Introduction to Management

Dr. Maumita Roy

Introduction
• One of the most important human activities is managing.
• Managing has been essential to ensure the coordination of
individual efforts.
• Task of managers has been rising in importance.
Key Concepts
• Organizations: People working together and coordinating their
actions to achieve specific goals.
• Goal: A desired future condition that the organization seeks to
achieve.
• Management: The process of using organizational resources to
achieve the organization’s goals
Organisational Performance
• Managers use resources effectively and efficiently to satisfy
customers and to achieve goals.
• Efficiency: A measure of how well resources are used to
achieve a goal.
• Effectiveness: A measure of the appropriateness of the goals
chosen (are these the right goals?), and the degree to which
they are achieved.
Concept of Management
The term management is used in three alternative
ways:
• Management as a discipline,
• Management as a group of people, and
• Management as a process.
What is Management
1.Field of Study -Management principles, techniques, functions,
etc-Profession
2.Team or Class of people-Individual who performs managerial
activities or may be a group of persons
3.Process-Managerial activities -planning, organizing, staffing,
directing, controlling.
Definition
• F.W. Taylor -“Art of knowing what you want to do and then
seeing that it is done the best and cheapest way”.
• Henry Fayol –“To Manage is to forecast, to plan, to organise,
to command, to co-ordinate and to control”.
• Peter F.Drucker –”Management is work and as such it has its
own skills, its own tools and its own techniques”.

“Management is the art of getting things done through and

with people”.
Nature of Management
The nature of management can be described as
follows:
• Management as a Science
• Management as an Art
• Management as profession
Features of Management
• Management is goal oriented
• Management is pervasive
• Management is multidimensional
• Management is a continuous process
• Management is a group activity
• Management is a dynamic function
• Management is an intangible force
Scope of Management
• Financial Management
• Marketing Management
• Human Resource Management
• Production Management
• Maintenance Management
• Purchasing Management
• Materials Management
• Office Management
Importance
• Effective Utilisation of Resources
• Increased Efficiency
• Achievement of Group Goals
• Incorporate Innovations and dynamism
• Integrating Various Interest Groups
• Stability and development in the Society
Functions of Management
A Corporate Story
https://www.youtube.com/watch?v=k0Liqj3KFZE
Planning
• Planning means “the determination of what is to be
done, how and where it is to be done, who is to do it,
and how the results are to be evaluated.”
Organising
• Organising refers to the systematic arrangement of
different aspects of the business operations to achieve
the planned objectives.
Staffing
• Staffing involves “man in the organisational structure
through proper and effective selection, appraisal and
development of personnel to fill the roles designed into
the structure.”
Directing
• In directing, managers determine direction, state a clear
vision for employees to follow, and help employees
understand the role they play in attaining goals.
Controlling
• In controlling, managers evaluate how well the
organization is achieving its goals and takes corrective
action to improve performance.
Levels of Management
Levels of Management
Roles of a Manager
• A role is a set of specific tasks a person performs because of
the position they hold.
• Roles are directed inside as well as outside the organization.
• There are 3 broad role categories:
1. Interpersonal
2. Informational
3. Decisional
Interpersonal Roles
• Roles managers assume to coordinate and interact with
employees and provide direction to the organization.
• Figurehead role
• Leader role
• Liaison role
Informational Roles
• Associated with the tasks needed to obtain and transmit
information for management of the organization.
• Monitor role
• Disseminator role
• Spokesperson role
Decisional Roles
• Associated with the methods managers use to plan
strategy and utilize resources to achieve goals.
• Entrepreneur role
• Disturbance handler role
• Resource allocator role
• Negotiator role.
Case Study:
Manager’s Profile
• Mr. Jitendra Singh is owner turned Managing Director of Imperial Group of
Colleges and Civil Group of Colleges, Mumbai.
• Date of Birth: July 1st, 1958.
• He did his BA from Mumbai University in 1979, MA Economics from Punjab
University in 1997 and CIMA, MBA (UK)
Career as a Manager
• He looks after many of his family businesses like cycle manufacturing firm,
Kohinoor Mills, Rising Sun City (Housing Scheme) etc.
• He is an auditor by profession and has a vast experience of working with many
well reputed auditing firms.
Future Plans
• Mr. Singh wants to establish a nationwide chain of schools based on Waldorf
teaching approach. He also has an ambition of starting an IT college in near
future.
Admirations & Preferred Management Approach
• His definition of best manager is Late Steve Jobs (Apple Inc.)
• Mr. Singh is of the view that management approach being practiced in an
organization should be according to its nature of business. He prefers a
democratic approach along with employee empowerment for his college
Managerial Skills
• There are three skill sets that managers need to perform
effectively.
1. Conceptual skills
2. Human skills
3. Technical skills
Skill Type Needed by Managerial Level
Evolution of Management Thought
1. Pre-scientific management period.
2. Classical Theory
(a) Scientific Management of Taylor
(b) Administrative Management of Fayol
(c) Bureaucratic Model of Max Weber
3. Neo-classical Theory or Behaviour Approach.
4. Modern Theory.
https://www.youtube.com/watch?v=EobeHwOw3S4
Scientific Management Theory
• A management approach, formulated by Frederick W
Taylor and others between 1890 and 1930, that sought to
determine scientifically the best methods for performing
any task, and for selecting, training, and motivating
workers.
• The theory said that the only way to expand productivity
was to raise the efficiency of workers.
Frederick W. Taylor (1856-1915)
• Time and Motion study
• The Development of a true science of management, so that
the best method for performing each task could be determine.
• The Scientific selection of workers, so that each worker would
be given responsibility for the task for which he or she was
best suited.
• The Scientific education and development of the worker.
• Intimate, friendly cooperation between management and
labor
• Differential rate system : Frederick W. Taylor’s compensation
system involving the payment of higher wages to more
efficient workers.
• Rather than quarrel over profits, both side should try to
increase production; by so doing, he believed, profits
would rise to such an extent that labor and management
would no longer have to fight over them.
• In short, Taylor believed that management and labor had
a common interest in increasing productivity.
Criticism
Workers’ Criticism
• Speeding up of workers
• Loss of individual worker's initiative
• Problem of monotony
• Reduction of Employment
• Weakening of Trade Unions
Employers’ Criticism
• Heavy Investment
• Loss due to re-organization
• Unsuitable for small scale firms

Is Taylorism Really Dead??

The Gilbreth’s
• Frank B. and Lillian M. Gilbreth (1868-1924 and 1878-
1972) made their contribution to the scientific
management movement as a husband and wife team.
• Lillian and Frank collaborated on Fatigue And Motion
Studies and focus on ways of promoting the individual
worker’s welfare.
• To them, the ultimate aim of scientific management was
to help workers reach their full potential as human
beings.
Henry Lawrence Gantt (1861 - 1819)
• Gantt chart to compare actual to planned performance.
• Task-and-bonus plan for remunerating workers indicating
a more humanitarian approach.
• Psychology of employee relations indicating
management responsibility to teach and train workers
• Gantt laid great emphasis on leadership
Henry Fayol’s Principle (1841-1925)
Administrative Management:

• Division of Work.
• Balancing Authority and Responsibility.
• Discipline.
• Unity of Command.
• Unity of Direction.
• Subordination of Individual Interests to the General Interest.
• Remuneration.
• Centralization.
• Scalar Chain.
• Order.
• Equity.
• Stability of Tenure of Personnel.
• Initiative.
• Esprit De Corps.
Max Weber’s Bureaucracy Model
Neo-Classical Theory
• Classical theory concentrated on job content and management
of physical resources whereas, neoclassical theory gave
greater emphasis to individual and group relationship in the
workplace.
• The neo- classical theory pointed out the role of psychology
and sociology in the understanding of individual and group
behaviour in an organization.
• Hawthorne Experiment
Elements of Behavioural Theory
• The Individual
• Work Groups
• Participative Management
Systems Approach
Contingency Theory
• Contingency approach analyses and understands these
interrelationship so that managerial actions can be adjusted to
demands of specific situations or circumstances.
• Contingency approach guides the manager to be adaptive to
environment
THANK YOU