This document provides an overview of management concepts and the evolution of management theories. It defines management as the process of planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals. The key points made in the document are:
1) Management is a goal-oriented, universal, continuous process that is both an art and a science. It involves integrating individual and organizational goals.
2) The functions of management include planning, organizing, staffing, directing, and controlling. Planning involves deciding goals and courses of action, organizing is setting up the organizational structure, staffing is recruiting employees, directing is guiding employees, and controlling is monitoring progress.
3) Management occurs at multiple levels including top
This document provides an overview of management concepts including:
- The difference between managers and operative employees and the three levels of managers.
- The four primary processes of management: planning, organizing, leading, and controlling.
- Mintzberg's 10 managerial roles including interpersonal, informational, and decisional roles.
- The four general skills necessary for managers: conceptual skills, interpersonal skills, technical skills, and political skills.
- Why the study of management is important as we will all either manage or be managed at some point in our careers.
This document provides an overview of management principles from a textbook. It defines management and what managers do, including planning, organizing, leading and controlling organizational resources and activities. It describes six core managerial competencies: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. It also outlines different management levels from top to first-line managers and their respective roles and skills.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
Principles of Management-BBA-1-SEM-Unit-1 Osmania UniversityBalasri Kamarapu
This document provides an overview of principles of management. It discusses key topics such as the definition of management, nature of management, scope of management, management functions, managerial skills, levels of management, and functions of management including planning, organizing, staffing, directing, and controlling.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
This document provides an overview of management concepts including:
- The difference between managers and operative employees and the three levels of managers.
- The four primary processes of management: planning, organizing, leading, and controlling.
- Mintzberg's 10 managerial roles including interpersonal, informational, and decisional roles.
- The four general skills necessary for managers: conceptual skills, interpersonal skills, technical skills, and political skills.
- Why the study of management is important as we will all either manage or be managed at some point in our careers.
This document provides an overview of management principles from a textbook. It defines management and what managers do, including planning, organizing, leading and controlling organizational resources and activities. It describes six core managerial competencies: communication, planning and administration, teamwork, strategic action, multicultural awareness, and self-management. It also outlines different management levels from top to first-line managers and their respective roles and skills.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
Principles of Management-BBA-1-SEM-Unit-1 Osmania UniversityBalasri Kamarapu
This document provides an overview of principles of management. It discusses key topics such as the definition of management, nature of management, scope of management, management functions, managerial skills, levels of management, and functions of management including planning, organizing, staffing, directing, and controlling.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
The document discusses the historical evolution of management approaches from classical to modern theories. It covers classical approaches like scientific management which emphasized efficient work methods. Next it discusses administrative management which focused on managing the entire organization. The human relations movement highlighted the importance of human behavior and motivation, as shown through the Hawthorne Studies. Finally, behavioral science and quality management introduced a more holistic and contingency-based view of organizational management.
Fundamentals of Management Lecture, chapter 1 Farhad Khan
This chapter discusses the key roles and responsibilities of managers. It defines management as carrying out four main functions: planning and decision making, organizing, leading, and controlling resources. Managers at different levels (top, middle, lower) focus on varied tasks. Effective management requires strong interpersonal, informational, and decisional skills. While management draws on science through analytical techniques, it is also considered an art as managers rely on experience and judgment to solve problems.
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document provides an overview of key concepts in business management including definitions of management, characteristics of management, functions of management, levels of management, and theories of management such as scientific management and McGregor's Theory X and Theory Y. It also discusses concepts such as planning, organizing, decision making, strategy and strategic planning. Specific topics covered include the planning process, types of plans, organizing formal and informal organizations, departmentation structures, and the organizing process.
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
Management thought developed from practical experience and was later influenced by other fields of study. Early theories included pre-scientific approaches, classical theories from Taylor, Fayol and Weber, and behavioral theories focusing on human and social factors. Modern theories view organizations dynamically and respond to environmental changes. They include quantitative analysis, systems thinking, contingency approaches accounting for different situations, and operational theories examining organizational processes.
This document discusses various managerial skills. Conceptual skills involve visualization, analysis, innovation, and problem identification. These skills are most important for top-level managers. Human relations skills include interpersonal skills, communication, motivation, and team building, which are crucial at all levels of management. Technical skills refer to using equipment and performing specific tasks, which are most important for operational-level managers.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Controlling is the process of ensuring that all activities are carried out according to the plan. It has the objectives of making the organization effective, motivating employees, providing feedback, and fixing responsibility. The process of controlling involves setting standards and benchmarks, monitoring performance, and correcting any deviations. It is important as it helps achieve objectives, improves coordination, facilitates decision making, and improves employee morale. Traditional controlling techniques include personal observations and statistical data, while modern techniques include return on investment and total quality management.
The document discusses the different types and roles of managers. It describes top managers who make organization-wide decisions, middle managers who oversee first-line managers, and first-line managers who directly manage non-managerial employees. Ten managerial roles are identified relating to interpersonal relationships, information transfer, and decision-making. Managerial skills include technical skills for job tasks, human skills for working with people, and conceptual skills for strategic thinking.
Coordination involves harmonizing all activities of an organization to facilitate its working and success. The key principles of coordination include direct personal contact, early coordination during planning, reciprocity between interdependent factors, and continuity as an ongoing process. Coordination is a basic management responsibility that requires unity of purpose and continuous effort, especially in group work. Effective coordination techniques include sound planning, simplified organization structures, committees to address interdepartmental issues, self-coordination through horizontal communication, effective leadership and communication, and use of the chain of command. Barriers to coordination can arise from issues like competition, threats to autonomy, disagreements, differing expectations, lack of trust, perceived costs and benefits, unilateral actions, staff turnover, and poor
INTRODUCTION TO MANAGEMENT (For B.Tech Students)S.Vijaya Bhaskar
This document provides an overview of management concepts including:
- Definitions of management from various scholars and its key characteristics.
- The three levels of management - top, middle, and lower.
- The five main functions of management - planning, organizing, staffing, directing, and controlling.
- Principles of management from Henry Fayol and Frederick Taylor including division of labor, authority and responsibility, unity of command, and scientific selection of employees.
- Maslow's hierarchy of needs theory and different leadership styles like autocratic, democratic, and laissez-faire.
It covers fundamental management topics in a comprehensive yet concise manner suitable for an introductory management course.
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
The document discusses various managerial skills including technical, human relations, conceptual, analytical, decision-making, digital, and communication skills. It explains that different levels of managers require different skill sets, with technical skills being most important for first-level managers and conceptual skills being most important for top-level managers. Overall, the document provides an overview of the key skills necessary for successful management at different levels within an organization.
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.
This document provides an overview of directing as the heart of the managerial process. It discusses the meaning and importance of directing, elements of direction including supervision, motivation, leadership, and communication. Supervision involves assuring work is done as planned and instructing subordinates. Motivation encourages employees to work toward goals. Leadership influences people to achieve objectives willingly. Effective communication is also essential. The document contrasts management and leadership, describing managers as focusing on planning and controlling while leaders inspire and influence people. Different styles of leadership are discussed like autocratic, democratic, and laissez-faire.
Fayol developed 14 principles of management based on his experience as a mining engineer and manager. Some of the key principles included division of work, where specialization increases efficiency; authority and responsibility, where managers must have authority to give orders but also be responsible; and unity of command and direction, where employees should receive instructions from one supervisor and teams should work under one manager. Other principles focused on discipline, fair remuneration, order, stability of personnel, and initiative. Overall, Fayol's principles aimed to provide structure and guidelines to effectively manage organizations.
Ppt 01 introduction to international businessPadmini Agrawal
This document provides an introduction to international business. It defines international business as economic transactions that occur across national boundaries between two countries. It discusses several theories of international trade and factors that influence international business such as different legal, political, and social environments between countries. The document also lists assignments for students and references for further reading on international business.
Management involves planning, organizing, directing, and controlling organizational activities and resources to achieve goals. Scientific management theories developed methods for breaking down jobs and setting productivity standards, while classical theories identified key management functions and principles. Later, the human relations movement emphasized that non-financial rewards and good working conditions motivate employees through satisfying informal work groups. Current approaches integrate multiple factors in managing complex organizations.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
Controlling is one of the four main management functions and involves measuring performance, comparing results to objectives and standards, and taking corrective action. There are several types of organizational control systems, including performance appraisals, compensation systems, employee discipline, and information systems. Effective controls are strategic, understandable, encourage self-control, timely, and flexible.
The document discusses the historical evolution of management approaches from classical to modern theories. It covers classical approaches like scientific management which emphasized efficient work methods. Next it discusses administrative management which focused on managing the entire organization. The human relations movement highlighted the importance of human behavior and motivation, as shown through the Hawthorne Studies. Finally, behavioral science and quality management introduced a more holistic and contingency-based view of organizational management.
Fundamentals of Management Lecture, chapter 1 Farhad Khan
This chapter discusses the key roles and responsibilities of managers. It defines management as carrying out four main functions: planning and decision making, organizing, leading, and controlling resources. Managers at different levels (top, middle, lower) focus on varied tasks. Effective management requires strong interpersonal, informational, and decisional skills. While management draws on science through analytical techniques, it is also considered an art as managers rely on experience and judgment to solve problems.
This document discusses the fundamentals of organizing, including its nature, importance, and process. It defines organizing as identifying and grouping work to be performed, defining responsibilities, and establishing relationships to enable efficient work. Organizing involves differentiating and integrating units through specialized tasks and coordination. An effective organization has groups working toward common objectives through divided work and cooperation, with central authority, communication, rules, and a dynamic structure. Organizing is important as it facilitates administration, encourages growth and innovation, optimizes technology use, and ensures continuity through coordination. The process of organizing involves identifying activities, grouping them, assigning duties, and delegating appropriate authority.
This document provides an overview of key concepts in business management including definitions of management, characteristics of management, functions of management, levels of management, and theories of management such as scientific management and McGregor's Theory X and Theory Y. It also discusses concepts such as planning, organizing, decision making, strategy and strategic planning. Specific topics covered include the planning process, types of plans, organizing formal and informal organizations, departmentation structures, and the organizing process.
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
Management thought developed from practical experience and was later influenced by other fields of study. Early theories included pre-scientific approaches, classical theories from Taylor, Fayol and Weber, and behavioral theories focusing on human and social factors. Modern theories view organizations dynamically and respond to environmental changes. They include quantitative analysis, systems thinking, contingency approaches accounting for different situations, and operational theories examining organizational processes.
This document discusses various managerial skills. Conceptual skills involve visualization, analysis, innovation, and problem identification. These skills are most important for top-level managers. Human relations skills include interpersonal skills, communication, motivation, and team building, which are crucial at all levels of management. Technical skills refer to using equipment and performing specific tasks, which are most important for operational-level managers.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Controlling is the process of ensuring that all activities are carried out according to the plan. It has the objectives of making the organization effective, motivating employees, providing feedback, and fixing responsibility. The process of controlling involves setting standards and benchmarks, monitoring performance, and correcting any deviations. It is important as it helps achieve objectives, improves coordination, facilitates decision making, and improves employee morale. Traditional controlling techniques include personal observations and statistical data, while modern techniques include return on investment and total quality management.
The document discusses the different types and roles of managers. It describes top managers who make organization-wide decisions, middle managers who oversee first-line managers, and first-line managers who directly manage non-managerial employees. Ten managerial roles are identified relating to interpersonal relationships, information transfer, and decision-making. Managerial skills include technical skills for job tasks, human skills for working with people, and conceptual skills for strategic thinking.
Coordination involves harmonizing all activities of an organization to facilitate its working and success. The key principles of coordination include direct personal contact, early coordination during planning, reciprocity between interdependent factors, and continuity as an ongoing process. Coordination is a basic management responsibility that requires unity of purpose and continuous effort, especially in group work. Effective coordination techniques include sound planning, simplified organization structures, committees to address interdepartmental issues, self-coordination through horizontal communication, effective leadership and communication, and use of the chain of command. Barriers to coordination can arise from issues like competition, threats to autonomy, disagreements, differing expectations, lack of trust, perceived costs and benefits, unilateral actions, staff turnover, and poor
INTRODUCTION TO MANAGEMENT (For B.Tech Students)S.Vijaya Bhaskar
This document provides an overview of management concepts including:
- Definitions of management from various scholars and its key characteristics.
- The three levels of management - top, middle, and lower.
- The five main functions of management - planning, organizing, staffing, directing, and controlling.
- Principles of management from Henry Fayol and Frederick Taylor including division of labor, authority and responsibility, unity of command, and scientific selection of employees.
- Maslow's hierarchy of needs theory and different leadership styles like autocratic, democratic, and laissez-faire.
It covers fundamental management topics in a comprehensive yet concise manner suitable for an introductory management course.
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
The document discusses various managerial skills including technical, human relations, conceptual, analytical, decision-making, digital, and communication skills. It explains that different levels of managers require different skill sets, with technical skills being most important for first-level managers and conceptual skills being most important for top-level managers. Overall, the document provides an overview of the key skills necessary for successful management at different levels within an organization.
This document discusses delegation of authority and decentralization. It defines delegation as assigning work to others with adequate decision-making authority. Delegation provides advantages like saving time and developing subordinates. Effective delegation requires determining what to delegate, clear communication, and accountability. Decentralization means different sections perform activities independently within a department, providing benefits like efficiency but risks like duplicate work. Both delegation and decentralization involve distributing authority throughout an organization.
This document provides an overview of directing as the heart of the managerial process. It discusses the meaning and importance of directing, elements of direction including supervision, motivation, leadership, and communication. Supervision involves assuring work is done as planned and instructing subordinates. Motivation encourages employees to work toward goals. Leadership influences people to achieve objectives willingly. Effective communication is also essential. The document contrasts management and leadership, describing managers as focusing on planning and controlling while leaders inspire and influence people. Different styles of leadership are discussed like autocratic, democratic, and laissez-faire.
Fayol developed 14 principles of management based on his experience as a mining engineer and manager. Some of the key principles included division of work, where specialization increases efficiency; authority and responsibility, where managers must have authority to give orders but also be responsible; and unity of command and direction, where employees should receive instructions from one supervisor and teams should work under one manager. Other principles focused on discipline, fair remuneration, order, stability of personnel, and initiative. Overall, Fayol's principles aimed to provide structure and guidelines to effectively manage organizations.
Ppt 01 introduction to international businessPadmini Agrawal
This document provides an introduction to international business. It defines international business as economic transactions that occur across national boundaries between two countries. It discusses several theories of international trade and factors that influence international business such as different legal, political, and social environments between countries. The document also lists assignments for students and references for further reading on international business.
Management involves planning, organizing, directing, and controlling organizational activities and resources to achieve goals. Scientific management theories developed methods for breaking down jobs and setting productivity standards, while classical theories identified key management functions and principles. Later, the human relations movement emphasized that non-financial rewards and good working conditions motivate employees through satisfying informal work groups. Current approaches integrate multiple factors in managing complex organizations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
This document provides an overview of international business. It defines international business as commercial transactions that occur across country borders, including sales, investments, and transportation between two or more countries. Some key aspects covered include:
- The different types of international business transactions like export-import trade, foreign direct investment, licensing, franchising, and management contracts.
- The various components of the international business environment such as the economic, legal, political, social, and cultural environments countries operate within.
- Recent changes in international business like the acceleration of globalization and regionalization through trading blocs.
- The benefits of globalization for increasing employment, income, production, and consumption on a global scale.
This document discusses process management. It defines key terms like value-creation processes, support processes, design for manufacturability, process control, process improvement techniques like kaizen and benchmarking. The document emphasizes that continuous process improvement is important to enhance customer satisfaction and that companies should benchmark best practices of industry leaders.
Management involves planning, organizing, staffing, directing, and controlling to accomplish organizational goals through a group of people. It is a continuous social process that coordinates work activities. Effective management utilizes resources to develop innovations, integrate interests, and provide stability. Over time, management evolved from a strict, top-down approach to focus more on strategic planning, quality, technology, and human factors through various theories. Managers require technical, human, and conceptual skills to fulfill interpersonal, informational, and decision-making roles within legal and ethical boundaries.
The document introduces key concepts in business management including the role of businesses, adding value, opportunity cost, division of labor, and business functions. It discusses the primary, secondary, tertiary, and quaternary sectors of the economy and how sectors change over time. The roles of entrepreneurship and intrapreneurship are covered. Considerations for starting a new business like costs, factors to evaluate, reasons for starting, and challenges are outlined. Elements of an effective business plan are also mentioned.
Operations management concerns the processes involved in converting inputs like resources, materials, and labor into outputs in the form of goods and services. It aims to design, oversee, and improve these systems. Key components of an operating system include inputs, processes to transform inputs, and outputs. Important decisions in operations management relate to strategy, production, processes, facilities, workforce and inventory management, quality control, scheduling, and maintenance. Both manufacturing and service organizations must effectively manage operations, though their outputs differ. Competition is a main driver, and efficiency is key to gaining competitive advantage through operations.
The document defines key terms related to management including organization, managers, and the management process. It discusses different levels of managers from first-line to top managers. It also summarizes that management involves getting work done through others effectively and efficiently. The management processes of planning, organizing, leading, and controlling are outlined. Finally, it discusses whether the manager's job is universal and skills important for managers.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Motivation theories like Maslow's hierarchy of needs, Herzberg's two-factor theory, and McGregor's theory X and Y are discussed. Maslow's hierarchy proposes that lower level needs must be satisfied before higher level needs emerge. Herzberg's theory differentiates between hygiene and motivation factors. McGregor's theory X assumes workers dislike work while theory Y assumes they can be self-directed. Various motivational techniques used by organizations are based on findings from such theories. Motivation is necessary to achieve organizational goals and keep employees committed.
The document discusses the principles of management as defined by several management theorists. It outlines 14 principles of management defined by Henri Fayol including division of work, authority and responsibility, discipline, unity of command, unity of direction, centralization, subordination of individual interests to the general interest, remuneration of personnel, scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps. The principles are guidelines that managers should follow to effectively manage an organization.
14 principles of management by Henri Fayoljean parungao
Henri Fayol was a French mining engineer and director who developed one of the earliest comprehensive theories of general management and administration in the late 19th/early 20th century. He identified six primary functions of management as planning, organizing, commanding, coordinating, controlling, and staffing. He also outlined fourteen principles of management including division of work, authority, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. His work was published in his 1916 book "Administration Industrielle et Générale" and helped establish the foundations of modern management.
U 2.3 ob bba-ii big five personality traits modelRai University
This document discusses the Big Five personality traits model. It describes the five traits - extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. For each trait, it explains how managers who are high or low on that trait tend to behave and their effectiveness as managers depending on situational factors. The document also briefly mentions self-esteem as another important personality trait.
Balance of payment is a systematic record of all economic transactions between a country and the rest of the world over a period of time, presented in a double-entry bookkeeping format. It includes credits for exports, services provided to foreign countries, and financial inflows; and debits for imports, services received from other countries, and financial outflows. A country has a balance of payments surplus if its credits exceed debits and a deficit if debits exceed credits. Countries use both monetary policies like adjusting exchange rates and non-monetary policies like promoting exports or restricting imports to address balance of payments deficits.
Introduction to the Business Management SystemDavid Olson
This is an overview of the conceptual design of the Business Management System. It includes some background information about where certain ideas and capabilities originated, an overview of each of the core tools in the system, and brief scenarios explaining how they can be used.
Managerial ethics and corporate social responsibilityKnight1040
Social responsibility is a firm’s obligation, beyond that required by law and economics, to pursue long-term goals that will enhance the welfare and interest of the society and the organization as well.
This document provides an overview and comparison of the BCG Growth-Share Matrix and GE 9-Cell Matrix portfolio analysis tools. The BCG Matrix uses industry growth rate and relative market share to categorize businesses into Stars, Cash Cows, Question Marks, and Dogs. It encourages viewing a firm as a collection of cash flows but oversimplifies some factors. The GE 9-Cell Matrix adds long-term industry attractiveness and business strength as dimensions, allowing intermediate rankings. It suggests investment priorities but provides no specific strategy guidance. Both tools have limitations around being static rather than dynamic analyses.
This document provides an overview of perspective management concepts from Prof. Jairaj Kochavara in August 2010. It includes lists of recommended books on management, basic definitions of key terms like organization, management, and manager. It also discusses the responsibilities and functions of managers in managing businesses, managers, workers, and time. The document outlines goals and forces that influence organizational behavior, important managerial competencies, and definitions of management and the interrelated functions of planning and controlling.
Concept of Management - Important ConceptHanshul Arya
Management is the process of getting things
done through others with the help of some basic
activities like planning ,organizing ,directing ,
coordinating and controlling.
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Your suggestions are welcome.
If require Presentation on any topic can contact me at Email ID- aryahanshul@gmail.com
UNIT - I: OVERVIEW OF MANAGEMENT: Concept – Definition; Nature - Process and
Significance of Management; Managerial Roles (Mintzberg) - Trends and challenges of
Management in Global Scenario; An Overview of Functional areas of Management –
Marketing – Finance – Production – HRM – IT and R&D.
This document provides an overview of management concepts, functional areas of management, and the development of management thought. It discusses key topics such as the nature, functions, and importance of management. It also summarizes Max Weber's bureaucratic model of management from the classical period of management thought and describes the main features of his model, including an administrative class, hierarchy, division of work, and official rules. Finally, it briefly outlines the neo-classical and modern periods of management theory development.
The main objectives of this course are to: 1. To conceptualize an idea about marketing and related terms 2. To provide insight about various forms and types of marketing 3. To analyze various components of marketing channels 4. To understand various concepts relating to consumer behavior 5. To introduce the components of marketing mix 6. To understand the importance of retailing in today’s context 7. To understand emerging marketing trends and regulatory mechanisms
"Essentials of Management" is a foundational subject that is commonly taught in various business-related degree programs such as BCom (Bachelor of Commerce), BBA (Bachelor of Business Administration), MBA (Master of Business Administration), and BCom (Honours) programs. This subject provides students with a comprehensive understanding of the fundamental principles, concepts, and practices of management in the context of business and organizational settings. The subject covers a wide range of topics related to planning, organizing, leading, and controlling various resources to achieve organizational goals effectively and efficiently. Here is a general overview of the topics covered under the subject:
Introduction to Management:
Definition of management and its significance.
Evolution of management theories and practices.
Role of managers in organizations.
Functions of Management:
Planning: Setting goals, objectives, and strategies for achieving them.
Organizing: Structuring resources and tasks to achieve goals.
Leading: Motivating, influencing, and guiding employees to work towards goals.
Controlling: Monitoring progress, measuring performance, and taking corrective actions.
Types of Management:
Strategic Management: Long-term planning and decision-making at the top level.
Tactical Management: Implementing strategies at the middle level for specific units or departments.
Operational Management: Day-to-day activities and processes to achieve operational efficiency.
Organizational Structure:
Different types of organizational structures (functional, divisional, matrix, etc.).
The concept of chain of command and delegation of authority.
Decision-Making:
The decision-making process and various models.
Factors influencing decision-making.
Leadership and Motivation:
Different leadership styles and their impact on teams.
Theories of motivation and their application in the workplace.
Communication:
Importance of effective communication in management.
Different communication channels and barriers.
Team Management:
Building and managing effective teams.
Conflict resolution and team dynamics.
Human Resource Management:
Recruitment, selection, training, and performance evaluation of employees.
Employee development and retention strategies.
Ethics and Social Responsibility:
Business ethics and ethical decision-making.
Role of businesses in society and corporate social responsibility.
Change Management:
Managing organizational change and resistance to change.
Techniques for successful change implementation.
Globalization and Diversity:
Managing in a global context.
Dealing with cultural diversity and cross-cultural communication.
The depth and emphasis on each of these topics may vary depending on the level of the program (BCom, BBA, MBA, BCom Honours) and the specific curriculum of the institution. Overall, the subject "Essentials of Management" provides students with a solid foundation in the principles and practices of effective management.
Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 I...MAHUA MUKHERJEE
This presentation includes - Calcutta University B.Com (H) Semester 1-Principles of Management Chapter 1 Introduction
An depth study of the principles of Taylor, Fayol , Mayo and Weber
This document provides an overview of management concepts and principles. It discusses management as an art, process, discipline, science, and emerging profession. It defines management and describes its nature, objectives, importance, levels, and functions. It distinguishes management from administration. It also outlines management skills and the roles and responsibilities of managers at different levels.
The document provides an introduction to management concepts. It discusses that management involves coordinating human efforts to achieve organizational goals. Management is defined as the process of planning, organizing, staffing, directing and controlling. The five functions of management are also described as planning, organizing, staffing, directing and controlling. It notes that management is a universal process that is needed in all organizations to coordinate individual and group efforts.
The document provides an overview of management and organizational behavior concepts. It discusses:
1. Definitions of management which emphasize coordinating activities to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling.
2. Principles of management proposed by theorists like Fayol and Taylor which focused on concepts like division of labor, authority, discipline and scientific selection of workers.
3. Management can be viewed as both an art and a science. As a science, principles and theories can be developed, while as an art, judgment is needed in applying principles to real-world situations.
4. The levels of management include top, middle and lower levels with varying responsibilities
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel management.
This document discusses engineering management and key concepts in management. It introduces management topics like the functions of management, levels of management, managerial skills, roles of managers, and theories of management. Specifically, it covers classical management theories like scientific management and administrative management. Scientific management focuses on matching people and tasks to maximize efficiency, while administrative management identifies principles for efficient organization and management.
This document discusses the nature of management. It defines management as the process of getting work done through others. Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities. The document outlines the characteristics of management, including that it is universal, goal-oriented, requires group effort, and exists at multiple levels of an organization. It also describes the main functions and levels of management.
Management can be viewed as a process, activity, group, discipline, science, art, and profession. As a process, it involves planning, organizing, leading, and controlling resources to achieve goals. As an activity, it focuses on decision making, communication, and problem solving. Management is a group activity and requires integrating human, physical, and financial resources. It is also considered a discipline, as it has a defined body of knowledge taught in educational programs. While not as exact as physical sciences, management principles can be observed and tested, making it a science. As an art, management requires skill and creativity in applying principles to achieve desired results. Finally, it has characteristics of a profession such as specialized training and a code
This document provides an introduction and overview of management principles and concepts. It defines management as the process of planning, organizing, staffing, directing and controlling operations to achieve objectives. Management can be viewed as a discipline, group of people, or process. As a discipline, it has well-defined principles and codes of conduct. As a group, management consists of those who perform managerial functions. As a process, it refers to the interconnected functions of planning, organizing, etc. The document also outlines features of management like organized activities, existence of objectives, relationship among resources, working with people, and decision making.
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The document defines management and organizations, discusses the features and functions of management at different levels, and explores various management thinkers like Taylor, Fayol, and their contributions. It also covers managerial roles and functions, and the evolution of management thought over time from scientific management to administrative management. Overall, the document provides a comprehensive overview of the basic principles and concepts of management.
This document provides an introduction to management concepts. It defines management as coordinating human and physical resources to achieve organizational goals. The document outlines the characteristics of management, including that it is goal-oriented, integrates different resources, is continuous, is present in all organizations, and involves group activity. It also discusses the functions of management, including planning, organizing, staffing, directing, and controlling. The document then covers levels of management, principles of scientific management, and Henry Fayol's 14 principles of management.
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2. Topics of the UNIT
Introduction to Management
Nature & scope of Management
Process of Management
Functions of Management
Importance of Management
Role of managers
Management & administration
POSDCORB
Relevance of mngmt to modern
industry
3. What is Management?
“Management is the process involving
planning, organizing, staffing, directing and
controlling human efforts to achieve stated
objectives in an organization.”
4. Definition by management thinkers
“Management is the art of knowing what you want to do
and then seeing that it is done in the best and cheapest
way.” -F .W. Taylor
To manage is to forecast and to plan, to organize to
command, to coordinate and to control. —Henry Fayol
Management is the creation and maintenance of an internal
environment in an enterprise where individuals, working in
groups, can perform efficiently and effectively towards the
attainment of group goals.
—Harold Koontz and Cyrill O’Donnell
5. The task of achieving results through
others by coordinating their efforts is
known as management.
As the mind coordinates and regulates
all the functions of a body - management
coordinates and regulates the activities of
various members of an organisation.
6. MANAGER
A person who plans, organizes,
directs and controls the allocation
of human, material, financial, and
information resources in pursuit
of the organization’s goals.
7. Nature of Management
Management is:
Goal-oriented
Universal
an Integrative Force.
a Social Process.
Multidisciplinary.
Continuous Process.
Intangible.
an Art as well as Science.
8. Management is Goal-Oriented:
Management goals are called group goals
or organisational goals.
The basic goal of management is to
ensure efficiency and economy in the
utilisation of human, physical and financial
resources.
The success of management is measured
by the extent to which the established goals
are achieved.
9. Management is Universal:
Management is an essential element of every
organised activity irrespective of the size or type of
activity.
Wherever two or more persons are engaged in
working for a common goal, management is
necessary.
All types of organisations, e.g., family, club,
university, government, army, cricket team or
business, require management. Thus, management is
a pervasive activity.
The fundamental principles of management are
applicable in all areas of organised effort. Managers
at all levels perform the same basic functions.
10. Management is AN Integrative Force:
The essence of management lies in
the coordination of individual efforts
in to a team.
Management reconciles the
individual goals with organisational
goals.
11. Management is a Social Process:
Management is a social process because it is
concerned with interpersonal relations.
Human factor is the most important element in
management.
According to Appley, “Management is the
development of people not the direction of things.
A good manager is a leader, not a boss. It is the
pervasiveness of human element which gives
management its special character as a social
process”.
12. Management is Multidisciplinary:
Management has to deal with human
behaviour under dynamic conditions.
Therefore, it depends upon wide knowledge
derived from several disciplines like
Engineering,
Sociology,
Psychology,
Economics,
Anthropology, etc.
13. Management is a Continuous
Process:
Management is a dynamic and an
on-going process.
The cycle of management continues
to operate so long as there is
organised action for the achievement
of group goals.
14. Management is Intangible:
Management is an unseen or invisible
force. It cannot be seen but its presence
can be felt everywhere in the form of
results.
However, the managers who perform the
functions of management are very much
tangible and visible.
15. Management is an Art as well as
Science:
Management is also a discipline involving
specialised training and an ethical code
arising out of its social obligations.
It involves both the determination and
the accomplishment of organisational goals.
Involving the coordination of human and
material resources in order to accomplish
desired objectives.
17. Scope Of Management
Production Management:
a) Designing the product
b) Location and layout of plant and building
c) Planning and Control of factory operations
d) Operation of purchase and storage of
materials
e) Inventory cost and Quality Control
f) Research and Development etc.
18. Marketing Management:
a) marketing research to determine the
needs and expectation of consumers
b) planning and developing suitable
products
c) setting appropriate prices
d) selecting the right channel of
distribution, and
e) promotional activities like advertising
and salesmanship to communicate with
the customers
19. Financial Management:
a) Selecting the appropriate source
of funds
b) Raising the required funds at
the right time
c) Administration of earnings
d) Estimating the volume
of fund.
20. Personnel Management:
a) manpower planning
b) recruitments,
c) selection,
d) training
e) appraisal,
f) promotions and transfers,
g) compensation,
h) employee welfare services, and
i) personnel records and
research, etc.
22. Top Level Management-
The top level management is
generally occupied by the
ownership group.
It is the highest level in the
managerial hierarchy and
the ultimate source of
authority in the organisation.
23. Middle Level Management-In order
to fill up the gap which exists between
functional and operative level, some
managerial positions are created at the
middle level of management. Middle level
management consists of
departmental managers,
deputy managers,foreman
and administrative
officers etc.
24. Lower Level or Supervisory Level
Management- It consists of factory
supervisors, superintendents, foremen,
sales supervisors, accounts officers etc.
They directly guide and control the
performance of rank and file workers.
They issue orders and instructions and
guide day to-day activities.
26. PROCESS OF MANAGEMENT
For the first time,
Henri Fayol,
described the
process of
management
in 5-terms:
27. Planning :
Planning is the first step which is
basically a logical thinking process that
decides what needs to be done in order to
achieve organization's goals and
objectives. It focuses on the broader
perspective of the business as well as
taking into consideration, the tactical
methods to get the
desired results.
28. Steps in the Planning Process
Deciding which goals the
organization will pursue.
Deciding what courses of action
to adopt to attain those goals.
Deciding how to
allocate organizational
Resources.
29. Organizing :
Organizing is about setting up and
maintaining the internal organizational
structure in accordance with objectives
mentioned in planning stage. It
also involves assigning
tasks to various individuals
for the larger goal of
organization's missions
and objectives.
30. Organizing:
Involves grouping people into
departments according to the kinds
of job-specific tasks they perform.
Managers lay out lines of authority
and responsibility.
Decide how to coordinate
organizational resources.
31. Staffing :
Staffing is the process of choosing
right people for organization. It can
be associated with human resource
management and involves recruitment,
hiring, training and compensating the
workforce.
32. Directing :
Directing is guiding people in the
organization through the means of
counseling, instructing, motivating.
Controlling :
Controlling The process of leading and
influencing the task related activities of
group members or an entire
organization.
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