Unit 1, Managementd

7/28/2019 Unit 1, Managementd

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Chapter

Nature ofManagement

1


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MEANING OF MANAGEMENT:

Traditional viewpoint:

Management is the art of getting things done through others. This point has

been criticised on the following grounds:

1) It fails to reveal the function of a manager and skills used for getting

things done.

2) Treat people as tools & does not consider their feelings, emotions and

needs.

3) It is of manipulative character

Modern viewpoint:

Management is the force that unifies human as well as non-human

resources in the service of organizational goals. It is a process of

getting results with and through people.


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Management is concerned with ideas, things and people.

Ideas provide the basic inputs and inspiration in themanagement process.

Things refers to mobilisation, allocation and deployment ofmaterials, machinery, technology and other facilities to convertideas into results and performance.

People refers to procurement, development, maintenance andintegration of human beings working in the organisation.

Management is the effective utilisation of human &material resources to achieve the enterprise objectives.


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CONCEPT OF MANAGEMENT

Management Defined

Prof Haimann has interpreted the term management in three distinct aspects:

a) Management as a field of study or a subject.

b) Management as a team or class of people or a noun.

c) Management as a process.

According to George R. Terry, Management is a distinct process . . . performed todetermine and accomplish stated objectives by the use of human beings and other

resources.

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Management As A Noun

In popular usage, management refers to a group of people who directthe activities of other people and material resources towards the

attainment of predetermined goals.

Management as a ProcessManagement as a process refers to a series of inter-related functions,

such as planning, organising, staffing, leading and controlling. It consists

of social process, integrating process, continuous process.


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Management as a Group/Team

The term management is used to denote the persons who manage theaffairs of an organisation. Thus, as a group of persons, management

includes all those who are responsible for making decisions and

supervising the work of others.

Management as a Discipline

As a discipline, management is a specialised branch of knowledge

which involves the study of certain principles and practices.

Management as an Activity

Management refers to a separate class of activities which areperformed by managers. Managerial activity consists of planning,

organising, staffing, directing and controlling. It consists of

Informational, decisional, Interpersonal activities.


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CONCEPT OF MANAGEMENT

Managerial Concerns

Efficiency

Doing things right

Getting the most output forthe least inputs

Effectiveness

Doing the right things

Attaining organizational

goals


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CONCEPT OF MANAGEMENTEffectiveness and Efficiency in Management

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Characteristics of Management

The various interpretations of management emphasise three things: (i)

management is a process and involves a series of continuing and related

activities, (ii) it tries to concentrate on reaching organisational goals, (iii) and itreaches these goals by working with and through other people and other

organisational resources.

The important features which reveal the nature of management may be stated

thus:

Management is intangible

Management is goal-oriented

Management is universal process

Management is a social process

Management is a group activity

Management is both science and art

Management is a continous process

Management is multidisciplinaryCont


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Importance of Management

The importance of management can be understood from the following points:

Optimum use of resources

Effective leadership and motivation

Establishes sound industrial relations

Achievement of goals

Change and growth

Improves standard of living


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Management Vs. Administration There are three points of view:

1. Administration is above Management- Americanspoint of view

2. Administration is a part of Management-Britishschool of thought

3. Administration and Management are one andsame.

So, to resolve the conflict between both the terms,management has been classified into:

Administrative Management Operative Management


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Distinction between Administration and Management

Point of distinction Administration Management

Nature Thinking function (what is to

be done and when).

Doing function (who should

do it and how).

Scope Determines broad objectives

and policies.

Implements plans and

achieves goals through

people.

Level Top level function. Middle and lower level

function.

Skills needed Conceptual and human

skills.

Technical and human skills.

Usage Mostly in government,

military, educational, social

and cultural organisations.

Mostly in business

organisations.


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Management as an ART

Art involves systematic application of theoretical

knowledge and personal skills to achieve desiredresults. Art represents the how of human behaviourbecause it is the knowhow to accomplish concretepractical results.

Management is an art because of followingreasons:

- Involves knowledge and skills

- Achieve practical results

- It is creative- Personalised process

- Requires judgement and skills


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Management as a Science

Science is an organised or systematised body ofknowledge as it establishes cause and effectrelationship between different variables and containsconcepts, principles and theories. It represents whyof human behaviour.

FEATURES OF SCIENCE:

- Systematized body ofknowledge

- Observations and experiments- Universal validity


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Levels of Management

Top management

Middle management

Supervisory management


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Henry Mintzberg Managerial Roles

Managers fill many roles as they carry out the management functions. These

roles can be grouped into three categories: Interpersonal roles

Figurehead

Liaison

Leader

Informational roles Monitor

Disseminator

Spokesman

Decisional roles

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator


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Managerial Roles

Interpersonal Roles- involve interaction with people.

- Figurehead: managers perform symbolic duties, foreg. Making speeches, welcoming officials visitors,distributing gifts to retiring employees.

- Leader: Manager Motivates, inspires, sets anexample for the employees

- Liaison: Maintain relationship with outsiders (otherorganisations, governments, industry groups etc.


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Managerial Roles Informational role: involves collection, use of

information for the purpose of communication.

-Monitor: observes, collects and review theinformation about his organisation and external

events.

- Disseminator: transmits information andjudgements about internal and external events.

- Spokesman: speaks for organisation, engages inpublic relations.


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Managerial Roles Decisional Roles: involves taking decisions about

various issues in the organisation.

-Entrepreneur: Initiates changes, authorises action,sets goals, formulates plans.

- Disturbance handler: handles conflicts, complaintsand competitive actions.

- Resource allocator: Approves budget and schedules,

sets priorities and distributes resources.

- Negotiator: bargains with suppliers, dealers, tradeunion, agents etc.


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Functions of Management

Managers are known by the work they do, the functions they perform. According to

the functional approach, in every organisation managers perform certain basicfunctions in order to achieve results. These functions may be broadly classified

into five categories:

planning,

organising,

directing,

staffing and

controlling.


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Coordination and Cooperation

Coordination is the orderly arrangement of group

efforts to provide unity of action in the pursuit of acommon purpose. It is a deliberate effort bymanager.

Cooperation denotes collective efforts of group

members who contributed voluntarily to accomplisha particular objective. It is voluntary attitude ofOrg. members.


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Coordination-the Essence of management

Every function of managementis an exercise incoordination:

1.Planning

2.Organising3.Staffing

4.Directing

5.Controlling

DIRECTING

STAFFING

ORGANISING

CONTROLLING

PLANNING

MANAGEMENT


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Unit 1, Managementd

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