introduction to management 1215326219522343 9

8/9/2019 Introduction to Management 1215326219522343 9

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INTRODUCTION TO MANAGEMENT

Session Objectives:

To familiarize the students with the concets of

mana!ement

To stud" the functions of the mana!ers

To identif" the le#els of mana!ement

To understand the #arious mana!ement s$ills

To e%amine the #arious aroaches to mana!ement


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Koontz and Weihrichoffer an interestin! ersecti#e on mana!ement& 'Mana!ement is a rocess of desi!nin! and maintainin! an en#ironment in

which indi#iduals wor$ to!ether in !rous to efficientl" accomlish selectedaims'&

McFarland!i#es a holistic #iew on mana!ement&

'Mana!ement is a rocess (" which mana!ers create) direct) maintain andoerate urosi#e or!anizations) throu!h s"stematic) coordinated)cooerati#e human effort'&

These definitions when e%anded ha#e these imlications& The functions of mana!ers include lannin!) or!anizin!) staffin!) leadin! and

controllin!& These functions are essential to an" $ind of or!anization& It alies to mana!ers at all hierarchical le#els& The aim of mana!ers is to increase roducti#it") effecti#eness and efficienc"& Mana!ement is thus a continuous effort aimed at shain! an or!anization and

contri(utin! to its o#erall !rowth&

MANAGEMENT* DE+INED


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In ,-./) 0enr" Mintz(er! conducted a stud" to understand a(out themana!erial roles& 0e identified ,/ mana!erial roles that are common to allmana!ers& These ,/ mana!erial roles are !roued under1 Interpersonal,informational and decisional roles.

MANAGERIA2 RO2E3


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Interersonal Roles

rimaril" social in nature4the" are the roles in which themana!er5s main tas$ is to relate to other eole in certainwa"s 6

1. Figurehead:Reresents the coman" on social occasions&

Attendin! the fla! hostin! ceremon") recei#in! #isitors orta$in! #isitors for dinner etc&

2. Leader : In the role of a leader) the mana!er moti#ates)encoura!es) and (uilds enthusiasm amon! the emlo"ees&Trainin! su(ordinates to wor$ under ressure) forms art ofthe resonsi(ilities of a mana!er&

3. Liaison: Consists of relatin! to others outside the !rou oror!anization& 3er#es as a lin$ (etween eole) !rous oror!anization& The ne!otiation of rices with the suliers

re!ardin! raw materials is an e%amle for the role of liaison&


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Informational Roles

in#ol#es some asect of information rocessin!

1. Recipient : Acti#el" see$s information from

su(ordinates and the e%ternal en#ironment& 0e

4Mana!er6 $ees himself udated) with the latest

de#eloments which can (e of #alue to the or!anization&

2. Disseminator: The mana!er la"s the role of a

disseminator (" circulatin! and transferrin! rele#ant

information to su(ordinates) and to the to*le#el

mana!ement& For Example Communicatin! chan!es

in the coman" olic" 4remuneration) recruitment

etc&6 to su(ordinates


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7& Spokesperson: Transmits information to the eole

who are e%ternal to the or!anization) i&e&)

!o#ernment) media etc& For instance a mana!eraddresses a ress conference announcin! a new

roduct launch or other ma8or deal&


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!ecisional roles

Entrepreneur: Act as an initiator and desi!ner andencoura!e chan!es and inno#ation) identif" new ideas)dele!ate idea and resonsi(ilit" to others&

Disturbance handler: Ta$e correcti#e action durin!disutes or crises9 resol#es conflicts amon! su(ordinates9adat to en#ironmental crisis&

Resource allocator: Decides distri(ution of resources

amon! #arious indi#iduals and !rous in the or!anization&

Negotiator: Ne!otiates with su(ordinates) !rous oror!anizations* (oth internal and e%ternal& Reresentsdeartment durin! ne!otiation of union contracts) sales)

urchases) (ud!ets9 reresent deartmental interests


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F"nctions of the Mana#er

Planning is the rocess of settin! !oals) and chartin! the(est wa" of action for achie#in! the !oals& This functionalso includes) considerin! the #arious stes to (e ta$en toencoura!e the necessar" le#els of chan!e and inno#ation&

For example if a coman" is lannin! for a romotionalcamai!n) then the mana!er resonsi(le for the camai!nhas to chart out actions that are in the (est interest of thefirm&

rgani!ing is the rocess of allocatin! and arran!in!wor$) authorit" and resources) to the mem(ers of theor!anization so that the" can successfull" e%ecute thelans&

Sta""ing consists of recruitin!) trainin! and de#eloin!eole) who form art of the or!anized efforts to contri(utetowards or!anizational !rowth&


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Leading in#ol#es directin!) influencin! and moti#atin!

emlo"ees to erform essential tas$s& This function

in#ol#es disla" of leadershi :ualities) different

leadershi st"les) different influencin! owers) with

e%cellent a(ilities of communication and moti#ation&

#ontrollingis the rocess of de#isin! #arious chec$s to

ensure that lanned erformance is actuall" achie#ed& It

in#ol#es ensurin! that actual acti#ities confirm to thelanned acti#ities& Monitorin! the financial statements)

chec$in! the cash re!isters to a#oid o#erdraft etc&) form

art of this rocess&


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$he %evels of Mana#ement


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$op managementsets the !oals of the or!anization)

e#aluates the o#erall erformance of #arious

deartments in#ol#ed in selection of $e" ersonnel andconsults su(ordinate mana!ers on su(8ects or ro(lems

of !eneral scoe&

%iddle le&el managementis resonsi(le for de#eloin!deartmental !oals and initiate actions that are re:uired

to achie#e or!anizational o(8ecti#es&

Super&isor' managementta$es char!e of da"*to*da"oerations at the floor le#el and is in#ol#ed in rearin!

detailed short*ran!e lans&


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Mana#erial S&ills


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$echnical skillsThese s$ills include the $nowled!e of androficienc" in acti#ities in#ol#in! methods) rocesses androcedures& This includes the a(ilities of a mana!er inusin! the $nowled!e) tools) and techni:ues of a secificdisciline or field such as accountin!) en!ineerin!)manufacturin! etc&

(uman or interpersonal skillsof a mana!er) includeshis;her a(ilit" to understand other eole and interacteffecti#el" with them& E%amles of such s$ills includeleadin!) moti#atin! and communicatin!) with su(ordinates)

eers and outsiders&


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#onceptual skillsThis refers to the a(ilit" to thin$ andconcetualize a(stract situations& These a(ilities arere:uired for ma$in! comle% decisions& 3uch s$ills are

inclusi#e of the dia!nostic s$ill) which ena(les anunderstandin! of the =cause*effect5 relationshi& +urther) ithels to see the situation as a whole) as well as in arts&4i&e&) indi#iduall"6& These s$ills are essential for the tomana!ement&

Design skillsena(le a mana!er to handle and sol#e an"$ind of unforeseen ro(lems) that ma" cro u in theor!anization& To mana!ement should osses desi!n

s$ills) in lent"& It is (asicall" their 8o( to handle;tac$lean" unforeseen conse:uences that ma" occur in theor!anization& 3uch ro(lems could arise due to internalfactors or e%ternal factors and;or (oth&


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'pproaches to Mana#ement

#ase approach:E%eriences in an or!anization are anal"zedwith the hel of cases& >ased on these successes and failuresare identified&

)nterpersonal beha&ior approach: This aroach is (asedon indi#idual s"cholo!"& It la"s emhasis on interersonal(eha#ior) human relations and moti#ation&

*roup beha&ior approach: This aroach is (ased on the

theories of 3ociolo!" and 3ocial


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Social+technical s'stems approach: This aroach hi!hli!htsa(out the relationshis amon! eole and their a(ilit" in theutilization of technical s"stems& 4ersonal attitudes) !rou(eha#ior etc&6

Decision theor' approach: This aroach is concerned withthe decision ma$in! rocess) that in#ol#es indi#iduals or !rous&

S'stems approach:The s"stems aroach is a stud" a(out the

inter*relationshi (etween lannin!) or!anizin! and controllin!amon! the su(*s"stems in or!anizations&

%athematical approach:This aroach #iews mana!ement asa urel" lo!ical rocess) e%ressed in mathematical s"m(ols

and relationshis&



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%anagerial roles approach, It in#ol#es the stud" ofmana!erial roles that are (ased on interersonal)informational and decision roles&

Situational approach: This aroach reco!nizes theinfluence of the !i#en solutions) re!ardin! or!anizational(eha#ior atterns&

%c-inse's /+S "rame0ork: ?*35s structured (" Mc@inse"

are strate!") structure) s"stems) st"le) staff) shared #aluesand s$ills&

perational approach: This aroach draws to!ether thedifferent concets) rinciles) techni:ues and $nowled!e

from other fields and from different t"es of mana!erialaroaches&


introduction to management 1215326219522343 9

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