Management is the process of designing and main environment in which individuals

working together in groups efficiently accomplish selected aims.

Management can be defined as a dynamic process of utilizing the organizational resources

to achieve organizational goals in an effective and efficient manner.

DEFINITIONS

According to Harold Koontz, “Management is the art of getting things done through and
with people in formally organized groups”.

NATURE OF MANAGEMENT

Universal Process:

• Wherever there exists human pursuit, there exists management. Without effective
management, the intentions of the organisation cannot be accomplished.

The factor of Production:

• Equipped and experienced managers are necessary for the utilisation of funds and
labour.
Goal-Oriented:

• The most significant aim of all management pursuit is to achieve the purposes of a
firm. The aims must be practical and reachable.

The system of authority:

• Well-defined principles of regulation, the regulation of proper power and

efficiency at all degrees of decision-making. This is important so that each self
must perform what is required from him or her and to whom he must report.

Supreme in Thought and Action:

• Managers set achievable goals and then direct execution on all aspects to achieve
them. For this, they need complete assistance from middle and lower degrees of
management.

Process:

• The management method incorporates a range of activities or services directed

towards an object.
Levels of management

Top Level of Management

 It consists of board of directors, chief executive or managing

director.

 The top management is the ultimate source of authority and it manages goals and
policies for an enterprise.

 It devotes more time on planning and coordinating functions.

The role of the top management can be summarized as follows -

 Top management lays down the objectives and broad policies of the enterprise.
 It issues necessary instructions for preparation of department budgets, procedures,
schedules etc.
 It prepares strategic plans & policies for the enterprise.
 It appoints the executive for middle level i.e. departmental managers.
 It controls & coordinates the activities of all the departments.
 It is also responsible for maintaining a contact with the outside world.
It provides guidance and direction.

 The top management is also responsible towards the shareholders for the performance
of the enterprise.

Middle Level of Management

• The branch managers and departmental managers constitute middle level.

• They are responsible to the top management for the functioning of their department.

• They devote more time to organizational and directional functions

  They execute the plans of the organization in accordance with the policies and
directives of the top management.
 They make plans for the sub-units of the organization.
 They participate in employment & training of lower level management.
 They interpret and explain policies from top level management to lower
level.

 They are responsible for coordinating the activities within the division
or department.

 It also sends important reports and other important data to top level management.
 They evaluate performance of junior managers.
 They are also responsible for inspiring lower level managers towards better
performance.

Lower Level of Management

• Lower level is also known as supervisory / operative level of management.

• It consists of supervisors, foreman, section officers, superintendent

etc.

 Assigning of jobs and tasks to various workers.

 They guide and instruct workers for day to day activities.
 They are responsible for the quality as well as quantity of production.
 They are also entrusted with the responsibility of maintaining good relation in the
organization.
 They communicate workers problems, suggestions, and recommendatory appeals etc to
the higher level and higher level goals and objectives to the workers.
 They help to solve the grievances of the workers.
 They are responsible for providing training to the workers..
 They arrange necessary materials, machines, tools etc for getting the things done.
Interpersonal Roles:

1. Figurehead

• manager is responsible for official and social duties that reflect their status and
authority in the organization.

• become a good role model by being empathetic and compassionate.

2. Leader

• The Leader inspires, encourages, and builds morale.

• Managers build lasting relationships with team members by monitoring their

performance and coaching them when needed.

3. Liaison

• A manager has to exchange information with various departments and teams as well as
with external stakeholders.

• Liaising with other organizations, competitors, and government representatives is

equally important for professional development.
Informational Roles:

1. Monitor

• The Monitor is responsible for gathering intel for sustained competitive advantage.

• To do that, a manager has to assess the market for changes and collect relevant data that
could impact the organization.

2. Disseminator

• The Disseminator communicates useful and relevant information to team members and
subordinates.

• It’s important to invite feedback, ideas, and views from each employee to keep an open
channel of communication.

3. Spokesperson

• Convey important information about the organization to external stakeholders. This

could be for PR purposes, addressing government policies, or dealing with suppliers.

Decisional Roles:

1. Entrepreneur

Be prepared to take initiative as part of your managerial duties. Initiate projects and address
concerns with effective problem-solving skills.

2. Disturbance Handler

The Disturbance Handler ensures that everything runs smoothly. Key responsibilities include
resolving conflicts with mentoring sessions, identifying areas for improvement, and
addressing gaps in teamwork.

3. Resource Allocator

The Resource Allocator is concerned with fund allocation, cutting costs, and distributing
resources across the organization.
4. Negotiator

A successful negotiation leads to a win-win outcome. A manager has to participate in

negotiations with team members and other stakeholders to reach a favorable outcome for both
parties

Management skills

Technical skills :

• Technical skills are necessary to accomplish or understand the specific kind of working
done in an organisation.

• The persons who are working with tools and techniques are needed such skill. Ex:
Engineers, Scientists , Computer programmers etc.

Human skills :

• Human skill is the ability to work with other people in a cooperative manner.

• Human skill are essential to hence effective team work in the organisation.

• It involves patience, understanding trust and genuine involvement

in interpersonal relationship.

Analytical skills :

• These skills are essential to identify key factors and to understand the interrelate roles
they play in a given situation.

• Analytical skills help a manager to establish cause and effect

relationship.

• These skills also help a manager for problem identifying, solving and decision making.

Conceptual skills :

Such skills are essential to the managers to understand the overall working of the
organisation.
Communication skills :

• Communication skills are an important element of interpersonal skills.

• Communication is essential for proper implementation of orders.

Decision-making skills :

• Decision making is the process of reaching a point.

• It is choosing the best alternative of doing a thing from various choices available.

• Manager may make use of various techniques available for taking decisions.

Task of a manager

1.Envisioning Goals

•The first and most important task of any manager is providing a direction to the organization.

•This entails mapping out their visions and missions

2.Managing Growth

•One of the main roles and responsibilities of the manager is to manage the growth and ensure
the survival of the firm.

•There are both internal and external factors that are a threat to this growth and survival of the
firm.

3.Improving and Maintaining Efficiency

•The manager has many roles and responsibilities regarding the

efficiency of the firm.

•Firstly he must ensure that the firm is efficient, i.e. resources are not being wasted And then
this efficiency has to be effectively maintained.
4.Innovation

•It is the task of the manager to be innovative in his job.

•He must find new and creative solutions to the problems faced by the firm.

• Innovation not only means having new ideas but also cultivating and implementing them.

5.Looking out for the competition

•A manager has to plan and prepare for the competition in the market.

• He must never be caught unaware, he must prepare for new and/or increased competition.

6.Leadership

•He should be able to inspire and motivate people to work towards the goals of the company.

• A leader leads from the front, and the manager must also possess exceptional qualities and
work ethic that his team members can learn from.

7.Choosing correct Information Technology

•There are so many choices available in the market for various IT processes.

•It is a challenge to use the best and most suitable technology for the organization.

• So this entails choosing the correct software, communication system, network system etc.