Concept of management is discussed in this presentation. It explains the basics of management. It also focuses on providing fundamental knowledge about management

1. INTRODUCTION TO
MANAGEMENT
UNIT 1

2. UNIT 1: INTRODUCTION TO MANAGEMENT
• Organization
• Management
• Management Process
• Role of managers
• Evolution of management thought
• Organization and the environmental factors
• Recent trends in management.

3. ORGANISATION
• It is a group of people come together to achieve a common
objective.
• Organisation is an entity which strives to achieve its objectives
with the help of group of people called as members of the
organisation.

4. MANAGEMENT
• Management is a process of planning, decision making,
organizing, leading, motivation and controlling the human
resources, financial, physical, and information resources of an
organization to reach its goals efficiently and effectively.
• Management can be defined as the process of administering
and controlling the affairs of the organization, irrespective of
its nature, type, structure and size.

5. CHARACTERISTICS OF MANAGEMENT
1. Universality of principles: Management principles are the fundamental truths
and can be applied to any type of the organisations and in the different situations.
2. General Statements: Management deals with the human behaviour which is
unpredictable and varies from individual to individual. Further, management
principles are applied to human behaviour, so these are only general statements.
3. Flexibility: The principles of management are dynamic in nature and not static.
These principles can be adjusted with the changes in the business situations.
4. Concerned with human behaviour: As management is the art of getting the
work done through others. It basically deals with the human behaviour as stated
above.

6. CHARACTERISTICS OF MANAGEMENT
5. Equality: There are different principles of management but it cannot be said which is more
important and which is less.
6. Cause and effect relationship: Principles of management also show the relationship between
causes and effect. Like each and every principle show the causation of their occurrence i.e. if the
principle of unity of command is followed then overlapping and duplication can be avoided.
7. Careful application: Management principles cannot be applied blindly to any situation.
These principles are required to be adjusted before applying to the any business situation.
8. Basis of decision making: Managers have to take various decisions for day-to-day operations
as well as long term decisions also.

7. MANAGEMENT PROCESS
1. Planning: It is concerned with projecting the future course of
action for the business as a whole and the different sections
within it.
2. Organising: To divide the work, rights, and liability among the
personnel engaged in the achievement of the objectives and
establishing the formal relationship among them is called
organising.

8. MANAGEMENT PROCESS
3. Staffing: Organisation as a function of management helps the executive
to establish positions and lay down their functional relation to each other
4. Directing: Directing is an important function of management which
involves communicating and providing leadership to the subordinates and
motivating them to continue to the best of their capability for the
achievement of organisational objectives.
6. Controlling: Controlling means the measurement and correction of
performance of activities of subordinates in order to ensure that
predetermined objectives can be achieved.

9. ROLE OF MANAGERS
• 1. Interpersonal Roles:
• a. Liaison: In this role of liaison, every manager must cultivate contacts outside his
vertical chain of command to collect information useful for his organization.
• b. Leader: As a leader, every manager must motivate and encourage his employees. He
must also try to reconcile their individual needs with the goals of the organization.
• c. Figurehead: In this role, every manager has to perform some duties of a ceremonial
nature, such as greeting the touring dignitaries, attending the wedding of an employee,
taking an important customer to lunch, and so on.

10. ROLE OF MANAGERS
• 2. Informational Roles:
• a. Disseminator: In the role of a disseminator, the manager passes some of his privileged
information directly to his subordinates who would otherwise have no access to it.
• b. Monitor: As monitor, the manager has to perpetually scan his environment for information,
interrogate his liaison contacts and his subordinates, and receive unsolicited information, much
of it as result of the network of personal contacts he has developed.
• c. Spokesman: In this role, the manager informs and satisfies various groups and people who
influence his organization. Thus, he advises shareholders about financial performance, assures
consumer groups that the organization is fulfilling its social responsibilities

11. ROLE OF MANAGERS
• 3. Decisional Roles:
• A. Disturbance Handler: In this role, the manager has to work like a fire-fighter. He must
seek solutions of various unanticipated problems – a strike may loom large a major customer
may go bankrupt; a supplier may renege on his contract, and so on.
• b. Entrepreneur: In this role, the manager constantly looks out for new ideas and seeks to
improve his unit by adapting it to changing conditions in the environment.
• c. Negotiator: The manager has to spend considerable time in negotiations. Thus, the chairman
of a company may negotiate with the union leaders a new strike issue; the foreman may
negotiate with the workers a grievance problem, and so on.
• d. Resource Allocator: In this role, the manager must divide work and delegate authority
among his subordinates. He must decide who will get what.

12. PRINCIPLES OF MANAGEMENT BY HENRY FAYOL
• 1 Authority and Responsibility:
• 2. Unity of Command:
• 3. Unity of Direction:
• 4. Scalar Chain of Command:
• 5. Division of Work:
• 6. Discipline:
• 7. Subordination of Individual Interest to General Interest:
•

13. PRINCIPLES OF MANAGEMENT BY HENRY FAYOL
• 8. Remuneration:
• 9. Centralisation:
• 10. Order:
• 11. Equity:
• 12. Stability of Tenure of Personnel:
• 13. Initiative:
• 14. Esprit de Corps:

14. ORGANISATIONAL ENVIRONMENT
• Organizational environment is defined as a set of characteristics which
describe the organization and distinguish it from other organizations within
a given time period affecting behaviour of the employees therein

15. FACTORS AFFECTING ORGANISATIONAL ENVIRONMENT
1. Organizational factors – Organizational factors represent all forms and types of
information coming to the employees, and which describe and clarify facts and
characteristics of the organizational positions, relationships and circumstances within the
organization.
2. Material and moral factors – Material and moral factors for organizational
environment are defined as an external force attracting the employees thereto to get it
through a certain behaviour allowing access to the incentives to which the employees are
entitled.
3. Psychological factors – These factors originate from the inside of the employees
because of the perception of their attitude to the surrounding environment.
4. Environmental factors – Environmental factors belongs to the environment external to
the organization. These factors include political and regulatory (P), economical (E),
social (S), technical and technological (T), and ecological (E).

16. RECENTTRENDS IN MANAGEMENT
• 1. Remote Workers: This management trend is beneficial to both companies and families as it reduces
commuting costs and can have a positive impact on a business’s carbon footprint.
• 2. Customer-focused Organizations: With a huge variety of analytical tools available in the market, an
organization can determine the behaviour and buying preferences of its consumers
• 3. Artificial Intelligence: Businesses are identifying the significance of artificial intelligence and are
embracing it to enhance their consumer experience. In this innovative age,
• 4. Outside Consultants: Team leaders must admit that they cannot answer every question every time. This
acknowledgment opens doors to the opportunities to seek expert advice and consultation from outside.
• 5. Work-Life Balance: This is something that has been acknowledged after years of negligence. Today,
managers understand the importance of maintaining work-life balance and plan appropriately to make it
happen.