Introduction to Management

1. SNIST (JNTUH) B.Tech
INTRODUCTION TO
MANAGEMENT

2. UNIT– I
INTRODUCTION TO MANAGEMENT
Definitions
Levels of Management
Functions of management.
Planning: types of planning, planning process
Organizing: Organizational Design and structure,
staffing; Directing;
Controlling: Basic control process
Fayol’s principles of Management
Taylor’s principles of Scientific Management
Maslow’s Motivational theory

3. Management is the attainment of organizational
goals in an effective and efficient manner
through
Planning,
Organizing
Staffing
Directing and controlling organizational
resources.
Management

4. MANAGEMENT

5. Management

6. MANAGEMENT
4-Ms
Organizational resources include
Men (human beings)
Money (Finance)
Machines and
Materials

7. Definitions
According to Louis E Boone & David L Kurtz –
The use of people and other resources to
accomplish objectives.
According to Mary Parker Follet
the act of getting things done through people.
Frederick Taylor defines
Management as the art of knowing what you want to
do in the best and
cheapest way.

8. Characteristics of Management
Management is a distinct process.
Management is an organized activity
Management aims at the accomplishment of
predetermined objectives.
Management is both a science and an art.
Management is a group activity
Management principles are universal in nature
Management integrates human and other resources
(Integration of 4-Ms).

9. Concept of Management
-Raymond G. Leon
Management by Communication
Management by Systems
Management by Results
Management by Participation
Management by Motivation
Management by Exception
Management by Objectives

10. LEVELS OF MANAGEMENT

11. Level of Management

12. The term “Levels of Management’ refers to a
line of demarcation between various
managerial positions in an organization. The
number of levels in management increases
when the size of the business and work force
increases and vice versa.

13. The level of management determines a chain of
command, the amount of authority & status
enjoyed by any managerial position. The levels of
management can be classified in three broad
categories:
Top level / Administrative level
Middle level / Executory
Low level / Supervisory /
Operative / First-line managers
Managers at all the levels perform different functions

14. Top Level of Management
It consists of board of directors, chief executive or
managing director. The top management is the
ultimate source of authority and it manages goals and
policies for an enterprise. It devotes more time on
planning and coordinating functions.
The role of the top management can be
summarized as follows -

15. Top management lays down the objectives and broad policies
of the enterprise.
 It issues necessary instructions for preparation of department
budgets, procedures, schedules etc.
 It prepares strategic plans & policies for the enterprise.
 It appoints the executive for middle level i.e. departmental
managers.
 It controls & coordinates the activities of all the departments.
 It is also responsible for maintaining a contact with the
outside world.
 It provides guidance and direction.
 The top management is also responsible towards the
shareholders for the performance of the enterprise.

16. The branch managers and departmental managers
constitute middle level. They are responsible to the
top management for the functioning of their
department. They devote more time to organizational
and directional functions. In small organization, there
is only one layer of middle level of management but
in big enterprises, there may be senior and junior
middle level management. Their role can be
emphasized as -
Middle Level of Management

17.  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.

18. Lower level is also known as supervisory / operative
level of management. It consists of supervisors,
foreman, section officers, superintendent etc.
According to R.C. Davis, “Supervisory management
refers to those executives whose work has to be
largely with personal oversight and direction of
operative employees”.
In other words, they are concerned with direction
and controlling function of management. Their
activities include -
Lower Level of Management

19. 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 communicate workers problems,
suggestions, and recommendatory appeals etc
to the higher level and higher level goals and
objectives to the workers.
They help to solve the grievances of the
workers.

20. They supervise & guide the sub-ordinates.
They are responsible for providing training to
the workers.
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.
They motivate workers.
They are the image builders of the enterprise
because they are in direct contact with the
workers.

21. Management by Objectives (MBO)
Management by Objectives (MBO) is a personnel
management technique where managers and
employees work together to set, record and
monitor goals for a specific period of time.
Organizational goals and planning flow top-down
through the organization and are translated into
personal goals for organizational members.

22. Steps in MBO
To establish long-term and short-tem organizational
goals
To establish long-term and short-term objectives for
each manager, clarifying the key performance standards
Periodic review of performance
Encouraging managers to accept responsibility

23. Benefits of MBO
The need for planning will be recognized
It provides for objectives and accountability for
performance
It encourages participative management
It helps in job enrichment
It provides for a good feedback system

24. FEATURES
Management involves five functions
These functions are organised to achieve organisational
goals.
Management involves effective and efficient use of
resources

26. FUNCTIONS OF MANAGEMENT
PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROLLING

27. Management Functions…

30. • Planning is determining the objectives and
formulating the methods to achieve them.
• It is more simply said than done.
• A job well planned is half done.
PLANNING

31. • During planning one needs to ask oneself the
following:
• What am I trying to accomplish i.e. what is my
objective?
• What resources do I have and do I need to
accomplish the same?
• PLANNING are the methods and means to achieve
the objectives?
• Is this the optimal path?
PLANNING

32. Planning

33. • Purposes or Missions
• Objectives-It is the ultimate goal towards which the
activities of the organization are directed
• Strategies-general program of action and deployment of
resources
• Policies-general statement or understanding which guide
or channel thinking in decision making
• Procedures-states a series of related steps or tasks to be
performed in a sequential way
Types of Planning

34. • Rules-prescribes a course of action and explicitly states
what is to be done
• Programs-comprehensive plan that includes future use
of different resources
• Budgets-statement of expected results expressed in
numerical terms
Types of Planning

35. Take Time to Plan
Planning can be Top to Down or Bottom to Top
Involve and Communicate with all those Concerned
Plans must be Flexible and Dynamic
Evaluate and Revise
Principles of Planning

36. 1. Determining the goals or objectives for the entire
organization.
2. Making assumptions on various elements of the
environment.
3. To decide the planning period.
4. Examine alternative courses of actions.
5. Evaluating the alternatives.
6. Real point of decision making
7. To make derivative plans.
Steps in Planning

37. Programmed
Non programmed.
Mechanistic:
It is one that is routine and repetitive in nature
Analytical:
It involves a problem with a larger number of decision
variables
Types of Managerial Decisions:

38. Judgmental:
It involves a problem with a limited number of decision
variables, but the outcomes of decision alternatives are
unknown
Adaptive:
It involves a problem with a large number of decision
variables, where outcomes are not predictable
Types of Managerial Decisions:

39. Organizing

40. Division of Work: Determine what is to be done
Assign Tasks: Departmentalization:
Link Departments:
Hierarchy Development:
Decide how much Authority to Designate/
Authority, Responsibility and Delegation:
Decide the Levels at which Decisions are to be
made / Centralization vs. Decentralization:
Decide how to Achieve Coordination:
Process of Organizing

41. Coordination by Rules or Procedures
Coordination by Targets or Goals:
Coordination through the Hierarchy
Coordination through Departmentalization
Using a Staff Assistant for Coordination:
Using a Liaison for Coordination:
Using a Committee for Coordination
Using Independent Integrators for Coordination:
Coordination through Mutual Adjustment:
Techniques for achieving
coordination.

42. Definition 1
Selecting and training individuals for specific job
functions, and charging them with the associated
responsibilities.
Definition 2
Number of employed personnel in an organization or
program. Also called workforce.
STAFFING

43. STAFFING

44. Provides positive and dynamic leadership
Provides maximum opportunities
Provides proper motivation of personnel
Ability to command people
DIRECTING/LEADING

45. DIRECTING/LEADING

46. CONTROLLING

47. Feed Forward Control-Control that attempts to identify
and prevent deviations before they occur is called feed
forward control, sometimes called preliminary or
preventive control.
Concurrent Control-Control that monitors ongoing
employee activities during their progress, to ensure they
are consistent with quality standards, is called
concurrent control.
Feedback Control-In this case, the control takes place
after the action. Sometimes called post-action or output
control
CONTROLLING CONCEPTS

49. Establish Standards of Performance
Measure Actual Performance
Compare Performance to Standards:
Take Corrective Action
Steps in the Control Process

51. Effective controls are timely.
Control standards should encourage compliance.
Setting effective standards is important
Use management by exception.
Employees should get fast feedback on performance.
Do not over rely on control reports.
Fit the amount of control to the task.
Principles of Effective Control

52. There are 14 Principles of Management described by Henri Fayol.
1. Division of Labor
2. Party of Authority & Responsibility
3. Principle of One Boss
4. Unity of Direction
5. Equity
6.Order
7.Discipline
8.Initiative
9.Fair Remuneration
10.Stability of Tenure
11. Scalar Chain
12. Sub-Ordination of Individual Interest to General Interest
13. Espirit De’ Corps
14. Centralization & De-Centralization
Henry Fayol’s Principles

53. Henry Fayol’s 14 Principles

54. (March 20, 1856 – March 21, 1915) was
an American mechanical engineer who sought
to improve industrial efficiency. He was one of
the first management consultants.
It is the art of knowing exactly what is to be
done in the best and the cheapest way.

56. FW Taylors’ 4 Principles
The four principles of management.
1. The development of a true science.
2. The scientific selection of the workman.
3. The scientific education and development of the
workman.
4. Intimate and friendly cooperation between the
management and the men.

57. 4 Scientific Principles
1.Science not the rule of thumb: scientific
investigation should be used for taking managerial
decisions instead of basing on opinion, institution or
thumb rule.
2.Scientific selection training and development of
employees: selection means to choose the best
employee according to the need. Their skill and
experience must match the requirement of the job.
Scientific development refers to criteria for
promotions, transfers etc.. So that work is done with
full efficiency.

58. 4 Scientific Principles
3. Division of work/ responsibility: The
responsibility of workers and management should be
properly divided & communicated so that they can
perform them in an effective way and should be
reward for the same.
4. Harmony not discard/ cooperation between
employers and employees:
Harmonious relationship between employees and
employers. Cooperation of employees that managers
can ensure that work is carried in accordance with
standards.

64. The behavior of an individual at a
particular moment is usually determined
by his strongest need.
MASLOW’S THEORY OF HUMAN NEEDS

65. MASLOW’S THEORY OF HUMAN NEEDS

66. Leaders can be differentiated into
good or bad based on the styles they
adopt or how they choose to influence
their followers.
They are:
1. Autocratic
2. Democratic or Participative
3. Free – Rein or Laissez – faire
LEADERSHIP STYLES

67. Autocratic

68. Democratic or Participative

69. Free – Rein or Laissez – faire