chapter 1 - introduction to management iom

7/27/2019 Chapter 1 - Introduction to Management IOM

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Introduction to Management

Anuradha Gaikwad


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What is management ?


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Definitions

Louis E Boone & David L Kurtz- The use ofpeople and other resources to accomplish

objectives.

Mary Parker Follet- the act of getting thingsdone through people.

Frederick Taylor defines Management as the

art of knowing what you want to do in thebest and cheapest way.


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Characteristics

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.


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Management: Science or Art?

Science is a collection of systematic knowledge, collection of truths and

inferences after continuous study and experiments. It has fundamentalprinciples discovered.

Art uses the known rules and principles and uses the skill, expertise, wisdom,

experience to achieve the desired result.

Management is both art and science.

Management has got two faces like a coin; on one side it is art

and on the other it is science. Management has got scientific

principles which constitute the elements of Science and Skills

and talent which are attributes of Art.


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What is organization ?

Organization- A deliberate arrangement ofpeople assembled to accomplish some specific

purpose (that individuals independently could

not accomplish alone). Common Characteristics of Organizations

Have a distinct purpose (goal)

Are composed of people

Have a deliberate structure


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Exhibit 1-2: Characteristics of Organizations


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What Do Managers Do?

Management involves coordinating andoverseeing the work activities of others so

that their activities are completed efficiently

and effectively.


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Effectiveness and Efficiency

Efficiency

Doing things right

Getting the most output

for the least inputs

Effectiveness

Doing the right things

Attaining organizational

goals


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Exhibit 1-3: Efficiency and Effectiveness

in Management


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Management Functions

Planning- Defining goals, establishing strategies toachieve goals, and developing plans to integrate and

coordinate activities.

Organizing - Arranging and structuring work to

accomplish organizational goals.

Leading- Working with and through people to

accomplish goals.

Controlling - Monitoring, comparing, and correctingwork.


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Exhibit 1-4: Four Functions of Management


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Management Roles

Roles are specific actions or behaviorsexpected of a manager.

Mintzberg identified 10 roles grouped around

interpersonal relationships, the transfer ofinformation, and decision making.


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MintzbergsManagerial Roles


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Skills Managers Need

Technical skills Knowledge and proficiency in a specific field

Human skills

The ability to work well with other people

Conceptual skills

The ability to think and conceptualize about

abstract and complex situations concerning theorganization


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Levels of Management


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Classifying Managers

First-line Managers - Individuals who managethe work of non-managerial employees.

Middle Managers - Individuals who manage

the work of first-line managers. Top Managers - Individuals who are

responsible for making organization-wide

decisions and establishing plans and goals thataffect the entire organization.


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Skills Needed at Different

Managerial Levels


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Administration / Management

Board of Directors

President

General Manager

Works Manager

Foreman


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Management

Administration

Planning Control


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Functions

Functions ofManagement

Administrative Operative


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Peter Druckers view

Peter Drucker

Non businessOrganisations

Administration

BusinessOrganisations

Management


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Why Study Management?

Universality of Management The reality that management is needed

in all types and sizes of organizations

at all organizational levels in all organizational areas

in all organizations, regardless of location


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Universal Need for Management


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Terms to Know

management roles

interpersonal roles

informational roles

decisional roles

technical skills human skills

conceptual skills

organization

universality of management

manager

first-line managers

middle managers

top managers

management efficiency

effectiveness

planning

organizing

leading

controlling

chapter 1 - introduction to management iom

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