This document provides an overview of management concepts including:
- Definitions of management as a process of designing environments for groups to work together efficiently and as a process of getting things done through people.
- The five main functions of management: planning, organizing, staffing, leading, and controlling.
- The three types of managerial skills: conceptual, technical, and human relations.
- Henry Fayol's 14 general principles of management including division of work, authority and responsibility, and initiative.
- Management as essential for any organization to enable individuals' contributions and apply to all types of organizations.
- An example of Infosys' management structure and leadership.
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
Henri Fayol was a French mining engineer and director who is considered one of the most influential contributors to modern management theory. He developed 14 principles of management based on his experience of over 30 years as the director of a large mining company. Some of his key contributions included identifying the five main functions of management as planning, organizing, commanding, coordinating and controlling. He also emphasized unity of command, authority and responsibility, discipline and esprit de corps. Fayol is regarded as one of the founders of modern management concepts and theories.
Functions of manager. Managers just don't go out and haphazardly perform their responsibilities. Good managers discover how to master five basic functions: planning, organizing, staffing, leading, and controlling.
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.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
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.
Henri Fayol proposed 14 principles of management that provide guidance for managers. The principles include: division of labor, authority and responsibility, unity of command, unity of direction, discipline, remuneration, centralization and decentralization. Fayol believed specialization through dividing work improves efficiency. Managers should balance authority given to subordinates with the responsibilities required of their roles. An organization functions best when workers receive direction from one boss and work is grouped into coordinated activities focused on common goals.
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
Henri Fayol was a French mining engineer and director who is considered one of the most influential contributors to modern management theory. He developed 14 principles of management based on his experience of over 30 years as the director of a large mining company. Some of his key contributions included identifying the five main functions of management as planning, organizing, commanding, coordinating and controlling. He also emphasized unity of command, authority and responsibility, discipline and esprit de corps. Fayol is regarded as one of the founders of modern management concepts and theories.
Functions of manager. Managers just don't go out and haphazardly perform their responsibilities. Good managers discover how to master five basic functions: planning, organizing, staffing, leading, and controlling.
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.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
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.
Henri Fayol proposed 14 principles of management that provide guidance for managers. The principles include: division of labor, authority and responsibility, unity of command, unity of direction, discipline, remuneration, centralization and decentralization. Fayol believed specialization through dividing work improves efficiency. Managers should balance authority given to subordinates with the responsibilities required of their roles. An organization functions best when workers receive direction from one boss and work is grouped into coordinated activities focused on common goals.
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.
Management involves planning, organizing, staffing, directing and controlling. Planning involves setting objectives and determining actions to achieve goals. Organizing establishes the structure and allocation of resources. Staffing involves selecting, training and developing personnel. Directing includes guiding, motivating and leading people.
This document discusses the role of a manager. It defines a manager as someone elected by top management to manage activities and fulfill organizational goals and objectives. A manager is responsible for planning, organizing, staffing, directing, and controlling to accomplish predetermined goals, but does not do the work themselves - instead they guide others. The document then outlines various roles and responsibilities of managers, including interpersonal roles like being a figurehead, leader, and liaison; informational roles as a recipient, disseminator and spokesman; and decisional roles such as being an entrepreneur, disturbance handler, and negotiator. It emphasizes that a good manager can get ordinary employees to perform extraordinarily through motivation, communication, team-building and developing employees'
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
Principles of Management Unit 5: Controlling Ganesha Pandian
This document provides an overview of controlling principles and techniques. It discusses the basic control process of establishing standards, measuring performance against standards, and correcting variations. It covers types of control standards like physical, cost, capital, and revenue standards. Budgetary and non-budgetary control techniques are examined like budgets, statistical data, and personal observation. Productivity, cost control, purchase control, maintenance control, and quality control are also summarized. The document aims to explain key principles and approaches to monitoring and improving organizational performance.
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.
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 concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
Robert Katz identified three essential managerial skills: technical skills which involve process knowledge, human skills which involve interacting with people, and conceptual skills which involve developing ideas. A manager's required skills depend on their level in the organization, with top managers needing strong conceptual skills, middle managers implementing goals, and supervisors directing work and needing technical skills. Supervisors play a critical keystone role by linking management to employees and ensuring goals are achieved.
The document discusses the management process of organizing. It describes organizing as involving dividing work into departments, establishing authority relationships between departments, and defining roles and responsibilities. The key aspects of organizing covered are departmentation, hierarchy development, and establishing relationships between groups. The overall process involves identifying activities, grouping similar activities into departments, classifying authority levels through the hierarchy, and coordinating authority and responsibility.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
The document discusses the processes of management. It defines management process as the interrelated social and technical functions that occur in a formal organization to accomplish goals through human and other resources. The key elements of management process are planning, organizing, directing, and controlling. Additional elements include motivating, coordinating, staffing, and communicating. Planning is the primary function, while controlling involves establishing standards, measuring performance, and taking corrective actions.
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.
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.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Henri Fayol proposed 14 principles of management that are still relevant today. The principles include division of work to focus efforts, clear lines of authority and responsibility, discipline to encourage common goals, unity of command and direction to ensure alignment, prioritizing organizational interests over individual interests, and maintaining stability and initiative among personnel. The principles are aimed at achieving order, equity and esprit de corps within an organization.
This document provides a summary of a project report on principles of management. It includes an introduction, objective, organisation details, analysis section, and conclusion. The objective was to see if principles of management taught in books are applied in practice. A metal company was studied through questionnaires. The analysis found some principles like equity and stability were not fully followed, while others like subordination of interests and initiative were. The conclusion was the study supported the hypothesis that following principles leads to better management.
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.
Management involves planning, organizing, staffing, directing and controlling. Planning involves setting objectives and determining actions to achieve goals. Organizing establishes the structure and allocation of resources. Staffing involves selecting, training and developing personnel. Directing includes guiding, motivating and leading people.
This document discusses the role of a manager. It defines a manager as someone elected by top management to manage activities and fulfill organizational goals and objectives. A manager is responsible for planning, organizing, staffing, directing, and controlling to accomplish predetermined goals, but does not do the work themselves - instead they guide others. The document then outlines various roles and responsibilities of managers, including interpersonal roles like being a figurehead, leader, and liaison; informational roles as a recipient, disseminator and spokesman; and decisional roles such as being an entrepreneur, disturbance handler, and negotiator. It emphasizes that a good manager can get ordinary employees to perform extraordinarily through motivation, communication, team-building and developing employees'
Controlling is a key managerial function that involves establishing standards, measuring performance, comparing results to standards, and taking corrective action. It is a continuous process of monitoring performance, identifying variances, and ensuring objectives are met according to plan. The control process includes establishing objectives and standards, measuring actual performance, comparing results to standards, and taking corrective action when needed. Control can happen at different times - preliminary controls anticipate problems, concurrent controls monitor ongoing work, and feedback controls examine end results. Traditional control techniques include personal observation and statistical reports, while modern techniques include management information systems and program evaluation review techniques.
Principles of Management Unit 5: Controlling Ganesha Pandian
This document provides an overview of controlling principles and techniques. It discusses the basic control process of establishing standards, measuring performance against standards, and correcting variations. It covers types of control standards like physical, cost, capital, and revenue standards. Budgetary and non-budgetary control techniques are examined like budgets, statistical data, and personal observation. Productivity, cost control, purchase control, maintenance control, and quality control are also summarized. The document aims to explain key principles and approaches to monitoring and improving organizational performance.
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.
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 concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
Managers assume multiple roles to meet the demands of their functions. Henry Mintzberg identified ten common managerial roles divided into three groups: interpersonal, informational, and decisional. The three interpersonal roles are figurehead, leader, and liaison, which are primarily concerned with interpersonal relationships. The three informational roles are disseminator, spokesperson, and monitor, which are primarily concerned with the information aspects of managerial work. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator, which revolve around making choices.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
Robert Katz identified three essential managerial skills: technical skills which involve process knowledge, human skills which involve interacting with people, and conceptual skills which involve developing ideas. A manager's required skills depend on their level in the organization, with top managers needing strong conceptual skills, middle managers implementing goals, and supervisors directing work and needing technical skills. Supervisors play a critical keystone role by linking management to employees and ensuring goals are achieved.
The document discusses the management process of organizing. It describes organizing as involving dividing work into departments, establishing authority relationships between departments, and defining roles and responsibilities. The key aspects of organizing covered are departmentation, hierarchy development, and establishing relationships between groups. The overall process involves identifying activities, grouping similar activities into departments, classifying authority levels through the hierarchy, and coordinating authority and responsibility.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
The document discusses the processes of management. It defines management process as the interrelated social and technical functions that occur in a formal organization to accomplish goals through human and other resources. The key elements of management process are planning, organizing, directing, and controlling. Additional elements include motivating, coordinating, staffing, and communicating. Planning is the primary function, while controlling involves establishing standards, measuring performance, and taking corrective actions.
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.
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.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
Henri Fayol proposed 14 principles of management that are still relevant today. The principles include division of work to focus efforts, clear lines of authority and responsibility, discipline to encourage common goals, unity of command and direction to ensure alignment, prioritizing organizational interests over individual interests, and maintaining stability and initiative among personnel. The principles are aimed at achieving order, equity and esprit de corps within an organization.
This document provides a summary of a project report on principles of management. It includes an introduction, objective, organisation details, analysis section, and conclusion. The objective was to see if principles of management taught in books are applied in practice. A metal company was studied through questionnaires. The analysis found some principles like equity and stability were not fully followed, while others like subordination of interests and initiative were. The conclusion was the study supported the hypothesis that following principles leads to better management.
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.
14 Principles of HENRI FAYOL project on KFC Class-XIIAtif Khan
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.
14 Principles of Management by Henri Fayol with Case StudySheikh_Rehmat
The document discusses principles of management as applied at Tata Beverage Group. It describes how Tata Beverage Group divides work among different roles and departments. It also discusses how the company establishes authority and responsibility among employees, and enforces discipline through a code of conduct. The document further explains how Tata Beverage Group maintains unity of command, direction, and subordination of individual interests to overall company interests. It provides examples of how the company approaches remuneration, centralization/decentralization, maintaining a scalar chain of command, order, equity, stability of personnel, initiative, and esprit de corps.
The document provides an overview of management principles and concepts. It defines management as the process of achieving organizational goals efficiently and effectively through planning, organizing, staffing, leading, and controlling. The document also discusses Henri Fayol's 14 principles of management, McGregor's Theory X and Y, the roles and skills of managers, and the functions and levels of management.
Business Studies (Principles of Management) Project Class 12th CBSE Dheeraj Kumar
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Specifically, older adults who exercised regularly performed better on memory and thinking tests compared to those who did not exercise regularly.
fayol principles of management in reliance freshfunwithsiddh
This document provides an overview of management principles according to Henri Fayol. It discusses 14 of Fayol's management principles including division of work, authority and responsibility, discipline, unity of command, centralization and decentralization. For each principle, it provides a brief definition and explanation of how the principle contributes to effective management. It also includes brief sections on Reliance Fresh stores and an introduction to the concept of management. Overall, the document concisely outlines classic management principles and how they can guide managerial decision making and organizational functioning.
Marketing management project on hair oil class 12th by faizan khanFaizan Khan
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.
Human resource management involves planning, organizing, directing, and controlling the functions needed to effectively utilize an organization's employees. Management motivates employees to accomplish organizational objectives but does not do the work themselves. Human resource management plays an important role in managing the workforce to contribute to an organization's existence and profitability. It is responsible for attracting skilled employees and carrying out recruitment, training, development, and ensuring employees are comfortable in their work environment. Good human resource strategies can improve employee output and performance.
1. Elton Mayo and other researchers conducted a series of experiments known as the Hawthorne Experiments between 1924-1932 at the Hawthorne Works of Western Electric Company in Chicago.
2. The experiments sought to understand the impact of various workplace factors like lighting, breaks, incentives on worker productivity but found no conclusive relationships. Productivity increased regardless of changes, highlighting the importance of social and psychological factors.
3. The experiments demonstrated that workers are influenced more by social relationships and feeling of being valued rather than just physical and economic factors alone. This challenged prevailing views and established human relations as important in workplace management.
1. Management involves planning, organizing, directing, and controlling resources to achieve organizational goals. It is a universal process that helps coordinate efforts across all types of organizations.
2. As a process, management integrates human, physical, and financial resources. It is goal-oriented, continuous, and aims to increase efficiency. Management also works to maximize prosperity for both employers and employees.
3. The main functions of management are planning, organizing, staffing, directing, and controlling. Planning establishes goals and determines how to achieve them, while organizing involves assembling resources and developing relationships between them. Controlling monitors progress and ensures goals are being met.
The document outlines 14 principles of management according to Fayol, including division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of personnel, initiative, and esprit de corps. It provides brief explanations of each principle.
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 involves planning, organizing, directing, and controlling resources to achieve goals. It can be defined as determining and clarifying an organization's purpose and objectives, and ensuring they are accomplished. Management is both an art and a science, using strategic planning and leadership to motivate employees to complete tasks efficiently and effectively.
This document outlines the principles, definitions, functions, and levels of management. It discusses key concepts such as the four functions of management (planning, organizing, leading, controlling), managerial skills (conceptual, human, technical), and roles of managers (interpersonal, informational, decisional). It provides an overview of management topics that will be covered in 15 chapters from the prescribed textbook.
This document summarizes key points about principles of management communication. It discusses the basic communication process, communication flow within an organization, and characteristics of different communication methods. Barriers to effective communication are also outlined, including noise during transmission, ambiguous symbols, inattention, unclarified assumptions, and selective perception. The purpose is to understand how to improve communication and overcome barriers within an organizational context.
14 principle of managment too short and too sweetArpit Darhe
The 14 principles of management provide fundamental guidelines for effective management. Some key principles include: division of labor to increase specialization and efficiency; unity of command to ensure each employee reports to one supervisor; equity and fair treatment of employees; order and discipline to maintain structure; and subordination of individual interests to the overall interests of the organization. Following these principles helps create stability, coordination, and teamwork within an organization to accomplish its goals.
This project is Computer Numerical Control Machine (CNC) which performs engraving on wood or plastic plate. The main goal is to engrave picture on wood. This type of engraving will provide a souvenir as a gift.
principle of management and professional ethics sabarish k.v
This document provides an overview of management principles and concepts. It defines management as the process of designing and maintaining an environment where people work together efficiently. The five main functions of management are planning, organizing, staffing, leading, and controlling. Effective management requires conceptual, technical, and human relations skills. Other principles discussed include unity of command, order of management, efficiency, effectiveness, and Henry Fayol's 14 general principles of management. Overall, management is essential for any organization to function properly.
This document provides an introduction to management, including definitions of management, the purposes and functions of management, and principles of management. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. The purposes of management are to plan, direct, organize and ensure business success through methods like customer satisfaction and employee training. The key functions of management are planning, organizing, staffing, directing, and controlling. Some principles of management discussed include division of work, unity of command, and centralization. The document outlines the need for organizational management to help create goals, implement business plans, and better coordinate activities.
This document provides an introduction to management, including definitions of management from several experts and an outline of the key topics covered. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. It describes the main functions of management as planning, organizing, staffing, directing, and controlling. It also lists and explains 14 common principles of management such as division of work, unity of command, and initiative. Finally, it discusses the need for organizational management to help create clear goals, effectively implement business plans, improve coordination, and ensure employees can meet deadlines.
The document discusses key principles of management. It outlines Henri Fayol's 14 principles of management which include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration of personnel, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps. It also discusses the basic functions of a manager as setting objectives, organizing, motivating teams, devising measurement systems, and developing people.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The document discusses:
- Definitions of management from various perspectives
- The four main resources that organizations use: human, financial, physical, and information
- The roles and skills of managers at different levels in an organization
- Key concepts in management like productivity, effectiveness, efficiency, and the evolution of management thought
- The five main functions of all managers as planning, organizing, staffing, leading, and controlling
This document discusses key concepts in management including definitions, functions, skills, and principles. It defines management as the process of designing and maintaining an environment where individuals work together efficiently to accomplish goals. The five main functions of management are planning, organizing, staffing, leading, and controlling. Managers require conceptual, technical, and human relations skills. Fourteen principles of management are outlined, including division of work, authority and responsibility, and subordination of individual interests. Management is described as essential for any organization as it enables individuals to make their best contributions to group objectives.
This document provides an overview of management concepts and organizational structures. It discusses:
1. The key functions of management including planning, organizing, leading, staffing and controlling. It also describes different types of planning and organizing.
2. The different levels of management in an organization from top management to middle management to supervisory levels.
3. Common organizational structures like line, functional, line and staff, committee and project organizations. It provides the advantages and disadvantages of each structure.
4. Important management concepts like motivation, decision making and administration. It also discusses theories like Maslow's hierarchy of needs.
5. Managerial skills needed like communication, problem solving and leadership. The document provides
Management involves administering and coordinating organizational resources to achieve goals. Henri Fayol identified key functions of management as planning, organizing, commanding, coordinating, and controlling. He proposed 14 principles of management including division of labor, authority and responsibility, discipline, unity of command, and subordination of individual interests. These principles provide guidance for managers in training, decision-making, and effective organization.
This document provides an introduction to management concepts. It defines management as the process of getting work done through people and discusses that management is both an art and a science. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It also discusses the different levels of management from top-level management to middle management to lower-level management. Finally, the document explores new trends in management such as professional management, disaster management, and total quality management.
This document provides an introduction to management concepts. It defines management as the process of getting work done through people and discusses that management is both an art and a science. The document outlines the key functions of management including planning, organizing, staffing, directing, coordinating, and controlling. It also discusses the different levels of management from top-level management to middle management to lower-level management. Finally, the document explores new trends in management such as professional management, disaster management, and total quality management.
Management: Definition – Nature – Scope and Functions – Evolution of Management thought – Contributions of F.W Taylor, Henri Fayol, Elton Mayo, Roethlisberger, H.A.Simon and Peter F Drucker- Approaches to the Study of Management-Universality of Management - Relevance of management to different types of organization.
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.
i made this slide for my presentation,it's about basic concept of Principal of Management.This Slide contain Definition of Management, Role of Management Principles, Functions of Management, Management Functions and Different Organization Levels,According to Henri Fayol fourteen Principles of Management, Managerial Skills and the Organization Hierarchy,Goal of all Managers,conclusion,
The document discusses the key concepts and principles of management including the functions, roles, and evolution of management theory. It covers topics such as the definition of management, management functions like planning and organizing, types of managers, managerial roles and responsibilities, qualities of effective managers, and the historical development of management approaches from scientific management to modern human relations and contingency management.
002 Management trends and scenario in nepal.ppsxYogeshKhatiwada1
The document provides an overview of management concepts, principles, and processes based on a Nepalese management textbook. It defines management, lists its characteristics, and describes the key functions of planning, organizing, staffing, directing, and controlling. It also discusses management levels, principles such as division of work and unity of command, and emerging challenges for managers. The overall purpose is to introduce learners to fundamental management topics.
New Microsoft PowerPoint Presentation.pptxpindi2197
This document provides an introduction to the concepts of management and project management. It defines management as coordinating and overseeing the work of others to accomplish goals efficiently and effectively. The key functions of management are identified as planning, organizing, leading, and controlling. Principles of management establish fundamental rules that can be applied to all organizations. A manager's role is to help others do their work by coordinating activities. Successful managers require technical, human, and conceptual skills. Finally, the document introduces project management and defines a project as a temporary endeavor to create a unique product or service.
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The document discusses key concepts in management including definitions, importance, and functions of management. It also outlines Henry Fayol's 14 principles of management. Specifically:
1. It provides definitions of management from several experts and explains the etymology of the term.
2. It outlines 5 reasons for the importance of management, including helping achieve goals, improve efficiency, create dynamic organizations, help achieve personal objectives, and help develop society.
3. It describes the 5 main functions of management as planning, organizing, staffing, directing, and controlling.
4. It then explains each of Henry Fayol's 14 principles of management which guide effective management practices.
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Priciples of management ppt final
1.
2. SYNOPSIS
Definition
Management function (or) Process of
Management
Managerial Skills
Order of Management
Efficiency & Effectiveness
General Principles of Management
Management as an Essential for any
Organization?
Run time Example for the Management
3. “Management is the process of designing and
maintaining an environment in which individuals working
together in groups, efficiently accomplish selected item”
“Management is the process of getting things done, through &
with people in organization”
4. MANAGEMENT FUNCTIONS (OR) PROCESS OF
MANAGEMENT:
There are five types of functions in management. They
are,
Planning-Defines the goal & establishing strategy.
Organizing-ncludes determining what task has to be
done, who is to do them.
Staffing-Includes recruitment of people and training
them towards the project.
Leading-Includes the motivating the employees and
directing the activities.
Controlling-It is the process of monitoring the
performance.
5. Managerial Skills
There are three types of skills required by a
manager. They are:
Conceptual Skills-These skills are required
by the employee who are in top level
management.
Technical skills- These skills are required by
the employee who are in middle level
Management.
Human Relations Skills-These skills are
required by the employee in the supervisory
level.
6. Different Managerial Levels
Top Management
Conceptual
Skills
Middle Management
Human Relations Skills
Supervisory Level
Technical Skills
7. Order of Management
Top
Manag
ement
Middle
Managers
First-Line Managers
Operatives
(or)
Executive
8. Effectiveness: Adequate to accomplish a purpose; producing
the intended or expected result.
Efficiency: Performing or functioning in the best possible
manner with the least waste of time and effort.
(Or)
Efficiency is doing something with the least possible
expenditure of resources (such as time, energy, etc.)
9. General Principles of Management-
Henry Foyal’s
Henry Fayol’s 14 principles derive from the circumstance that
Fayol’s felt that management was not well defined. In his
striving to change this circumstance he suggested “some
generalized teaching of management” to be a main part of
every curriculum at places of higher education and even
beginning in “primary schools”. Fayol’s dedication to this
idea is demonstrated by the fact that after retirement he went
on to not just write books about management ideas, but more
importantly, he found the Centre for Administrative Studies
(CAS) in 1917 in Paris. The CAS mainly functioned as a
centre of discussion between professionals from a large
variety of professions, in order to further the knowledge and
understanding of management principles.
10. Division of work: This is the specialization that economists
consider necessary for efficiency in the use of labor. Fayol’s applies
the principle to all kinds of work, managerial as well as technical.
Authority & responsibility: Here Fayol finds authority and
responsibility to be related, with the later arising from the former. He
sees authority as a combination of official factors, deriving from the
manager’ position and personal factors.
Discipline: Seeing discipline as “respect for agreements which are
directed at achieving obedience, application, energy, and the outward
marks of respect. Fayol declares that discipline requires good
superiors at all levels.
Unity of command: This means that employees should receive
orders from one superior only.
Unity of direction: According to this principle, each group of
actives with the same objective must have one head and one plan.
11. • Subordination of individual to general interest: This is self explanatory
when the two are found to differ, management must reconcile them.
• Remuneration and methods: of payment should be fair and afford the
maximum possible satisfaction to employees and employer.
• Centralization: Without using the term “Centralization of
authority.”Fayol's refers to the extent to which authority is concentrated or
dispersed. Individual circumstances will determine the degree that will give
the best overall yield.
• Scalar chain: Fayol thinks of this as a chain of superiors from the highest to
the lowest ranks, which, while not to be departed from need lessly, should
be short circuited when to follow it scrupulously would be detrimental.
• Order: Breaking this into material and social order, Fayol's follows the
simple adage of a place for everything and everything in its place.
• Equity: Loyalty and devotion should be elicited from personnel by a
combination of kindliness and justice on the part of managers when
dealing with subordinators.
• Stability of tenure: Finding unnecessary turnover to be both the cause and
the effect Of bad management, Fayol points out its dangers and costs.
12. Initiative: Initiative is conceived of as the thinking out and execution of a
plan. Since it is one of the keenest satisfactions for an intelligent man to
experience.
Esprit de corps: This is principle that “in union there is strength” as well as
an extension of the principle of unity of command, emphasizing the need for
teamwork and the importance of communication in obtaining it.
Management as an Essential for any Organization?
Managers are charged with the responsibility of taking actions that will enable
individuals to make their best contributions to group objectives. Management
thus applies to small and large organizations, to profit and not-for profit
enterprises, to manufacturing as well as service industries.
13. Infosys
Mr. N.R. Narayana Moorthy- Chairman
Mr. S. Gopalakrishnan- Co-Founder Executive Co-
Chairman
14. Mr. S. D. Shibulal - Co-Founder
Chief Executive Officer and Managing Director
Mr. V. Balakrishnan Member of the Board
Chief Financial Officer
Mr. Srinath Batni Member of the
Board & Head of Delivery
Excellence Mr. Basab Pradhan Senior Vice President
Head of Global Sales, Marketing and Alliances
Member, Executive Council
Ms. Nandita Gurjar Senior Vice President
Group Head of Human Resources
Member - Executive Council
15. From this principles of management which plays an important
role in the organization.
“In the past the man has been first; in the future the system
must be first.”
-Frederick Winslow Taylor
16. Thank You
Presentation By:
M.Sathish Kumar
1st MBA
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