Introduction to Management: Definition, Functions, and Skills

1. Management Introduction Chapter - 1

2. Definition of management:- “ Management is the process of designing and maintaining an environment in which individuals ,working together in groups ,efficiently accomplish selected aims.- Weihrich Koontz. The basic definition needs to be explained- As mangers people carry out the managerial functions of planning ,organizing ,staffing ,leading and controlling. Managers applies to managers at all organizational levels. The aim of all managers is the same to create surplus. Manager is concerned with productivity ,which implies effectiveness and efficiency. In the conclusion we can say that – “ Management is the process of working with and through others to achieve organizational objectives in a changing environment.- Robert Kreitner.”

3. Function of Management:- Planning: A plan is predetermined course of action designed to give sense and purpose to an organization .Planning is classified as purpose or mission, Objectives or goals , Strategies , policies , Procedures , Rules ,programs and Budget. Organizing: This is management function concerned with assigning tasks, grouping tasks together with the subsections of the organization and allocating resources to these subsections. Staffing: Identifying workforce requirements ,inventorying the people available and recruiting ,selecting ,placing ,promoting ,appraising ,planning the careers of compensating and training or otherwise developing both candidates and current job holders so that tasks are accomplished effectively and efficiently. Leading and Motivation: Leadership defined that is the art or process of influencing people that they will strive willingly and enthusiastically toward the achievement of group goals .An important aspect of management today is motivating individuals to pursue collective objectives by satisfying needs and meeting expectations with meaningful work and values awards.

5. Managerial skills and the organizational hierarchy: Robert L. Katz identified three kinds of skills for administrator. To these may be added a fourth –the ability to design solutions. The relative importance of these skills may differ at various levels in the organizational hierarchy. Technical skill are of the greatest importance at the supervisory level in the organizational Human skill are helpful in the frequent interactions with subordinates . Conceptual and design skill ,on the other hand are usually not critical for lower supervisors . At the middle management level ,the need for technical decreases ,human skills are still essential , while conceptual skills gain in importance .At the top management level ,conceptual and design abilities and Human skills are especially valuable ,but there is relatively little need for technical ablities.in smaller firm. technical experience may still be quite important.

6. Skills and management Levels Conceptual & design skill Top Management Mid Management Human Skill Technical skill Supervisors Percent of job

7. Frederick Taylor and scientific management: • Frederick Winslow Taylor gave up going college and started out as an apprentice pattern maker and mechanist in 1875 ,Joined the Midvale Steel Company in Philadelphia as a mechanist in 1878,and rose to the position of chief engineer, a degree in engineering through evening study. He invented high speed cutting tools and spent most of his life as a consulting engineering .Taylor is generally acknowledged as the father of scientific management .Probably no other person had a greater impact on the early development of management. • Taylor’s famous work Principles of scientific Management was published in 1911 .the fundamental principles that Taylor saw underlying the scientific approach to management are as followed. • Replacing rules of thumb with science (organized knowledge) • Obtaining harmony, rather discord in group action. • Achieving co operation of human beings rather than chaotic individualism. • Working for maximum output rather than restricted output. • Developing all workers to the fullest extent possible for their own and their company’s highest prosperity.

8. Scientific Management (Taylorism) - Worker at the Midvale Steel Company, circa 1910 Strengths of Scientific Management.

10. 1. Division of work: According to Henry Fayol, reduction in the number of objectives toward which attention and effort are to be directed. The most people specialized, the more efficiency they can perform their work. This principle is epitomized by the modern assembly line. 2.Authority and responsibility: Authority and responsibility are closely related. Authority is the most talked about word in the field of management. Authority means right to give order or permission. Responsibility is corollary to authority. That is if one exercise authority he will be may responsibility. Authority and responsibility are coextensive; they should be parallel. They should go hand in hand. They should go side by side. 3. Discipline: Every organization has got rules and regulation. The members of their organization must have respect for those rules and regulation. In other words, discipline means outward mark of respect for the rules and regulation of the organization. 4. Unity of command: In regard to unity of command, the message is that a subordinate cannot serve two superiors simultaneously. If the principle of unity of command is broken says Henry Fayol “Authority is undermined, discipline is in jeopardy, order is disturb and stability is threaten.”

11. 5. Unity of direction: Unity of direction means one head and one plan for a group and all these groups are working for attainment of organizational objectives. For example, the personnel department in a company should not have two directors, each with a different hiring policy. 6. Subordination of individual interest to group interest: There will be a conflict between individual and superior. In case of such conflict, we are to give more importance to group interest than to individual interest. 7. Remuneration : Fair wages is to be given to the workers and managers must try for minimum satisfaction of employees. 8. Centralization & Centralization: In compare, centralization is less important today than past. But others are same for compare. Decentralization is an organizational arrangement which increase the importance of subordinates. On the other hand, centralization is an organizational arrangement which decrease the importance of subordinates. 9. Scalar chain:Fayolthinks of this as a “chain of superior” from the highest to the lowest ranks.

12. 10.Order: Breaking this into material and social order. Fayolfollows a place for everything and everything in its place. 11. Equity: Loyalty and devotion should be elicited from personnel by a combination of kindness and justice on the part of managers when dealing with subordinates. 12. Stability of tenure: Finding unnecessary turnover to be both the cause and effect of management. Fayolpoints out its dangers and costs. 13. Initiative:Initiative is conceived of as the thinking out and execution of a plan. 14. Espirit de corps: This is the principle that “ in union there is strength” as well as an extension of the principle of unity of command ,emphasizing the need for teamwork and importance of communication in obtaining it.

13. Henry Fayol ( 1841-1925)

14. Managerial roles: 1. Interpersonal roles : formal authority and superior status engage in a good deal of interpersonal contact ,especially with a people who report tot them and peer .the three interpersonal roles that managers play are: i) Figurehead: As symbol of authority managers perform certain ceremonial signing documents ,cutting ribbons ,receiving visitors etc. ii) Leaders: Managers motivate to get the job done properly. iii) Liaison: they communicate between groups. 2. Informational Roles: Every manager is a clearing house for information relating to the task at hand information is the life blood of organizations .Typical roes include acting as nerve center, disseminator and spokesperson. i) Monitor or Nerve center: Managers scan industry reports to stay abreast of developments. ii) Disseminator:They send memos outlining new organizational initiatives. iii) Spokesperson: They make speech to discuss growth plans.

15. Decision roles: In their decision roles managers balance competing interests and make choices. Through decisional roles strategies are formulated and put into action. Four decisional roles are: i) Entrepreneurs: Managers develop new ideas for information. ii) Disturbance Handler: They resolve conflict between two subordinates. iii) Resource Allocator: They decide exactly who should get what resources. iv) Negotiator: They conduct negotiation and make agreement with key suppliers ,labor union and others.