Introduction To Management
Introduction To Management
Introduction To Management
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Recommended Text & Reference Books:
1. FUNDAMENTALS OF MANAGEMENT
Essential Concepts & Applications
By: Robbins, Decenzo
5. MANAGEMENT
The New Competitive Landscape
By: Bateman, Snell
12. MANAGEMENT
A global Perspective
By: Weihrich, Koontz
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Course outline overview
Note: The following chapters are randomly selected due to their relevance
and importance to BBA first semester level.
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Definition
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Management Defined
Management is the process of achieving goals and objectives
1 effectively and efficiently through and with the people.
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Management Defined Cont’d
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These definitions when expanded have these
implications:
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Elements of definition
• Process - represents ongoing functions or primary activities engaged in by
managers
• Efficiency - getting the most output from the least amount of inputs
• “doing things right”
• concerned with means
• Achieving the objectives in time
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Efficiency and Effectiveness
Means Ends
Efficiency Effectiveness
Goals
Goal Attainment
Resource Usage
Low High
Waste Attainment
FOM 1.9
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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 fundamental
principles discovered.
Art uses the known rules and principles and uses the skill, expertise, wisdom,
experience to achieve the desired result.
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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Principles of Management
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Fayol’s Principles of Management
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14 Principles of Henri Fayol
1. Division of Labor
Work of all kinds must be divided & subdivided and allotted to various persons according
to their expertise in a particular area.
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14 Principles of Henri Fayol Cont’d
3. Unity of Command
A sub-ordinate should receive orders and be accountable to one and only one boss at a time.
4. Unity of Direction
People engaged in the same kind of business or same kind of activities must have the same
objectives in a single plan.
Without unity of direction, unity of action cannot be achieved.
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14 Principles of Henri Fayol Cont’d
5. Equity
Equity means combination of fairness, kindness & justice.
The employees should be treated with kindness & equity if devotion is expected of them.
6. Order
This principle is concerned with proper & systematic arrangement of things and people.
Arrangement of things is called material order and placement of people is called social
order.
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14 Principles of Henri Fayol Cont’d
7. Discipline
Discipline means sincerity, obedience, respect of authority & observance of rules and
regulations of the enterprise.
Subordinate should respect their superiors and obey their order.
8. Initiative
Initiative means eagerness to initiate actions without being asked to do so.
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14 Principles of Henri Fayol Cont’d
9. Remuneration
Remuneration to be paid to the workers should be fair, reasonable, satisfactory &
rewarding of the efforts.
It should accord satisfaction to both employer and the employees.
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14 Principles of Henri Fayol Cont’d
11. Scalar Chain
Scalar chain is the chain of superiors ranging from the ultimate authority to the
lowest.
Communications should follow this chain. However, if following the chain
creates delays, cross-communications can be allowed if agreed to by all
parties and superiors are kept informed.
The interests of any one employee or group of employees should not take
precedence over the interests of the organization as a whole.
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14 Principles of Henri Fayol Cont’d
13. Espirit De’ Corps
It refers to team spirit i.e. harmony in the work groups and mutual understanding among
the members.
Espirit De’ Corps inspires workers to work harder.
14. Centralization
Centralization refers to the degree to which subordinates are involved in decision making.
Whether decision making is centralized (to management) or decentralized (to
subordinates) is a question of proper proportion. The task is to find the optimum
degree of centralization for each situation.
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• Theory X and Y Douglas McGregor
Theory X Theory Y
• Average worker is lazy • Workers are not inherently lazy
• Dislikes work • Do not naturally dislike work
• Will try to do as little as possible• If given the opportunity, will do what
• Have little ambition and avoid
is good for the organization.
responsibility
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Basics of Management
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Organization
Organizations are groups of people, with ideas and resources, working
toward common goals.
OR
A systematic arrangement of people brought together to accomplish some
specific purpose is called organization.
Characteristics of Organization
Deliberate
Distinct Purpose
Structure
People
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Manager
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Managerial skills
Managerial Skills
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Managerial skills Cont’d
Conceptual skills:
• This refers to the ability to think and conceptualize abstract
situations. These abilities are required for making complex
decisions.
In short it is:
• The mental capacity to develop plans, strategies and vision
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Managerial skills Cont’d
Technical skills:
• These skills include the knowledge, abilities of and proficiency in
activities involving methods, processes and procedures in the
relevant fields as accounting, engineering, manufacturing etc.
Or in short:
• The ability to use the knowledge or techniques of a particular
discipline to attain ends
Design skills:
• These skills enable a manager to handle and solve any kind of
unforeseen or actual problems, that may crop up in the
organization. Such problems could arise due to internal factors or
external factors and/or both.
In short it is:
• The problem solving skill
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Managerial skills Cont’d
Communication skills:
• The abilities of exchanging ideas and information effectively. To
understand others and let others understand comprehensively.
Leadership skills
• The abilities to influence other people to achieve the common
goal.
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Skill distribution at various management levels
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Roles of manager
Role: a set of expectation for one’s behavior
Roles of Manager
Decisional Informational
Interpersonal
• Entrepreneur
• Figurehead • Monitor
• Disturbance handler
• Leader • Disseminator
• Resource allocator
• Liaison • Spokesperson
• Negotiator
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Roles of manager Cont’d
A: Inter-personal Role
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Roles of manager Cont’d
B: Decisional Role:
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Roles of manager Cont’d
Informational role:
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Functions of management
1 Planning is the process of setting goals, and charting the best way of action for
Planning achieving the goals. This function also includes, considering the various steps to
be taken to encourage the necessary levels of change and innovation.
3 A: Staffing is the process of filling the positions in the organization and keeping
them filled.
Staffing B: Staffing is the process of recruiting and selecting the right person for the right
job at the right time in the right place.
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Levels of management
1. Top Level:
• Top management sets the mission and goals, develops policies, evaluates the
overall performance of various departments, responsible for the business as a
whole and is concerned mainly with long-term planning
2. Middle Level:
• Middle level management develops departmental goals, executes the policies,
plans and strategies determined by top management , develops medium- term
plans and supervises and coordinate lower-level managers’ activities
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Levels of management
Top
Management
President, CEO,
Executive
Vice Presidents
Middle Management
Plant Managers, Division Managers,
Department Managers
First-Line Management
Foreman, Supervisors, Office Managers
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Most
Least
Important
Important
Planning
each level
Organizing
Top
Staffing
Managers
Directing
Controlling
Planning
Organizing
Staffing
Middle
Managers
Directing
Controlling
Planning
Organizing
Staffing
Managers
First-Line
Importance of management functions to managers in
Directing
Controlling
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