2. What is management….
Management is nothing but getting the things done by the other people with the help of optimum resources to achieve the desired goals.
Management is the science with a systematic content of knowledge and its principles are based on basis of observations.

5. Planning: Choose goals
Organizing: Working Together
Controlling: Monitor and measure
Directing: Co-ordinate
Staffing: Employment

6. Planning means “the determination of what is
to be done, how and where it is to be done, who is to do it, and how the results are to be
evaluated.”

7. Organising
Organising refers to the systematic arrangement of different aspects of the business operations to achieve the planned objectives.

8. Staffing Staffing involves “man in the organisational
structure through proper and effective selection,
appraisal and development of personnel to fill
the roles designed into the structure.”

9. Directing
In Directing, managers determine direction, state a clear vision for employees to follow, and help employees understand the role they play in attaining goals.

10. Controlling
In controlling, managers evaluate how well the organization is achieving its goals and takes corrective action to improve performance

11. EVOLUTION OF MANAGEMENT
Evolution before years during the construction of pyramids, great wall of China
During 20 th century management came academically
At the mid of 20 th century efforts were made to give professional approach.
In the later period management concept was expanded in all directions

12. VARIOUS DEFINITIONS
Henry Feyol: To forecast and plan , to organize, to command, to co-ordinate and to control.
Blanchard: Management is working through individuals and groups to accomplish organizational goals.
Meson: Management is the process of planning, organizing, leading and controlling the efforts of organization members to achieve the goals.
Mary Parker: It is getting the things done from other.
Drucker:The systematic organization of economic resources.

13. Functions of management
Plan business and its development
Organizational growth
Maintain relationship in organization
Maintain stability
Motivation to staff
Increase in Production
Reduce wastages
Maintain documentation
Maintain good work culture
Follow legal aspects of government.

14. WITHOUT MANAGEMENT Poor functioning of executives.
No co-ordination among staff members
Repetition of mistakes
More wastage
Low production
No control on employees
Financial loss
No growth of organization.

15. WHAT IS MANAGEMENT ART OF GETTING THE THINGS DONE
ART OF INCREASING THE PRODUCTION
ART OF DECISION MAKING
PLANNING, ORGANISING, DIRECTING AND CONTROLLING

16. IMPORTANCE OF MANAGEMENT
Organization cannot survive without management because without management there will be confusion and nobody will know what to do and when to do.
Management guides and controls the activities of employee for the optimum utilization of company resources.
Management coordinates activities of different departments in an organization.

17. IMPORTANCE OF MANAGEMENT
Management provides mission and vision to the organization to achieve goal.
Management provides stability to the organization by responding changing environment.
Management trains employees thereby raising efficiency and productivity

18. Levels of management
Top level
Middle level
Lower level

21. TOP LEVEL MANAGEMENT INCLUDES OWENERS BOARD OF DIRECTORS
MANAGING DIRECTORS
CHIEF EXECUTIVES
GENERAL MANAGERS

22. FUNCTIONS OF TOP MANAGEMENT
to set objectives and policies.
to prepare strategic plans for the enterprises.
to appoint executives for middle level.
to issue necessary instructions to prepare departmental budget.
to control and coordinate activities.
to shoulder financial responsibilities and related functions.

23. MIDDLE LEVEL MANAGEMENT
INCLUDES
MARKETING MANAGER
PRODUCTION MANAGER
FINANCE MANAGER
HRD MANAGER
R&D MANAGER
BRANCH MANAGER

24. FUNCTIONS OF MIDDLE LEVEL MANAGEMENT
to establish the organization.
to select staff for lower level management
to install different departments
to design operating policies.
to execute plans of organization
to coordinate activities within the department.
to inspire lower level management.
to evaluate the performance of junior level managers.

25. LOWER LEVEL MANAGEMENT
INCLUDES
SUPERETENDENTS
FOREMEN
SUPERVISORS
INSPECTORS

26. FUNCTIONS OF LOWER LEVEL MANAGEMENT
to develop and improve work methods
to give finishing touch to the plans
to guide workers for day to day activities
to maintain quality as well as quantity
to supervise the subordinates
To provide training to the workers
To arrange necessary materials , machines
To ensure discipline in the enterprise
To motivate the workers

27. Administration and Management
Administration: It is overall execution of the given task.
Duties of Administration:
To keep and maintain the documents.
To conduct meetings
To execute the policies
To keep disciplined work environment
To perform the work in scheduled time period
Guidelines with the legal terms and rules.

28. Maslow’s Theory of Needs

30. Scientific Management by F.W.Taylor
Scientific Management is defined as the systematic study of work methods in order to Improve efficiency.
Fredrick W. Taylor was the main
contributor in scientific school.

31. Advantages of Scientific management
Getting relevant information in proper time
Plan prepared is more realistic
Ideal time is reduced securely
Getting suitable man and machine for the given work
It directs the best method for doing the work
Reduces the wastage of time and material
Utilizes the update quality approaches
Cost reduction is possible

32. FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT
Management is true science
Carefully select and train workers
Establish fair level of performance
It is the collaboration of workers and managers

33. Principles of management
remuneration
Team work
Initiative
Unity of direction
Division of work
Decentralization
Principals of management
Unity of command
Centralization
Stability
Discipline
Equity
responsibility
Scalar chain
Esprite de corps
Subordination
Authority

35. Schools Of Management Classical School Behavioural School
Quantitative or management science school
System school
Contingency school

37. The Classical school
This is the oldest school of management whose root is before 20th century.
It focuses on the ways to manage work and organizing more efficient.
It generally concerns ways to manage work and organizations more efficiently.
The Three main area of classical school are:
Scientific Management
Administrative Management
Bureaucratic management

40. Behavioural school
This school is mainly focused on the interactions and motivations of the individual within organizations. This school studied the behaviour of employees in an organization.
The great thought of motivating the workers or employees for better result have come up from this school.
The two areas of it are:
Human relations
Behaviour science.

41. Quantitative or management science school
This school added increasing quality of managerial decision making.
The main school are:
Management science
Operations management
Management information system

42. Systems school
This school proposed an idea of understanding the organization as a system that transforms inputs into output while in constant interaction with its environment.

43. Contingency
The centre point of this school is about applying management principles and processes as per the unique characteristics of situation.

44. INITIATIVE
managers should encourage subordinates to take initiative in the work assigned to them.
employees should be encouraged to suggest new ideas.
initiative enhances work satisfaction.

45. REMUNERATION

46. TEAMWORK

47. Reduces load on individual
Teamwork is preferable than individual work
Reduces load on individual

48. UNITY OF DIRECTION

49. UNITY OF COMMAND

50. STABILITY
employees should not be moved frequently from one job position to another.
a stable workforce is an asset to the organization, because labor turnover is costly.

51. SCALAR CHAIN
THE UNBROKEN LINE OF AUTHORITY FROM HIGHER LEVEL TO LOWER LEVEL IS CALLED SCALAR CHAIN.

52. ESPRIT DE CORPS

53. Functions of management
planning
controlling
Functions of management
organizing
directing
staffing

54. PLANNING
Planning is deciding in advance what to do ,how to do, when to do and who will do it.
Bridges the gap between where we are today and where we want to reach.
Sets the goals of organization.

55. STEPS IN PLANNING Establish goals Identify resources
Establish goal related tasks
Prioritize goals and tasks
Create assignments and timeline
Establish evaluation methods
Identify alternative courses of action

56. ORGANIZING
Activity of coordinating and directing the company’s resources in such a way that the company can carry out its objectives.
Always follows the planning function.
Synchronization of human ,physical and financial resources and obtain productive relationship among them to achieve goals of organization.

57. STEPS IN ORGANIZING DETERMINING GROUPING ASSINGING DELEGATING
COORDINATING

58. DIRECTING

59. DIRECTING
Giving direction or instructions to employees to get work done.
Leadership quality is required.
Needs good communication and motivation.
Continuous function.

60. Subset of Directing Leadership : Motivation :
Communication :
-Process of passing information
-Backbone of coordination
Leadership :
Guiding and influencing work of subordinates by manager
Motivation :
Inspiring workers for doing work

61. TYPES OF LEADERSHIP Democratic Autocratic: /Rein free: Consultive:
Dialogue between manager and workers
Autocratic:
Direct orders without consulting subordinates
Democratic
/Rein free:
Seniors give general guidelines.
Subordinates have right to action

62. CONTROLLING
controlling function involves measurement and correction of the performance of subordinates.

63. CONTROLLING

64. DECISION MAKING Important skill of management.
Deciding what is to be done, when to do and who will do it.
Now a days decision making function of management is dine with the help of use of computers, mathematical models, operation research methods and various scientific methods.

65. STEPS IN DECISION MAKING
Recognize the problem
Analyze the problem
Find out the alternatives
Critically evaluate all alternatives
Select the best alternative
Implement the best alternative