PERSPECTIVES OF MANAGEMENT

Course Description

Managers are forced to take on a difficult role in guiding the businesses' achievement to new
heights by the dynamic business environment. This comprehensive introduction course has been
designed to provide insightful knowledge about the responsibilities of modern managers. It
investigates the basic concepts, theories, and principles of management by detailing the historical
evolution of management philosophy.It guides students toward a fundamental grasp of
administrative duties such as planning, organizing, recruiting, motivating, communicating,
controlling, and supervising.It allows the proponents to learn about abilities that would be used
in the business world in real time by focusing on the recent difficulties that organizations have
faced.

An introductory course on the management process from a manager's perspective is called

Perspectives of Management. The course's objective is to help students acquire the information,
talents, and skills needed to successfully manage the business.The major responsibilities of
management are outlined in the course, which also looks at the logic and operation of
organizations.

The perspectives of management discipline in an organizational environment are explained in

this course. It describes the various management tasks, including staffing, planning, organizing,
leading, and managing. The training also places a strong emphasis on identifying important
challenges and developing the strategies and scenarios needed to carry out management
tasks.This course introduces students to interpersonal and managerial aspects ideas and helps
them develop their analytical abilities and subject knowledge. It also assists students in making
meaningful judgments in a variety of contexts.
Perspectives of Managementhas four modules.

Module 1

Management: Science, Theory and Practice

Introduction: Concept, Nature and functions of Management, Levels of Management; An

overview of functional areas of Management; Types of managers, Managerial roles, skills, and
functions; Evolution of Management Theory: Scientific Management approach, Behavioral
approach, Systems approach to Organization, Contingency approach.

Module 2

Planning and Organizing

Types of plans, Steps in planning, Management planning process, planning objectives and
Characteristics, Hierarchies of Planning, the concept and techniques of forecasting, Decision
Making, Management by Objectives (MBO), Organizing – meaning, Nature and purpose,
Principles of Organization, Importance and principles, Departmentalization, Span of Control,
Types of Organizations, Organizational Structure and Design – Line, Staff and functional
authority, Authority and power, Line and staff concepts, Nature of Line and staff relationships,
Decentralization of authority, Delegation of Authority.

Module 3

Staffing & Directing

Staffing:Meaning, Systems approach to staffing, sub functions of Staffing, Importance of

Staffing, Recruitment, Selection, Placement, Induction. Training and Development. Directing –
Nature of Directing function, Principles – Importance of Effective Direction, Communication-
Features, importance, Communication function in organizations, Communication process,
Effective Communication skills for directing, Barriers of communication.

Module 4

Co-ordination & Controlling

Coordination- Need for co-ordination – Types of Co-ordination – Techniques of Coordination –

Cooperation. Supervision – Position of a supervisor – Qualities of a good– Essential
requirements of effective supervision, Management Control, process of Management control,
Controlling – Concept, Nature, and Importance – Essentials of Control – Requirements of an
Effective Control System – Behavioral Implications of Control – Techniques of Managerial
control.
MODULE 1

Management: Science, Theory and Practice

Every company' main operation is management, and several theories attempt to explain how
these processes might be used to the organization's profit. We may draw the conclusion that
management views give an overview of the principles, abilities, obstacles, and other elements
that managers today must contend with.Regardless of status, all prospective new workers benefit
from learning management concepts, roles, and duties. You may now gain a thorough knowledge
of management's fundamental principles and theories while investigating the manager's
operational function in all sorts of businesses. Learn about the manager's roles and
responsibilities in the workplace.

By the completion of this module, the students will be able to describe the idea of management,
as well as identify distinct managerial responsibilities, abilities, and functional domains of
managers. They will also be able to trace the development of management theory.

Unit 1.1 Introduction to Management: Concept, Nature and functions of Management,

Levels of Management

Unit 1.2 An overview of functional areas of Management; Types of managers, Managerial

roles, skills, and functions

Unit 1.3 Evolution of Management Theory: Scientific Management approach, Behavioral

approach, Systems approach to Organization, Contingency approach
Table of Contents

Management: Science, Theory and Practice

Unit 1.1 Introduction to Management

Aim

Instructional Objectives

Learning Outcomes

1.1.1 Introduction to management

Self-Assessment Questions…………………………………………………………

1.1.2 Process of Management

Self-Assessment Questions…………………………………………………………

1.1.3 Features, and functions of Management

Self-Assessment Questions…………………………………………………………...

1.1.4 Importance and levels of management

Self-Assessment Questions…………………………………………………………

1.1.5 Management: Art or Science?

Self-Assessment Questions…………………………………………………………

Summary……………………………………………………………………………………

Terminal Questions………………………………………………………………………

Activity Question………………………………………………………………………

Answer Keys………………………………………………………………………

Bibliography……………………………………………………………………

e-References………………………………………………………………………………
Aim

To assist students, understand the concept, features, and purposes of management.

Instructional Objectives

This unit intends to:

 Demonstrate the concept and nature of management

 Elaborate the functions of management.
 Describe the level of management.

Learning Outcomes

At the conclusion of the chapter, the student is required to

 Summarize the concept of management.

 State the functions of management.
 Interpret management is an art, science, or profession.
1.1.1 INTRODUCTION TO MANAGEMENT:

The process of management involves successfully and efficiently managing, directing, and
regulating an organization's personnel, technical, economic, and information resources in order
to accomplish its goals.

Every business requires future planning to be successful, and the person in authority must make
decisions and accept responsibility for the consequences of those decisions, both favorable and
unfavorable.

DEFINITIONS OF MANAGEMENT:

 According to F.W. Taylor, “Management is the art of knowing what you want to do
and then seeing that it is done in the best and cheapest way”

 According to Henry Fayol (1916), “Management is to manage is to forecast and

plan, to organize, to command, to coordinate and control.”

 According to Koontz, “Management is the art of getting things done through and
with people in formally organized groups”

 According to Lawrence, “Management is the accomplishment of results through the

efforts of other people”

 According to Mary Parker, “Management is the art of getting things done through
and with people”

Self-Assessment Questions

Fill in the blanks

1. Management is the accomplishment of results through the efforts of ………………………….

2. Every business requires ……………………………………………………… to be successful.

3. Management is to manage is to forecast and plan, to organize, to command, to coordinate and

control.(True/False)

4. Management is the art of getting things done through and with people in formally organized
groups. (True/False)

1.1.2PROCESS OF MANAGEMENT:
The process covers the activities done by management within the organization.

Planning: Planning entails thinking ahead of time. Planning is concerned with establishing
goals, objectives, and targets as well as describing a system for achieving them at various levels
within the company.

Organizing: The arranging of resources in the organization to perform various tasks.

Staffing:The placement of the right individual at the correct position or task.

Directing:It involves the manager'sdirection,advice, and inspiration to their workforce, as well

as the manager's adoption of their leadership roles.

Controlling:Control is concerned with measuring and limiting thegap between planned and
actual performance, as well as monitoring performance and implementing corrective actions as
needed. Thus, management is a complicated, interconnected, and continuing process.

Self-Assessment Questions

Fill in the blanks

5. Management is a complicated, interconnected, and …………………………………. process.

6. The placement of the ……………………………………………. at the correct position or

task.

7. Planning is concerned with establishing goals, objectives, and targets as well as describing a
system for achieving them at various levels within the company.(True/False)

8. Control is concerned with measuring and limiting the gap between planned and actual
performance, as well as monitoring performance and implementing corrective actions as needed.
(True/False)

1.1.3FEATURES OF MANAGEMENT

 Management is a purposeful activity:Management is concerned with the

accomplishment of an organization's goals. These goals are met through performing
the responsibilities of planning, organizing, staffing, leading, managing, and decision-
making. The organization's goals are clearly defined and communicated to all
employees.
 Management is Multidisciplinary in nature:Management is concerned with human
behavior in changing environments. Management knowledge and skills are drawn
from a variety of fields like sociology, psychology, engineering, economics,
anthropology, mathematics, and so on. As a result, management is referred to as a
multidisciplinary in nature.

 Management is an ongoing process:Management's five functions, planning,

organizing, staffing, leading, and controlling, operate as a process. This function is
repeated indefinitely and never ends. It is a continuous process of planning actions
and executing plans by the other departments.

 Management is a dynamic function: The environment in which a firm operates is

constantly changing. To be effective, management must adapt its goals, strategies,
and policies to the changing demands of its environment. For example, in order to
compete with foreign automobile firms, Maruti Suzuki introduced several unique and
innovative improvements to its vehicles.

 Management is interested in group initiatives: Every work completed by

management will be fulfilled through group efforts. Management is an essential
component of every action. It includes the utilization of collaborative efforts to
achieve clearly defined goals or objectives. It is unable to exist apart from the group
or organization it leads.

 Management balances both effectiveness and efficiency:Effectiveness is defined as

meeting goals and objectives on schedule. The best or most efficient use of resources
is referred to as efficiency. Management is continually trying to find a balance
between the two and accomplish the task properly. An organization cannot function
only on its effectiveness or efficiency; both must be balanced.
 Functions of Management

Self-Assessment Questions

Fill in the blanks

9. Management is …………………………………………………. in nature

10. All actions and resources are coordinated by ………………………………………

11. Planning, Organizing, Staffing, Directing, Coordinating, Reporting, directing(POSDCORB)

was given byLuther Gullick (True/False)

12.Henry Fayol has given these functions of managementi.e., Planning, Organizing,

Commanding, Coordinating, Controlling (True/False)

1.1.4IMPORTANCE OF MANAGEMENT

 Effective Resource Utilization:

Management makes efficient use of all physical and human resources. This contributes to
managerial effectiveness.Management maximizes the usage of finite resources by picking the
best feasible alternate use in industry from a variety of options. It employs specialists and
professionals, and these services result in the application of their talents, knowledge, and proper
usage, as well as the avoidance of waste. When personnel and machinery are operating at full
capacity, no resources are underutilized.
  Economic Well-being:

Increased efficiency in management activities leads to increased productivity, which improves

people's well-being. It lowers waste and thereby boosts profitability and effectiveness. All of this
contributes to an organization's growth and expansion. It makes sure that the organization has
continuity.

 Cost Reductions:

Management contributes in the optimum use of resources. It achieves maximum benefits with
minimal effort through careful preparation. Cost reduction is facilitated by effective resource
planning and coordination.

 Maintains Healthy Industrial Relations:

Management reduces industrial conflicts and contributes to the establishment of healthy

industrial relations in an enterprise. Industrial peace is a necessity for growing production. In
order to do this, managers need to balance employee expectations with organizational needs in a
way that is both fair and effective. They take immediate action if employees voice unhappiness
with corporate rules, techniques, processes, and respect systems.

 Good Leadership and Encouragement:

Without management, an organization would operate in an unorganized and unpredictable

manner. Employees feel safe when they see a group of people working around the clock to
ensure the organization's continuing success. Group efforts are more successful when properly
managed. It helps people to work together to achieve goals in a coordinated manner.
Management also fosters collaboration and encourages people to work harder and more
efficiently by giving the required direction, counselling, and effective leadership.

LEVEL OF MANAGEMENT

Managers come in a variety of forms. But dividing them into three managerial levels is
helpful.Management is divided into three levels:

1. Top-Level Management
2. Middle-Level Management
3. Low-level Management

The administrative level represents upper or top management.Top-level, or administrative,

managers are in charge of setting the overall course of a business. Although top-level
managers have the greatest degree of accountability, power, and control inside an
organization, they frequently accept advice or pay attention to complaints from other
workers. Top-level managers' main responsibilities include creating business plans, setting
objectives, and maintaining communication with other businesses.
First-line managers and other employees are under the direction of middle-level managers,
also known as executory managers, who carry out top-level management's plans. Middle
level managers are responsible for running a firm's divisions and making sure their staff
members are aware of the overall objectives of each division. Typical responsibilities include
carrying out top-level planning, providing advice to first-line managers, and completing
group performance reviews.

Lower and intermediate management make up operational level. The positions of supervisor
and foreman fall under lower-level management. Depending on the organization's size, the
level of management will vary.First-line managers, also known as supervisory managers,
report to mid-level managers and support the company's smallest divisions, such as sections
within a branch or specialized groups of workers. To effectively lead their teams and
contribute to the expansion of the organization, these managers understand instructions from
mid-level managers. Employee complaints are also discussed by first-line managers with
mid-level management, who may then bring them up with top-level management. Many first-
line managers are responsible for tasks including task delegation, maintaining the standard of
the output, and overseeing daily operations.

Fig.1.1.4. Levels of Management

Self-Assessment Questions

Fill in the blanks

13. Management is divided into …………………………………… levels

14. ………………………...managers have the greatest degree of accountability, power, and

control inside an organization.

15. Management makes sure that the organization has continuity.(True/False)

16.Depending on the organization's size, the level of management will vary. (True/False)

1.1.5MANAGEMENT: ART OR SCIENCE?

Management incorporates both science and art. Because it uses methods and data to gather
knowledge, evaluates and measures that knowledge, and makes decisions through experiments, it
can be said to be science. The body of knowledge is organized. Applying knowledge to address a
range of issues is what is meant by art. Since ownership and management are separated in
modern society, professionals are hired.

Because management shares some traits with art, science, and professions, it is viewed as having
all three. Art is an individual skill. It is a product of nature. It does not have anything at all. With
the use of abilities, art produces the intended effects. One of the most creative arts is
management. It necessitates extensive knowledge.

Management is an art because:

1] It is imaginative.

2] It requires the utilization of talent.

3] It requires applying technological expertise.

4] It is focused on achieving results.

Management is a profession because: -

Professionals such as doctors, lawyers, architects, chartered accountants, cost accountants, and
others engage in professions as their line of work. It requires both application and expertise.
Modern concepts of management are distinct from traditional ones.

Management as a Science: -

A structured collection of knowledge that is built on accepted universal principles is known as

science. The first person to regard management as a science was F. W. Taylor. There are two
areas of science.
1. Physical science.

2. Social science.

Due of its focus on people, management is considered a social science.

Self-Assessment Questions

Fill in the blanks

17. The first person to regard management as a science was ………………………………….

18. A structured collection of knowledge that is built on accepted universal principles is known
as …………………………………………

19.Modern concepts of management are distinct from traditional ones(True/False)

20. Management is an art because it is imaginative.(True/False)

SUMMARY

 The term "management" is used to describe the unique body of knowledge and practices
that people can acquire through training and expertise.
 Management is a separate field or subject of study.
 Management is the art of leading and motivating people, to put it simply. The art of
management is recognizing what you want to achieve and then ensuring that it is done in
the best and most cost-effective way possible.
 Management functions include planning, organizing, staffing, leading, communicating,
and controlling. Management is seen as a profession, a science, and an art form.
 Management incorporates both science and art. Because it uses methods and data to
gather knowledge, evaluates and measures that knowledge, and makes decisions through
experiments, it can be said to be science. The body of knowledge is organized. Applying
knowledge to address a range of issues is what is meant by art.
 Management shares some traits with art, science, and professions, it is viewed as having
all three.

Terminal Questions

1. Bring out the scope of management.

2. Discuss the functions of Management.
3. Explain different levels of management.
4. Describe the importance of management.
5. Management is a science or an art. Explain.
Activity Question:

Management as both a science and an art. Comment.

ANSWERS KEY

Self-assessment Questions

Questions Answer

1 Other people

2 Future planning

3 True

4 True

5 Continuing

6 Right individual

7 True

8 True

9 Multidisciplinary

10 Management

11 True

12 True

13 Three

14 Top-level

15 True

16 True

17 F. W. Taylor

18 Science

19 True
 20 True

Bibliography

1) Koontz, H., Weihrich, H., &Aryasri, R. (2004). Principles of Management (1st ed.). Tata
McGraw-Hill Education.
2) Prasad, L.M. (2019). Principles and Practice of Management(10th ed.). Sultan Chand &
Sons.
3) Tripathi, P.C., & Reddy, P.N. (2017). Principles of Management (6th ed.). McGraw-Hill
Education.

e-References

1) Principles of Management and OrganisationalBehaviour (1st ed.). Retrieved from

https://www.wisdomjobs.com/e-university/principles-of-management-and-organisational-
behaviour-tutorial-366/evolution-of-management-thought-12679.html

2) Functions of Management (1st ed.). Retrieved

fromhttps://www.managementstudyhq.com/functions-of-management.html

3) Openstax, Principles of Management. Retrieved

fromhttps://openstax.org/books/principles-management/pages/13-1-the-nature-of-
leadership

4) In Openstax, Principles of Management.Retrieved from

https://openstax.org/books/principles-management/pages/10-1-organizational-structures-
and-design