low resource waste (high efficiency)
High goal attainment (high effectiveness)

Managers have to cope with diverse and farreaching challenges

1. To keep pace with ever-advancing technology
2. To find ways to incorporate the Internet and ebusiness into their strategies and business model
3. Strive to remain competitive in a dynamic and
far reaching world

113

Managerial Levels
Top Line
Managers

Middle Line Managers

First Line Managers

Non Managerial Employees

Levels of Management

Top Level Management

Middle Level Management

First-Line
Management

CEO
COO
CIO
General Mgr
Plant Mgr
Regional Mgr

Office Manager
Shift Supervisor
Department Manager
Team Leader

Top Managers
Responsible
Responsible for
for
Creating
Creating aa context
context for
for change
change
Developing
Developing attitudes
attitudes of
of commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action
Monitoring
Monitoring their
their business
business environments
environments

Middle Managers

Responsible
Responsible for
for
Setting
Setting objectives
objectives consistent
consistent with
with top
top
management
management goals,
goals, planning
planning strategies
strategies
Coordinating
Coordinating and
and linking
linking groups,
groups,
departments,
departments, and
and divisions
divisions
Monitoring
Monitoring and
and managing
managing the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them
Implementing
Implementing the
the changes
changes or
or strategies
strategies
generated
generated by
by top
top managers
managers

First-Line Managers

Responsible
Responsible for
for
Managing
Managing the
the performance
performance of
of
entry-level
entry-level employees
employees
Teaching
Teaching entry-level
entry-level employees
employees
how
how to
to do
do their
their jobs
jobs
Making
Making schedules
schedules and
and operating
operating plans
plans based
based on
on
middle
middle managements
managementsintermediate-range
intermediate-range plans
plans

Management Levels and Functional Areas

Types of Managers
General Managers
Supervise the activities of several departments.

Functional Managers
Supervise the activities of related tasks.
Common functional areas:

Marketing
Operations/production
Finance/accounting
Human resources/personnel management

Project Managers
Coordinate employees across several functional departments

to accomplish a specific task.

What Do Managers Do?

Functional Approach
Planning
Defining

goals, establishing strategies to

achieve goals, developing plans to integrate
and coordinate activities.

Organizing
Arranging

and structuring work to accomplish

organizational goals.

Leading
Working

with and through people to

accomplish goals.

Controlling
Monitoring,

comparing, and correcting work.

Resources

Human
Financial
Raw Materials
Technological

Planning
Select goals and
ways to attain
them

Organizing
Assign responsibility
for task
accomplishment

Information

Performance

Attain goals
Products
Services
Efficiency
Effectivenes
s

Controlling
Monitor activities &
make corrections

Leading
Use influence to
motivate employees

What Do Managers Do? (contd)

Skills Approach
Technical skills
Knowledge

and proficiency in a specific field

Human skills
The

ability to work well with other people

Conceptual skills
The

ability to think and conceptualize about

abstract and complex situations concerning
the organization

Skills @ Different Management

Levels

Managerial Roles Approach (Mintzberg)

Managers play various roles as necessary while performing their

management functions so as to achieve organizational objectives.

What Companies Look for in

Managers
Technical
Interpersonal
Conceptual
Diagnostic
Communication
Decision-Making
Time-Management

New Workplace Issues and

Challenges Technology and Speed
Networking and
Boundaryless
Relationships

Globalization
and Diversity

Knowledge,
Learning,
Quality, and
Continuous
Improvement

Ethics and
Social
Responsibility

Participative
Management,
Empowerment,
and Teams

Knowledge
Management
Change, Creativity, Innovation,
and Entrepreneurship

14 PRINCIPLES OF
MANAGEMENT

2. Authority &
3.
ofof
5.
Equity
7.
Discipline
4. Unity
of Direction
Responsibility
1.
Division
6.Unity
Order

Command
Labor

10. Stability of
Tenure
11.
Scalar
Chain
13.
Espirit
De
12.
Sub-Ordination
of
8.
Initiative
9.
Remuneration
14.
Centralization
Individual Interest to
Corps
common goal