Fundamental of

management
• Management :
an environment in which individuals, working together in groups, efficiently
accomplish selected aims. Management process is a process of planning, controlling, organizing and
leading execution of any type of activity, such as: It is a process of designing and maintaining
• Manager :
Managers have an overall aim of ensuring that everything that needs to be done
within an organization is done on time and to an appropriate standard. They are usually given
authority in the organization, which will enable them to ensure that staff follows their instructions
• Function and Responsibilities of Manager
The function of a manager, as determined by following includes:
• Planning.
Selecting objectives and the programs and procedures for achieving the objectives of the
organization.
• Organizing.
Providing the resources to carry out the activities of the organizations and grouping tasks
which need to be performed to achieve
organizational goals.
• Coordination.
Unifying and harmonising the activities of individuals and groups to achieve organizational
objectives. Management needs to reconcile any differences by making individuals aware of
how their work is contributing to the goals of the overall organization.
• Commanding
Giving instructions to subordinates to carry out tasks over which the manager has authority
for decisions and responsibility for performance.
• controlling.
Measuring activities to ensure performance is in accordance with plans and any deviations
are identified and corrected.

• Power :
is the capacity to exert influence to make someone act according to your
own preferences.
Types of power
French and Raven identified five possible bases of a leader's power:
 • Reward power
a person has power over another because he can give rewards to him such as promotions,
recommendations or answers to questions.
• Coercive power
enables a person to give punishments to others: for example, to dismiss, suspend,
reprimand them, or make them carry out unpleasant tasks.
• Referent power
based upon the identification with the person who has charisma, or the desire to be like
that person. It could be regarded as 'imitative' power which is often seen in the way children
imitate their parents
• expert power
Expert power is based upon one person perceiving that another person has expert knowledge
and is a recognized authority.
• Legitimate power
Legitimate power is based on agreement and commonly held values which allow one
person to have power over another e.g., one who has been formally appointed or
designated the group leade

• Who is a Leader and types of Leader

• leader
Some leaders are elected – in politics and trade unions. Other leaders emerge by popular
choice and through their personal drive and qualities. Within an organization a manager is
appointed to a position of authority Leadership is a function of the position.

Various types of leader have been identified. The most important ones are:
• The charismatic leader
whose influence springs mainly from personality.
• The traditional leader
whose influence stems from social prejudice, such as the man at the head of the family.
• The situational leader
whose influence can only be effective by being in the right place at the right time.
• The appointed leader
 whose influence arises directly from a position/status, e.g. most managers and supervisors.
This is the bureaucratic type of leadership, where legitimate power springs from the nature
and scope of the position within the hierarchy.
• The functional leader
who secures the position by doing what he or she does well.
• Authority:
The right to exercise powers such as hiring and firing or buying and selling on behalf of the
organization; the right that an individual has to require certain actions of others; the right to
do or act.

• Types of authorityT
• Formal
where the organization bestows the authority upon the individual by means of his job title and
the reporting relationships specified.
• Technical
where the authority arises due to personal skills or special knowledge or training. Here the
authority exists only within the scope of that special knowledge or skill.

• Scientific management (Taylor)

Taylor recoganized that if specialized knowledge and skills were concentrated in the hands of well-
trained and able employees, there would be an improvement in productivity. He therefore broke jobs
down into separate functions and then gave each function to an individual .

• Division of work and specialization should be encouraged since it leads to greater

productivity . Authority to issue commands should be accompanied by responsibility.
• Leadership, good leadership should be provided.
• Unity of command. There should be one person responsible to one boss. Wherever
possible , to one superior. Divided authority and responsibility complicates delegation of
duties, responsibilities and authority.
• Unity of direction. A single plan should be laid down for all employees engaged in the same
work activities. In other words , one head and one plan for a group of activities with the same
objective.
• Remuneration. The system of reward should be related where possible to the individual's
wants and needs. Pay should be fair to
• Centralization. This is always present to a greater or lesser degree. The degree of
centralization or decentralization should vary according to the circumstances of the
organization.
 • Scalar chain A clear line of authority is necessary to ensure that managers know who can
delegate to them, who they can delegate to, and to whom they are accountable to them, who
they an delegation, and to whom they are accountable
• Order. There should be a place for everything and everything in its place. In order to minimize
lost time and unnecessary handling of materials, it is essential to have material order and
social order in an organization.
• Equity. A combination of kindliness and justice is required in
dealing with employees.
• Subordination of individual interests to the general interest. The interests and goals of
individual members of the organization should be subservient to the overall organizational
goals
• Stability of tenure of personnel. Successful businesses require stability of tenure as far as
management is concerned. People need to be given time to settle into their jobs and
management should avoid a 'hire and fire' mentality.
• Initiative. All employees should be given the opportunity to use their initiative. All staff need
to be encouraged to show initiative within their limits of authority.
• Esprit de corps. It is the task of management to foster esprit de corps, that is, to encourage
harmony and teamwork.

• Classification of managers
• First-line managers (or line manager) are at the lowest level of management who manage
single product, activity or a department.
• Middle managers are managers between the first-line level and the top level managers.
These managers manage the work of first-line managers and may have titles such as project
leader or division manager etc.
• Top managers are responsible for making organization-wide decisions and establishing the
plans and goals that affect the entire organization.

• Human Relations Management

• Mayo
Mayo’s team was concerned with fatigue and its effects on output. When they increased the
lighting in one work area, output increased. But when the team took away the extra lights, the
output increased again! Clearly it was not the lights which were the cause. Mayo had hit on the
‘experimenter effect’ – the influence of scientists on the workforce.
• Maslow's hierarchy of needs
Each individual has a set of needs which can be arranged in a hierarchy (as above). The lowest
needs must be satisfied first. Only then do the next become available for management to use
in motivating.
• Herzberg
Hertzberg believed that only motivators can move employees to action: the hygiene factors
cannot. They can only prevent dissatisfaction. In order to motivate the workforce management
must avoid dissatisfaction and put in place motivators to encourage the staff

User
Describe the four core functions that every manager needs to fulfil
ChatGPT
Managers play a crucial role in organizations by performing various functions to ensure
effective and efficient operations. The four core functions commonly attributed to managers
are often described as planning, organizing, leading, and controlling. These functions are part
of the management process and are interrelated, with each contributing to the overall success
of the organization. Here's a brief overview of each:

Planning:

Definition: Planning involves setting organizational goals, defining strategies to achieve those
goals, and outlining the actions required.
Key Activities:
Establishing objectives and goals.
Developing plans and strategies to achieve objectives.
Anticipating and preparing for potential challenges.
Organizing:

Definition: Organizing is the process of arranging resources, tasks, and people to implement
the plans successfully.
Key Activities:
Allocating resources (human, financial, and physical).
Defining roles and responsibilities.
Establishing communication channels and workflows.
Leading (or Directing):

Definition: Leading involves guiding and motivating individuals or teams to achieve

organizational goals.
Key Activities:
Providing direction and vision.
Motivating and inspiring employees.
Communicating effectively.
Resolving conflicts and facilitating teamwork.
Controlling:

Definition: Controlling is the process of monitoring, evaluating, and adjusting activities to

ensure that organizational goals are being achieved.
Key Activities:
Setting performance standards.
Monitoring progress and comparing it to established standards.
Taking corrective actions when necessary.
Evaluating and adjusting plans and strategies.
These functions are often depicted as a continuous cycle, as successful management requires
an ongoing and dynamic approach to adapt to changing circumstances. While these four
functions provide a framework for managerial responsibilities, it's important to note that
managerial roles may vary based on the organization's size, industry, and specific needs.
Effective managers integrate these functions to lead their teams and organizations toward
success.

User
Leadership and management have often been mistaken as the same thing, but in essence they
are
very different. Explain briefly
ChatGPT
While leadership and management are related concepts and often overlap, they
fundamentally involve distinct sets of skills, perspectives, and functions within an
organizational context. Here's a brief explanation of the key differences:

Goal Orientation:

Management: Managers are primarily concerned with planning, organizing, and controlling
resources to achieve specific, predetermined objectives. They focus on efficiency, processes,
and the implementation of plans.
Leadership: Leaders are more concerned with inspiring and influencing others to achieve a
shared vision or purpose. They focus on innovation, inspiration, and guiding people toward
common goals.
Focus on People vs. Tasks:

Management: Managers typically focus on tasks, processes, and the efficient allocation of
resources. Their emphasis is on organizing and coordinating activities to meet established
goals.
Leadership: Leaders focus on people, their motivations, and their development. They inspire,
empower, and align individuals or teams to contribute to a broader vision or mission.
Decision-Making:

Management: Managers are often involved in decision-making based on established policies,

procedures, and guidelines. Their decisions aim to maintain stability and control within the
organization.
Leadership: Leaders may be involved in strategic decision-making, often navigating uncertainty
and inspiring change. They are more inclined to take risks and explore new possibilities.
Authority and Influence:

Management: Authority in management is often derived from organizational positions and

formal roles. Managers have the power to enforce rules and regulations.
Leadership: Influence is a key aspect of leadership. Leaders may not necessarily hold formal
positions of authority but can inspire and influence others through their personal qualities,
vision, and charisma.
Time Horizon:

Management: Managers typically have a shorter time horizon, focusing on the immediate and
near-term goals to ensure operational efficiency.
Leadership: Leaders often have a longer time horizon, envisioning and working towards the
future. They focus on long-term strategic goals and the overall direction of the organization.
In summary, while there is some overlap between leadership and management, the two
concepts involve different approaches, skills, and priorities. Effective organizations benefit
from a balance of both leadership and management, recognizing the unique contributions
each makes to achieving success.

User
answer for 5 numbers
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User
Discuss the stages of team development
ChatGPT
Team development typically goes through various stages as the group forms, matures, and
achieves its objectives. One widely accepted model describing these stages is Bruce W.
Tuckman's "Forming, Storming, Norming, Performing, and Adjourning" model. Here's an
overview of each stage:

Forming:

Characteristics: In the forming stage, team members are introduced, and they get to know
each other. There's a focus on defining the team's purpose, objectives, and roles. Members
may be polite and tentative in their interactions.
Challenges: Uncertainty, dependence on the leader for guidance.
Storming:

Characteristics: In the storming stage, conflicts and differences in opinions emerge. Team
members may challenge each other, and there may be power struggles. This is a crucial stage
for the team to establish its identity and resolve conflicts.
Challenges: Conflicts, lack of cohesion, resistance to authority.
Norming:

Characteristics: During the norming stage, the team begins to resolve conflicts, establish
norms, and develop a sense of unity. Roles and responsibilities become clearer, and members
start to collaborate more effectively.
Challenges: Balancing individual and team goals, establishing norms.
Performing:

Characteristics: The performing stage is characterized by high levels of cooperation, trust, and
productivity. The team operates smoothly, and members are focused on achieving their
common goals. Individual skills and strengths are utilized for the benefit of the team.
Challenges: Complacency, potential for burnout.
Adjourning (or Mourning):

Characteristics: In this final stage, the team disbands, either because the project is complete or
due to other reasons. There may be a mix of emotions as members reflect on their
accomplishments and the ending of their collaboration.
Challenges: Dealing with the emotions of closure, acknowledging contributions.
It's important to note that teams may not always progress through these stages linearly, and
they might revisit earlier stages, especially during significant changes or challenges.
Additionally, not all teams reach the performing stage, and some may disband before
achieving full maturity. Effective leadership, clear communication, and team-building activities
can facilitate a smoother transition through these stages and enhance overall team
effectiveness.

User
Describe the importance of management by objectives
ChatGPT
Management by Objectives (MBO) is a management philosophy and approach that
emphasizes setting clear and specific objectives for individuals and teams to improve
organizational performance. The importance of Management by Objectives lies in several key
aspects:

Clarity of Goals:

MBO provides a systematic framework for setting clear and specific objectives. This clarity
ensures that everyone in the organization understands what is expected of them, promoting a
shared understanding of organizational goals.
Alignment with Organizational Objectives:

MBO ensures that individual and team objectives are aligned with the overall goals and
objectives of the organization. This alignment helps in focusing efforts toward the
achievement of broader strategic priorities.
Employee Motivation and Engagement:

By involving employees in the goal-setting process, MBO fosters a sense of ownership and
commitment. When individuals have a direct role in defining their objectives, they are more
likely to be motivated, engaged, and accountable for their performance.
Performance Evaluation and Feedback:

MBO provides a basis for evaluating individual and team performance. Objectives serve as
measurable benchmarks against which actual performance can be compared. Regular
feedback and performance reviews help employees understand their progress and areas for
improvement.
Improved Communication:

The MBO process requires effective communication between managers and employees.
Through ongoing discussions about objectives, progress, and challenges, communication
channels are opened, fostering a more collaborative and transparent work environment.
Enhanced Organizational Performance:

MBO contributes to improved organizational performance by aligning individual efforts with

strategic objectives. When everyone is working toward common goals, the organization is
more likely to achieve success and adapt to changing conditions.
Flexibility and Adaptability:

MBO allows for flexibility in adapting to changing circumstances. If objectives become

obsolete or need adjustment due to shifts in the business environment, the MBO process
allows for timely modifications to ensure continued relevance.
Professional Development:

Through the identification of individual and team objectives, MBO supports professional
development. Employees can identify areas for skill improvement and career growth, and
managers can provide resources and support to facilitate this development.
Continuous Improvement:

MBO promotes a culture of continuous improvement. Regular assessments and adjustments

to objectives allow organizations to learn from experience, make necessary changes, and
evolve in response to both internal and external factors.
In summary, Management by Objectives is important because it provides a structured and
collaborative approach to goal-setting, performance management, and organizational success.
It aligns individual efforts with overall objectives, enhances communication, and promotes a
results-oriented culture within the organization.