F.W.

Taylor, known as the father of scientific management , has opined, management is an art of knowing what is to be done & seeing that it is done in the best possible manner. Henri Fayol , father of modern management says, Management is to forecast , to plan , to organize, to command , to co ordinate rod control activities of others.

Management is a activity : Includes decision making, communications, delegation of authority and creation and maintenance of inter-personal relationship with subordinates,peers and superiors.

Management as a process: Management is a process of getting things done by others by planning, organising,staffing, directing and controlling activities of others. The process of management also involves the use of various types of skills, techniques and methods necessary for getting things done by others.

Management as a Force:
The term management may be interpreted as a force which guides people in a group, coordinates their efforts and makes the organization more productive and purposeful.

1. Planning 2.Organising

3.Staffing
4.Directing 5.Controlling

Management is a process of integrating both physical as well as human resources to seek objectives. Management is a continuous process. Following are the Steps: 1. Planning 2.Organising 3.Directing 4.Controlling

(1) Top Management (2) Middle Management

(3) Lower Management

Conceptual skills:

It is used for developing thinking in an abstract form and to visualize and understand the future. The conceptual skills also include an ability to determine the overall objectives of an organization by integrating it.

Analytical skill:

these skills are more related with scientific attitude and thinking on the part of managers for solving different problems and making decisions.

Human relations & behavioral skills

Technical skills :

It also includes knowledge about jobs and job contents and logical sequence of procedures needed for performing it.

Administrative skills

Entrepreneurial style:

If the style of a manager is highly marked by ownership-orientation, that is, the manager behaves more like an owner, it is known as entrepreneur`s style. He takes bold decisions based on intuition, without going through prescribed policies and procedures. He is highly ambitious, enthusiastic, energetic and dominant in his approach.
Methodical style:

The managers adopt scientific attitude and thinking and to

accept anything without reason.Eg:Strong system.

Quasi professional style:

Professional managers believe in factual decision-making rejection intuition, they become more objective and impartial to a situation. Conservative managers prefer to work in a close, setting ,not, unduly interacting with the outside world. They strongly believe in slow change, status quo, stability and continuity. They do not take risk for implanting new opportunities and adopt on! They do not like change and dynamism in approach.

Conservative style:

1.Interpersonal Roles:

In the process of management, the manager needs to interact with subordinates to get things done by them, and also communicates with superiors, peers, trade union leaders, customers. (a) Leadership role: The most important role of the manager is to lead ,guide and motivate subordinates and get work done properly. (b) Liasian role: A manager serves as connecting link, vertically with superiors and subordinates and horizontally with other managers at the same level.

2. Information role:
Information gives to the outside parties who directly or indirectly related with the organization.

(a) Role of Monitor: The managers interacts and deals with insiders and outsiders and scans the external environment constantly to get useful information. (b) Role of Disseminator: The manager continuously transmitted elected information which he has compiled through the role of monitor to his subordinates.

(c)Role of spokesperson : A manager acts as a spokesperson of his workgroup while supplying information to superiors and peers.

3.Decision making roles: (a) As an Entrepreneur: They act as a entrepreneur take bold decisions, seek better results from subordinates, initiate required changes, implementing them for the betterment of organization.

(b) As disturbance or conflict handler: An organization is a collective entity with diversity of interest and duality of roles for managers. (c) As a resource allocator: To manage the organization, physical and human resources are mobilised and utilised efficiently by managers for the accomplishment of predetermined objectives. (d) As a negotiator: Managers work on behalf of the organisationor work unit and subordinates not only as a spokesperson but as negotiator They enter into an agreement on behalf of the organization.

(A) EARLY MANAGEMENT APPROACHES: (1) Scientific Management (2) Administrative Management (3) The Human Relation movement

(B)MODERN MANAGEMENT APPROACHES: (1) Behavioral Approach (2) Quantitative Approach (3) Systems Approach (4) Contingency Approach

(1) (2) (3) (4)

Behavioral Approach Quantitative Approach Systems Approach Contingency Approach