GROUP 1

TOPIC - MANAGEMENT
By
Neelima Sunil
Parvathy Jayan
Rachana Shivan
Sabikka Sulthana C K
Srirangam Snehitha
U. Naga Nandini
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INTRODUCTION TO MANAGEMENT

 Srirangam Snehitha,
B151068CH

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MANAGEMENT: AN INTRODUCTION

 Management is the act of getting people together to

accomplish desired goals and objectives using available
resources efficiently and effectively.

 Management is not unique to business organizations but

common to all kinds of social organizations.

 It is management that regulates man's productive

activities through coordinated use of material resources.

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Peter Ferdinand Drucker(1909-2005) – Father
of Management Theory

He was a prolific
author, and was
among the first to
depict management
as a distinct function
and being a manager
as a distinct
responsibility.

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 DEFINING MANAGEMENT
 Management is the process of reaching organizational
goals by working with and through people and other
organizational resources.

 Management has the following 3 characteristics:

1. It is a process or series of continuing and related
activities.
2. It involves and concentrates on reaching
organizational goals.
3. It reaches these goals by working with and
through people and other organizational resources.

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CONTINUED..

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 FUNCTIONS OF MANAGEMENT

 The 4 basic management functions that make up the

management process are described in the following
sections:
1. Planning
2. Organizing
3. Leading
4. Controlling
1. PLANNING:
 Planning involves choosing tasks and outlining how and
when the tasks must be performed.
 Managers outline exactly what organizations should do
to be successful.
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CONTINUED

There are many different types of plans and planning.

 Strategic planning: Strategic planning generally
includes the entire organization and includes
formulation of objectives. Strategic planning is often
based on the organization’s mission, which is its
fundamental reason for existence. An organization’s
top management most often conducts strategic
planning.
 Tactical planning: It is designed to develop specific
means to implement the strategic plan. Middle-level
managers often engage in tactical planning.
 Operational planning: Operational planning is short-
range planning that is designed to develop specific
action steps that support the strategic and tactical
plans.
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CONTINUED…
2. ORGANIZING:
 Organizing can be thought of as assigning the tasks
developed in the planning.
 People within the organization are given work
assignments that contribute to the company’s goals.

3. LEADING:
 Leading is referred to as motivating , influencing or
directing.
 Leading can be defined as guiding the activities of
organization members in he direction that helps the
organization move towards the fulfillment of the goals.

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CONTINUED…

4. CONTROLLING:
 Controlling means managers attempt to ensure that
there is no deviation from the norm or plan.
 If some part of their organization is on the wrong track,
managers take action to remedy the situation.
 SIGNIFICANCE OF MANAGEMENT:
 Management is concerned with acquiring maximum
prosperity with minimum effort.
 The significance of management in business activities is
relatively greater. The inputs of labour, capital and raw
material never become productive without the catalyst
of management.
 This makes management one of the key factors in any
successful business.

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DEFINITIONS OF MANAGEMENT

 U.Naga Nandini,
B150875CH.

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DEFINITIONS:

 Management has been defined in various ways.

 Many eminent authors on the subject have defined
the term “management”
 According to James L Lundy
“Management is principally the task of planning,
coordinating, motivating and controlling the efforts of
others towards a specific objective”.
 According to Peter F Drucker
“Management is a multi-purpose organ that manages
a business and manages managers and manages
workers and work”.

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CONTINUED…

 According to Stanley Vance

“Management is simply the process of decision-
making and control over the actions of human beings
for the purpose of attaining predetermined goals”.

 According to Joseph Massie

Management is defined as the process by which a
cooperative group directs action towards common
goals.

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CONTINUED…

 According to Mary Cushing Niles

“Good management or scientific management
achieves a social objective with the best use of human,
and material resourses, energy and time and with
satisfaction for the participants and the public”.

 According to Lawrence A Appley

“Management is the development of people and not
the direction of things”.

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CONCLUSION:

From the above definitions,we conclude that

management fulfills the following functions:

 Formulation of objectives, plans and policies.

 Collection of people, money, materials, machines and
methods.
 Direction and motivation of employees.
 Coordination and Cooperation between employees.
 Supervision and control of performance.

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“The greatest opportunity for increasing productivity is surely to be
found in knowledge work itself, and especially in management.”

PRODUCTIVITY

BY
RACHANA SHIVAN
B150121CH

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PRODUCTIVITY
 In control management productivity is defined as the
output-input ratio within a time period with due
consideration for quality.

 Productivity implies measurement.

 P = O/I
INPUTS PRODUCTIVITY OUTPUT

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 Increasing
outputs
Decreasing with same
inputs with inputs
same
outputs

Changing
ratio
favourably
by both
methods

IMPROVED PRODUCTIVITY

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TECHNIQUES TO IMPROVE
PRODUCTIVITY
Inventory
Work
planning and Quality circles
simplification
control

Just-in-time
Value Total Quality
inventory
engineering Management
system

Lean
Operations manufacturing
Outsourcing
research and computer-
aided methods

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 20 1/4/19
• The process of analyzing the operations of the
product or service, estimating the value of each
Value engineering
operation, and attempting to improve that operation
by trying to keep costs low at each step or part.
• The application of scientific methods to the study of research
alternatives in a problem situation, with a view to
obtaining a quantitative basis for arriving at a best
Operations
solution.
• The contracting of production and operations to
Outsourcing
outside vendors that have expertise in specific areas.
• The supplier delivers the components and parts to the
inventory system
production line only when needed and “just in time”
to be assembled.
Just-in-time
and control
• Goal is to obtain optimum total cost for purchasing or
manufacturing, inventory holding and shortages.
Inventory planning
 21 1/4/19
• CAD helps engineers design products quickly and
techniques
thus firms can respond more rapidly to the requests
of customers with specific requirements.
Computer-aided
manufacturing
• Continuous improvement with strategic
breakthroughs, aiming at zero defects
Lean
• Long-term commitment to continuous quality Management
improvement, throughout the organization and with
the active participation of all members at all levels,
Total Quality
to meet and exceed customer expectations.
• A group of people from the same organizational area
who meet regularly to solve problems they
Quality circle
experience at work.
simplification
• The process of obtaining workers’ participation in
simplifying their work.
Work
PRODUCTIVITY PROBLEMS
 Less skilled workers
 Emphasis on immediate results
 Growing affluence of people
 Worker attitude
 Government policies and regulations

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MEASURES AFFECTING
PRODUCTIVITY

EFFECTIVENESS EFFICIENCY QUALITY INNOVATION

• The • The • The standard • Application of

achievement achievement of the better
of objectives of ends with products or solutions that
or the ability the least services meet new
to produce amount of requirements
desired resources
output.

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MANAGEMENT VS.
ADMINISTRATION

 Neelima Sunil,
 B150823CH

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MANAGEMENT VS. ADMINISTRATION
 Some writers regard management and administration
as two different functions, while some do not see any
difference in them.
 This controversy is discussed as under in three heads:

1. Administration As a Higher Level Function

 Oliver Shelden and many others regarded
management and administration as two distinct
functions.

 According to them, management is a lower-level

function and is concerned primarily with the execution
of policies laid down by administration.
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 "Administration is concerned with
the determination of corporate policy, the coordination of
finance,
production and distribution, the settlement of the compass of
the
organization and the ultimate control of the executive.
Management proper
is concerned with the execution of policy within the limits set
up by
administration and the employment of the organization in the
particular
objects before it... Administration determines the
organization;
management uses it. Administration defines the goals;
management strives
towards it".- Oliver Sheldon

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 Others like Sprigel see that administration
(determinative function)refers to policy making for
institutional objectives

 And, management as an executive function carrying out

broad policies laid down by administration.

 This view is represented in the following table

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2. Management as a generic term including Administration
 “Management is a social process entailing responsibility
for the effective and economical planning and regulation
of the operation of an enterprise in fulfilment of a given
purpose or task.

 Administration is that part of management which is

concerned with the installation and carrying out of the
procedures by which the programme is laid down and
communicated and the progress of activities is regulated
and checked against plans.”- BRECK

 Administration is concerned with actual work or the

execution of objectives.

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3. Management and Administration are Synonymous
 The term management is used for higher executive
functions like determination of policies, planning,
organizing, directing and controlling in the business
circles

 The term administration is used for the same set of

functions in the Government circles. So there is no
difference between these two terms and they are
often used interchangeably.

 Administration is the process of determination of

objectives, laying down plans and policies, and
ensuring that achievements are in conformity with the
objectives.
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• Management is the process of executing the plans and
policies for the achievement of the objectives
determined by and administration.

• This distinction is too simplistic and superficial.

• All managers at any level performs managerial functions

but those who occupy the higher echelons of
organizational hierarchy are greatly involved in goal
determination, plans and policy formulation and
organizing than those who are at the bottom of the
ladder.

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MANAGEMENT AND
ORGANIZATION

 Parvathy Jayan,
B150865CH

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 MANAGEMENT
 Management is part of everyone’s daily life

 The sum total of several activities—making plan, setting

up organisation, giving command and direction, motivating
the employees, coordinating and controlling various
functions of the enterprise.

 Objective - to supervise the accomplishment of work of the

subordinate employees and to give necessary direction for
getting the desired result for achieving the pre-determined
target.

 Management may be compared to the whole human body

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 ORGANISATION
 Organisation is the structure by which a harmonious
inter-relation is established between the workers and
their work.

 One of the various functions of management.

 Well-managed organizations over-perform their peers.

 Organisation may be regarded as the hands of human

body.

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 ORGANISATION V/S MANAGEMENT
ORGANISATION MANAGEMENT
Structure by which a Process of getting works
harmonious inter-relation is accomplished by the
established between the subordinate employees.
workers and their work.
Authority and responsibility Administrative activities
are delegated,
organisational activities.
Organisation acts as a tool in With the help of organisation
the hands of the managers. the managers perform their
duties and responsibilities.
Setting up of effective Efficient management largely
organisation structure depends on strong
depends on efficient organisation.
management.

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 ORGANIZATION MANAGEMENT
 Organization management refers to the art of getting
people together on a common platform to make them
work towards a common predefined goal.

 Need for Organization Management

 Organization management gives a sense of security and
oneness to the employees.
 An effective management is required for better
coordination among various departments.
 Employees accomplish tasks within the stipulated time
frame as a result of effective organization management.
 Employees stay loyal towards their job and do not treat
work as a burden.
 Effective organization management leads to a peaceful
and positive ambience at the workplace.
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EVOLUTION OF MANAGEMENT

- Sabikka Sulthana CK,

B151025CH

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 ORGANIZATIONAL
ENVIRONMENTAL THEORY
 Studies organizations to identify the patterns and
structures they use to solve problems, maximize
efficiency and productivity , and meet the expectations
of stakeholders.
 Internal environment - employee behavior, the
organization's culture, mission statement, and
leadership styles.
 External environment – customers, public opinion,
economic conditions, regulations, competitions
 Uses these patterns to formulate enormative theories of
how organizations function best.

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 SCIENTIFIC MANAGEMENT
THEORY
 It is proposed by Fedric.W.Taylor, known as father of
scientific management.
 It’s primary concern was to raise productivity through
greater efficiency in production and increased pay for
workers.
 Fundamental principle of scientific management
theory are:
 Replacing rules of thumbs with science
 Obtain harmony in group work
 Achieving cooperation rather than individuality.
 Working for maximum output instead of restricted
output

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 Hentry.L.Gantt and Frank and Lillian Gilbreth are also
contributed to this theory
 Hentry.L.Grant stressed the need of training
 Frank proposed time and motion studies for improving
employ productivity by;
 Complex task broken in to small tasks
 Observe and eliminate the wasteful movement of
employees
 Precise time taken for correct movement is measured

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 MODERN OPERATIONAL
MANAGEMENT THEORY
 Henri fayol referred as the father of modern
management theory
 Industrial activities are divided in to six groups. They
are technical, commercial, financial, security,
accounting and managerial.
 Fayol formulated 14 principles of management.

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 THEORY OF BUREAUCRACY
 Max Weber proposed theory of bureaucracy.
 It’s features are;

1. Division of labour : complicated work divided in to

simple one
2. Hierarchy of authority : chain of command
3. Frame work of rules : effort directed and coordinated
by rules
4. Impersonality : hiring and promoting people on the
basis of merit rather than favouring.
5. Formal selection : technical members selected on the
basis of training, qualification, education, etc

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 BEHAVIORAL MANAGEMENT
THEORY
 In 1993, Elton Mayo and F.J.Reothsberger found out
improvement of productivity is due to the social
factors like;
 Morale
 Satisfactory relationship between coworkers.
 Effective management accounting human behavior.
 Serve by counseling, leading and communicating.
 The alternation of behavior of the employ due to the
awareness of being observed is called Hawthorne
effect.
 In short it is the application of psychology in
advertisement, marketing, personnel, industry and
management.
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 MODERN MANAGEMENT THEORY
 Modern management theories started after 1950s.
 Modern management theory focuses the
development of each factor of workers and
organization.
 Modern management theory refers to emphasizing
the use of systematic mathematical techniques in the
system with analyzing and understanding the inter-
relationship of management and workers in all aspect.
 It has following three Streams-

 Quantitative Approach
 System Approach
 Contingency Approach

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REFERENCES:
 https://en.wikipedia.org/wiki/Time_and_motion
_study
 http://managementlearningcenter.blogspot.com
/2012/09/modern-management-theory-in-princip
le

 Harold Koontz-essentials of management(tenth

edition)-Chapter 1 & 20

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THANK YOU

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