Chapter I Introduction To Management
Chapter I Introduction To Management
INTRODUCTION TO
MANAGEMENT
Course Content
Management Concepts
Meaning and functions
Types of managers
Managerial roles and skills
Organization and management
Changing perspectives of organization
What is MANAGEMENT ?
CONCEPT OF MANAGEMENT
Management is to manage human and other resources
tactfully for the achievement of organization goals.
It is an exercise of harmonizing men, money, machines,
materials, and methods towards fulfilling a defined
objectives.
Whenever and wherever people worked together in
groups- to grow crops, to fight wars, to build buildings,
buy and sell etc – there was a management
Management is getting things done through others
Management involves coordinating and overseeing the
work activities of others so that their activities are
completed efficiently and effectively.
DEFINITION OF MANAGEMENT
Top Level
Management
Middle Level
Management
Manager
Conceptual Skill
Human Skill
Technical Skill
Newly added i.e. (2 skills added)
Diagnostic skill
Political management skill
MANAGERIAL SKILLS
Conceptual Skill: This is the skill of top level managers which
is essential for making plan, policies, procedures and programs
to attain the organizational mission. Conceptual skills are
required to analyze and understand complexities of the
organization.
Human Skill: Human skills refers to the ability of managers to
communicate with people, involve people at work, satisfy
people with the proper reward system, understand problems of
people working in organization and allocate roles and
responsibility.
Technical Skill: Technical skills refers to the ability and
knowledge in using the equipments, techniques and procedures
in performing specific tasks or a specialized field.
SKILLS NEEDED AT DIFFERENT MANAGEMENT
LEVELS
ROLE OF A MANAGER/MANAGERIAL ROLE
Interpersonal Roles
• Figurehead
• Leader
• Liaison
Informational Roles
• Monitor
• Disseminator
• Spokesperson
Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
ROLE OF A MANAGER/MANAGERIAL ROLE
A. Interpersonal Roles: The interpersonal roles are roles in
which managers develop and maintain relationship. Interpersonal
roles consist of :
Figurehead: Managers being the head of a unit of an
organization represent their organization in ceremonial and
symbolic activities as a figurehead.
Leader: A manager has to act as a leader in the organization. He/
she has to select and train employees, co-ordinate different
departments, rewards the best performance and motivate and
encourage employees.
Liaison: This role involves activities related to maintaining
contacts with outside organizations and with community. It is the
public relation roles of manager. The role involves co-ordination
of activities.
ROLE OF A MANAGER/MANAGERIAL ROLE
B. Informational Role: This role involves information
management. Information role consist of
Monitoring Role: This role deals with information gathering
that is of value to organization, environmental scanning is done
for monitoring purpose. Managers will try to monitor, assess
and collect the required information to make planning and
direction.
Disseminator: This role involves transmitting necessary
information, communicating information to organizational
members. It can be written or oral, formal or informal.
Spokesperson: This role involves transmission of information
outside the organization, managers act as spokesperson of the
organization.
ROLE OF A MANAGER/MANAGERIAL ROLE
C. Decisional Roles: These roles involves decision making
to solve problem, they are,
Entrepreneur Roles: This role involves initiating new
ideas to improve organizational performance.
Disturbance Handler: This involves taking corrective
action to cope with adverse situation like strike, natural
disaster etc, managers respond to crisis situation.
Resource Allocators: This role involves allocating human,
physical and monetary resources to meet organization’s
needs.
Negotiator Role: This role involves negotiating with trade
unions or any other stakeholders.
CHANGING PERSPECTIVE OF MANAGEMENT
Every organization establishes, exits and performs its function
within the changing environment. They have to modify their
existing business lines and also need to search for new lines of
business on the basis of social demand, expectation and
opportunities created by the environment. The following are
the changing perspective on present organizations :-
1. Mechanistic Perspective 7. Workforce Diversity
2. Organic Perspective 8. Technological change
3. System Perspective 9. Knowledge Intensity
4. Cultural Perspective 10. Corporate Social Responsibility
5. Learning Perspective 11. Address to consumer Mindset
6. Global Perspective 12. Product Design, Quality & Service
CHANGING PERSPECTIVE OF MANAGEMENT
1. Mechanistic Perspective: This is the traditional perspective on
organization, as per this, organization is viewed as a machine.
Activities are routinized through fixed working hours,
production schedule, planning and control. There is a formal
hierarchy of authority, who operates in a predictable and stable
environment. The limitation of this perspective is its lack
environmental adaptability. It does not motivate workers, strict
controls lead to unsatisfied workers. It discourages creativity
and initiative. Human potential and capabilities are not
properly utilized.
2. Organic Perspective: This is the modern perspective on
organization. organization is viewed as an adaptive social –
psychological system, human interaction at work are regarded
important. organization is flexible to changing moods of
situation and the prime goal is organizational effectiveness.
CHANGING PERSPECTIVE OF MANAGEMENT
3.System Perspective: The system perspective views
organizations the collection of parts united by prescribed
interaction and designed for accomplishing specific goals or
general purposes. This system views that all the components of
an organization are interrelated and that changing one variable
might impact many others. Organization are viewed as open
system continually interacting with their environment.
4. Cultural Perspective: This perspective views organization as
cultural system shared values, norms of behavior, beliefs,
customs and symbols guide employee behavior. Culture helps
to understand what the organization stands for, what it
considers important and how it functions, it defines what is
acceptable and what is unacceptable in the organization.
CHANGING PERSPECTIVE OF MANAGEMENT
5. Learning Perspective
This perspective views organization as a learning system,
modern organizations are knowledge based. Knowledge is
their power base. They share ideas and experiences in such
organization people at all levels, individual or collectively are
continually increasing their capacity to produce results they
care about
6. Global Perspective
This perspective views organization as borderless, it operates
in many countries of the world. Organization use
standardized technology in their operation and compete
globally. Organization prepare strategic plans, they adapt their
plans to local conditions of each country for implementation.
MCQ:
1. Which of the following is not a common way of
defining management?
a) As a process
b) As a noun
c) As a philosophy
d) As a discipline
2.Which of the following is not a feature of
management?
e) Goal oriented b. Dynamic function
c. Uni-disciplinary d. Continuous process
MCQ
3. Which is not a major principle of management?
a) Division of work
b) Equity
c) Diversity of command
d) Scalar of Chain
4.Which of the following types of manager is mainly
responsible for quality and quantity of output?
a. Top level managers b. Middle level
c. Lower level d. staff managers
5. Which of the following types of managers are not
assigned a particular type of jobs?
a) Generalist managers
b) Staff managers
c) Functional managers
d) Middle level
6. Which of the following is not informational role of
managers?
a. Monitor roles b. Disseminator roles
c. Spokesperson roles d. Negotiator roles
7. Which of the following is the newly added
managerial skill?
a) Technical skill
b) Human skill
c) Diagnostic skill
d) Conceptual skills
8. Who summarized the function of management as
POSDCORB?
a. Gulick b. Koontz
c. Drucker d. Griffin
9. Which of the following function is related to
establishment of standard and measuring actual
performance?
a) Planning
b) Controlling
c) Directing
d) Staffing
10. What is called the organization which is skilled at
managing knowledge?
a. Knowledge organization b. Learning organization
c. Flexible d. Modern
Ans
1. C
2. C
3. C
4. C
5. A
6. D
7. C
8. A
9. B
10. B
ASSIGNMENTS