DEFINITION OF MANAGEMENT Koontz - Management is the art of getting things done through and with people in forma lly

organized groups. Robbins - Management is the process of coordinating work activities so that they are c ompleted efficiently and effectively with and through other people. Features of Management Organized activities: Management is the coordination and organizing of diverse s et of activities of people working in groups. Existence of clear objectives and goals: Sine management is organizing and coord ination, this is done with a final destination in mind and that destination is t he objectives and goals of the organization, whether clear or implied. Resources are interrelated: Men, machine, money and time are some resources at t he disposal of a business organization. These assets are mobilized and used by t he experts ensuring efficiency and effectiveness. It is important to realize tha t none of the above said resources exist in isolation from each other. They are in fact interlinked and interrelated to each other. Therefore we cannot talk of managing one without taking the others into consideration. Working with and through people: Of the above-mentioned resources, none is more valuable that men or the people in the organization. Management is lesser about the money and machines and is more about keeping an acceptable level of congruen ce between personal goals and objectives of people and objectives of the organiz ation. Decision-making: Life is simpler if no decisions have to be made. In fact the es sence of management is decision making. It exists at all levels of organizationa l hierarchy. Decision-making is nothing but selection of the most appropriate co urse of action keeping in mind the strategic intent and the organizational philo sophy. Societal process: The activities undertaken in the name of management are societ al in nature and in turn modify the society in one or the other way. NATURE OF MANAGEMENT Multidisciplinary: Management is not a single subject. It draws heavily from oth er disciplines like Mathematics, Economics, Sociology, and Psychology etc. Dynamic Principles: Dynamics means ever changing. It is only obvious that since the environment in which management is learnt and applied is ever changing manag ement has no choice but to change with it. Relative, not Absolute Principles: Management is not in black and white. The sam e principles of management cannot be applied on every organization uniformly. Pr evailing conditions, law of the land and the underlying socio-economic factors h ave to be taken into consideration. Science and an Art: Science is any body of knowledge with logical consistency an d has a systematized body of knowledge. Art on the other hand is more abstract a nd open to subjectivity. It is skill based and may not be logically consistent. Its more a practice based area of work. A Profession: The presence of management associations, ethical codes of conduct, the fact that specialized body of knowledge has to be acquired and systematic e ducation exists for management, we can safely say that management is a professio n. Universal: A very hotly debated topic. The school that believes in the universal ity of management says that the principles of management are applicable in all o rganization at all levels and that the management principles are applicable in a ll cultures and only the interpretation changes. IMPORTANCE Effective utilization of resources. Development of resources Incorporate and use innovations Integrating interest groups Stability in society

Who is a Manager? A manager is someone who works with and through other people by coordinating the ir work activities in order to accomplish organizational goals. What do they do? Planning: Process of defining goals, establish strategies to achieve those goals and developing plans to integrate and coordinate activities. Organizing: Determine the tasks to be done by whom, how the tasks are to be grou ped, who reports to whom and where decisions are to be made. Leading: Motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels. Controlling: Controlling is the monitoring of actual performance and comparing i t the actual to standard and taking action if necessary. MANAGERIAL Functions Planning is the ongoing process of developing the business' mission and objectiv es and determining how they will be accomplished. Planning includes both the bro adest view of the organization, e.g., its mission, and the narrowest, e.g., a ta ctic for accomplishing a specific goal. Organizing is establishing the internal organizational structure of the organiza tion. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers dis tribute authority to job holders. Staffing is filling and keeping filled with qualified people all positions in th e business. Recruiting, hiring, training, evaluating and compensating are the sp ecific activities included in the function. In the family business, staffing inc ludes all paid and unpaid positions held by family members including the owner/o perators. Directing is influencing people's behavior through motivation, communication, gr oup dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objec tives while simultaneously helping them accomplish their own career objectives. Controlling is a four-step process of establishing performance standards based o n the firm's objectives, measuring and reporting actual performance, comparing t he two, and taking corrective or preventive action as necessary. The various ROLES a manager plays Management roles: Specific managerial activities and administrative functions ar e discharged. Interpersonal roles: Managerial roles that involve people and other duties those are symbolic and ceremonial in nature. Informational roles: Managerial roles involving the receiving, collecting and di ssemination of information. Decisional roles: These are the crucial managerial roles that involve making cho ices and deciding upon course of actions. MANAGEMENT ROLES SKILLS REQUIRED BY MANAGER A typical manager requires a variety of skills ranging from seemingly simple but important ones like communication skills to more complex knowledge of analytica l tools. But for the introductory course of management we shall have more genera l view as given Robert L Katz. - Technical Skills: Knowledge and skill in the specialized field in which the ma nager operates. - Human Skills: The ability to get along well with others and work effectively i n a group. This seems simple but is one of the major obstacles to any young stud ent on way to becoming a good and successful manager. Always remember Never let

your ego, pride or emotions come in between you and your work. You are not suppo sed to like each and everyone in your group, but it is important to be cordial w ith everybody and get the job done. We are answerable to our profession and our organization. Your individual like and dislikes should not become more important to you than your profession. - Conceptual Skills: this is the skill to see the bigger picture. Every manger s hould have an ability to see the abstract and complex. SKILLS REQUIREMENT AT DIFFERENT MANAGERIAL LEVELS IS MANAGING A SCIENCE OR ART? Science is a body of systematized knowledge accumulated and accepte with referen ce to the understanding of the general truths concerning a particular phenomenon , subject or object of study. MANAGEMENT AS A SCIENCE: this phenomenon can be explained as follows: 1. Science may be viewed in terms of its structure, goals and its methods 2. One of the most important rules of science is that concepts have to be define d clearly in terms of procedures involved in their measurement. 3. In science, observations must be controlled so that causation may be imputed correctly 4. Theories in science are in terms that permit empirical confirmation. Scientif ic statements are testable and the tests are capable of repetition with the same result MANAGEMENT AS ART The meaning of art is related with the bringing of a desired result through the application of skills. Whereas under science, one learns why' of a phenomenon and under art one learns the how' of it. Art is thus concerned with the understanding of how particular work can be accom plished The process of management does involve the use of know-how and skills like any o ther art such as music, painting etc. The process of management is directed to achieve certain concrete results as oth er field of art do Management is creative Management is personalised and every person has his own individual approach and technique in solving the problems. MANAGEMENT AS A SCIENCE AS WELL AS ART To be a successful manager, a person requires the knowledge of management princi ples and also the skills of how the knowledge can be utilized. THE ENVIRONMENT The term environment is used in management to denote the surroundings and ambien ce in which the process of management takes place. The environment of any organization can be broadly classified into two. The external environment The internal environment The external environment: The institutions and forces outside the premises and purview of the organization but with a definite effect and impact on the organiz ation's policies and strategies. They include the customers, the suppliers, the go vernment, competitors etc. The internal environment: The internal forces and factors of an organization tha t influence the planning process and then the implementation and execution of th ose plans. Some of the factors that constitute the internal environment are, cap ital, manpower, technology etc. WHAT IS SOCIAL RESPONSIBILITY? The pressure to perform and outperform your competitors sometimes leads organiza tions and individuals to use questionable means at their disposal. The main just ification in this case is that ends justify means. Take some examples: Soft drink MNCs using adulterated water in India Heavy advertising and promotion by tobacco companies promoting the sale of cigar

ettes FEATURES Contains three types of behaviour- positive, neutral and negative. Every person in the society has a social obligation to fulfill. SR involves fulfilling obligations to various parties concerned with the functio ning of the organization The standards fixed for fulfilling obligations to various parties are to be deci ded according to social norms and expectations. VARIOUS INTEREST GROUPS: Shareholders Workers Customers Creditors, suppliers and others Government Society WHY SOCIAL RESPONSIBILITY OF BUSINESS Arguments against social responsibility: Contrary to basic functions of business Domination of business values Inefficiency in the business Arguments for social responsibility business: a part of society Avoidance of government regulations Long-run self interest of business Traditional values TWO OPPOSING VIEWS: The Classical View: The business managers and organizations only social responsi bility is to maximize the profits at whatever cost. The Socioeconomic View: The view that a manager's and an organization's responsibili ty is much more than mere profit maximization, it includes protecting and improv ing the society's welfare. WHAT ARE ETHICS? Rules and principles that define right and wrong conduct are called ethics. Sinc e most of the managerial activities affect many people, a manger should think ab out his actions and their consequences on others. There are four views on managerial ethics. Utilitarian view Rights view Theory justice view Integrative social contracts theory Utilitarian view: This view on managerial ethics states that ethical decisions a re made solely on the basis of their outcomes or consequences. Rights view: The rights view of ethics is concerned with respecting and protecti ng individual liberties and privileges. Theory justice view: Managers impose and enforce rules fairly and impartially an d do so by following all legal rules and regulations. Integrative social contracts theory: A view that proposes that ethical decisions should be based on empirical (what is) and normative (what should be) factors. Management Thought 1.Classical approach a)Scientific management - TAYLOR - GANTT - GILBRETH b) administrative management (HENRY fayol) c)bureaucratic managemnt ( MAX WEBER)

2. Neo- classical approach: a.human relations approach b. Behavioural approach - MASLOW - MCGREGOR - HERZBERG - LIKERT 3.Modern approaches: SYSTEM THEORY MANAGEMENT SCIENCE/QUANTITATIVE/OPERATIONS REASEARCH/ MATHEMATICAL APPROACH Contributions of TAYLOR The concept of scientific management was introduced by Frederick Winslow Taylor According to him, scientific management is concerned with knowing exactly what y ou want men to do and then see in that they do it in the best and cheapest way. Elements and tools of scientific mangement Separation of planning and doing: emphasized that planning should be left to the supervisor and the worker should emphasize only operational work Functional foremanship: in this concept, 8 persons are involved to direct the activities of workers. Out of these, 4 persons are concerned with planning and r emaining 4 with doing Job analysis: job analysis is undertaken to find out the one best way of doing t he thing which involves least movements , consequently less time and cost. It in volves time study, motion study and fatigue study Standardization: it should be maintained in respect of instruments, tools, peri od of work , amount of work, working conditions and cost of production etc. Scientific selection and training of workers: a worker should be given work for which he is physically and technically most suitable Financial incentives: It can motivate workers to put in their maximum efforts. H e applied the concept of differential piece rate system Economy: the economy and profit can be achieved by making the resources more pro ductive as well as by eliminating the wastages Mental revolution: scientific management depends upon the mutual co-operation be tween the management and workers. To achieve this, there should be mental change in both parties from conflict to co-operation Principles of scientific management Replacing rule of thumb with science: the use of scientific method denotes preci sion in determining any aspect of work and rule of thumb emphasizes estimation Harmony in group action: group harmony suggests that there should be mutual give and take situation and proper understanding so that group as a whole contribute s to the maximum Co-operation: co-operation between management and workers can be developed throu gh mutual understanding and a change in thinking. Maximum output: he advised the managemnt and workers to turn their attention tow ards increasing the size of the surplus until the size of the surplus becomes so large that it is necessary to quarrel over how it shall be divided Development of workers: development of workers requires their scientific selecti on and providing them training at the workplace.