1. Prof. Preeti Bhaskar
Symbiosis Centre for Management Studies, Noida

2. The process of getting things done, by others
efficiently and effectively in order to achieve
organizational goals
According to Mary Parker Follett Management is
the “art of getting things done through people”

3. EFFICIENTLY
Using resources wisely and
in a cost-effective way
EFFECTIVELY
Making the right decisions and
successfully implementing them
AndAnd

6. Achieving pre-determined goals
Ensuring Maximum Utilization of resources
Overcoming Competition
Ensuring integration with changing environment
Fulfilling social responsibilities
Coordination

7. Management as an art
Management as a Science
Management as a Profession

8. Existence of theoretical knowledge
Personalized Application
Based on Practice and Creativity

9. Systematic body of knowledge
Principles based on experiment
Universal validity

10. Well defined body of knowledge
Restricted Entry
Professional Association
Ethical code of conduct
Service motive

11. Fayol divided business activities into six categories
Technical activities
Commercial activities
Financial activities
Security activities
Accounting activities
Managerial activities

13. TOP LEVEL
MANAGEMNT
MIDDLE LEVEL
MANAGEMNT
SUPERVISORY
/LOWER LEVEL
MANAGEMNT

14. Responsible for providing the overall direction of
an organization
Develop goals and strategies for entire
organization
Spend most of their time planning and leading
Communicate with key stakeholders—
stockholders, unions, governmental agencies,
etc., company policies
Use of multicultural and strategic action
competencies to lead firm is crucial

15. They execute the plans of the organization in accordance
with the policies and directives of the top management.
They make plans for the sub-units of the organization.
They participate in employment & training of lower level
management.
They interpret and explain policies from top level
management to lower level.
They are responsible for coordinating the activities within the
division or department.
It also sends important reports and other important data to
top level management.
They evaluate performance of junior managers.
They are also responsible for inspiring lower level managers
towards better performance.

16. Assigning of jobs and tasks to various workers.
They guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of
production.
They are also entrusted with the responsibility of
maintaining good relation in the organization.
They help to solve the grievances of the workers.
They supervise & guide the sub-ordinates.
They arrange necessary materials, machines, tools etc for
getting the things done.
They prepare periodical reports about the performance of
the workers.
They ensure discipline in the enterprise.

19. Includes defining goals, establishing strategy,
and developing plans to coordinate activities- :
STRATEGIC PLANNING
TACTICAL PLANNING.
OPERATIONAL PLANNING.

20. Strategic planning involves analyzing competitive
opportunities and threats, as well as the strengths
and weaknesses of the organization, and then
determining how to position the organization to
compete effectively in their environment.
Strategic planning has a long time frame, often three
years or more. Strategic planning generally includes
the entire organization and includes formulation of
objectives.

21. Tactical planning is intermediate-range planning
that is designed to develop relatively concrete and
specific means to implement the strategic plan.
Middle-level managers often engage in tactical
planning. Tactical planning often has a one- to
three-year time horizon.

22. Operational planning is short-range planning that
is designed to develop specific action steps that
support the strategic and tactical plans.
Operational planning usually has a very short time
horizon, from one week to one year

23. Includes determining what tasks to be done, who
is to do them, how the tasks are to be grouped,
who reports to whom, and where decisions are to
be made-:
Identification of activities.
Classification of grouping of activities.
Assignment of duties.
Delegation of authority and creation of
responsibility.
Coordinating authority and responsibility

24. Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
Recruitment, selection & placement.
Training & development.
Remuneration.
Performance appraisal.
Promotions & transfer.

25. It is that part of managerial function which actuates
the organizational methods to work efficiently for
achievement of organizational purposes
Supervision
Motivation
Leadership
Communication

26. Supervision- implies overseeing the work of subordinates by
their superiors. It is the act of watching & directing work &
workers.
Motivation- means inspiring, stimulating or encouraging the
sub-ordinates with zeal to work. Positive, negative,
monetary, non-monetary incentives may be used for this
purpose.
Leadership- may be defined as a process by which manager
guides and influences the work of subordinates in desired
direction.
Communications- is the process of passing information,
experience, opinion etc. from one person to another. It is a
bridge of understanding.

27. It implies measurement of accomplishment against
the standards and correction of deviation if any to
ensure achievement of organizational goals.
Establishment of standard performance.
Measurement of actual performance.
Comparison of actual performance with the standards
and finding out deviation if any.
Corrective action.

29. Ability of an individual to analyze complex
situations and to rationally process and interpret
available information.
For e.g.: Idea generation and analytical process of
information.

30. A persons’ knowledge and ability to make effective
use of any process or technique constitutes his
technical skills.
For e.g: Engineer, accountant, data entry operator,
lawyer, doctor etc.

31. An individuals’ ability to cooperate with other
members of the organization and work effectively
in teams.
For e.g.: Interpersonal relationships, solving
people’s problem and acceptance of other
employees.

33. Figurehead-performs routine duties of a legal or
social nature
Leader- give direct commands and orders to
subordinates and make decisions
Liaison-coordinate between different
departments and establish alliances between
different organizations

34. Monitor- evaluate the performance of managers
in different functions
Disseminator-communicate to employees the
organization’s vision and purpose
Spokesperson- give a speech to inform the local
community about the organization’s future
intentions

35. Entrepreneur- commit organization resources to develop
innovative goods and services
Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the
external as well as internal environment
Resource allocator- allocate existing resources among
different functions and departments
Negotiator- work with suppliers, distributors and labor
unions

36. Basis Administration Management
Meaning It is concerned with formulation of
broad objectives, plans & policies
Management is an art of getting things
done through others by directing their
efforts towards achievement of pre-
determined goals.
Nature of work Primarily related to the determination
of objectives and laying down the
policies
To give practical shape to the policies to
achieve pre determined objectives
Scope Important decision are taken and
wider than management
Decision are taken within the limits laid
down by the administration
Level of function Administrative function are performed
by top level managers
Managerial functions are performed by
middle and lower level managers
Effect of external and
internal factors
Administrative decision are affected by
outside factors like social, political and
legal etc.
Management process are affected by
internal factors like policies objectives etc.
Consideration Owners who are called administrators
are given profits
Managers are given salary for their
services
Skills Conceptual skills Technical and Human skills