Nature/Features of Management

Management as an activity
Management as a Process
Social Process
Continuous Process
Universal
Interrelated
Composite
Management as discipline
Management as an Economic Resource
Management as a Team


Social Process
The entire management process is
regarded as a social process as the
success of all organizational efforts
depends upon the willing co-operation
of people
Continuous Process
The process of management is on going and
continuous. Managers continuously take up one or
the other function. Management cycle is repeated
over and over again.
Universal

Management functions are universal in the sense
that a manager has to perform them irrespective of
the size and nature of the organization. Each
manger performs the same functions regardless of
his rank or position in the organization.
Interrelated

Managerial functions are contained
within each other. The performance
of the next function does not start
only when the earlier function is
finished. Various functions are
taken together.

All Managerial functions are
composite and integrated. There
cannot be any sequence which can
be strictly followed for performing
various functions. The sequential
concept may be true in a newly
started business where functions
may follow a particular sequence
but the same will not apply to a
going concern.
CLASSIFICATION OF MANAGEMENT FUNCTIONS
Henry Fayol, the pioneer of management
process approach gave
Planning
Organizing
Commanding
Co-coordinating and
Controlling as functions of
management.

Luther Gullick used the word POSDCORB to
describe functions such as Planning (P) Organizing
(O), Staffing (S), directing (D) , controlling (CO),
reporting and budgeting (B),

Koontz and O Donnel adopted managerial
functions as planning, organizing, staffing, directing
and controlling.

Earnest dale has included innovation and
representation to the earlier mentioned functions

1. Planning 2. Organizing
3. Staffing 4. Directing
(a) Leadership (b) Communication
(C) Motivation (d) Supervision
5. Cordinating 6. Controlling
PLANNING

Planning is a basic managerial
function,. Planning helps in defining
the course of action to be followed
for achieving various organizational
objectives. It is a decision in
advance, what to do, when to do,
how to do and who will do a
particular task. Planning is a process
which involves thinking before doing.
According to Terry, Planning is the
selecting and relating of facts and the
making and using assumptions regarding
the future in the visualization and
formulation of proposed activities
believed necessary to achieve desired
results.
Planning is a process of looking ahead.

The primary object of planning is to
achieve better results. It involves the
selection of organizational objectives and
developing polices procedures,
programmes, budgets and strategies.
Planning is a continuous process that
takes place at all levels of management.
ORGANISZING
Every business enterprises needs the
services of a number of persons to look
after its different aspects.
The management sets up the objectives or
goals to be achieved by its personnel. The
energy of every individual is channelized to
achieve the enterprise objectives.
The function of organizing is to arrange,
guide coordinating, direct and control the
activities of other factors of production, Via,
men, material, money and machines so as
to accomplish the objectives of the
enterprise.
Louis A. Allen describes organization as the
process of identifying and grouping work to be
performed, defining and delegating
responsibility and authority and establishing
relationships for the purpose of enabling
people to work most effectively together in
accomplishing objectives
STAFFING
The function involves manning the positions
created by organization process. It is concerned
with human resources of an organization.

In the words of Koontz and O Donnel, Staffing is
filling, keeping filled positions in the organization
structure through defining work-force
requirements, appraising, selecting
compensating and training
DIRECTING
Directing is concerned with carrying out the
desired plans. It initiates organized and
planned action and ensures effective
performance by subordinates towards the
accomplishment of group activities.
Direction is called management in action. In
other words of George R. Terry, Direction is
moving to action and supplying simulative
power to the group after planning.
LEADERSHIP
A manager has to issue orders and instructions
and guide and counsel his subordinated in their
work with a view to improve their performance
and achieve enterprise objectives.
COMMUNICATION
Communication constitutes a very important function
of management. It is said to be the number one
problem of management today. It is an established fact
that managers spend 75 to 90 per cent of their working
time in communicating with others

Thus, communicating means sharing of ideas in
common. The essence of communicating is getting the
receiver and they sender turned together for a
particular message. It refers to the exchange of ideas
feelings, emotions and knowledge and information
between two or more persons. Nothing happens in
management till communication takes place.

The term motivation is derived from the word
motive which means a need, or an emotion
that prompts an individual into action
motivation is the psychological process of
creating urge on the subordinates to do
certain things or behave in the desire manner.
It is a very important function of management.
The importance of motivation can be realized
from the fact that performance of a worker
depends upon his ability and the motivation.
SUPERVISION
Supervision is another element of directing
function of management. After issuing
instructions, the manager or the supervisor
of management has to see that all given
instructions are carried out. This is the aim
of supervision. Supervision refers to the job
of overseeing subordinates at work to
ensure maximum utilization of resources to
get the required and directed work done and
to correct the subordinates whenever they
go wrong.
CO-ORDINATION
Coordination is one of the most
important functions of management.
It is essential to channelize the
activities of various individuals in the
organization for the achievement of
common goals. Every department or
section is given a target to be
achieved and they should
concentrate only on their work and
should not bother about the work of
other organs.
Coordination creates a team spirit
and helps in achieving goals through
collective efforts. It is the orderly
arrangement of group effort to
provide unity of action in the pursuit
of common objectives.
CONTROLLING
Controlling can be defined as determining
what is being accomplished that is evaluating
the performance, if necessary, applying
corrective measures so that the performances
take place according to plans.
Control is essential for achieving objectives of
an enterprise. The planning of various activities
does not ensure automatic implementation of
policies. Control is the process which enables
management to get its policies implemented
and take corrective actions if performance is
not according to the pre-determined standards.
Level of mangement
MANAGEMENT LEVELS AND TIME
SPENT ON FUNCTIONS
Plan. Organ. Lead. Control.
Top 28% 36% 22% 14%
Middle 18% 33% 36% 13%
Lower 15% 24% 51% 10%
Role of management
The figurehead
The liaison role
The spokesman role
The role of disturbance handler
The role of negotiator

Principles of management
Principles: a statement of fundamental
truth; which is established with refernce
to a cause and effect relationship
between two variables.
Derivation of management
principles
Two sources
1. observation and experience of
practitioners and scholar of management.
2. outcome of experimental studies
conducted by researchers.
Nature of management
Principles
1. Management principles establish cause-effect
relationship, only of a casual nature.
2. Some management principles are a matter of
common sense
3. Management principles have the features of
universality coupled with flexibility
4. Management principles aim at ensuring a better
organizational life.
5. Management principles are dynamic in nature
6. Management principles might be conflict in nature.
7. Management principles are equal importance




Need for management principles

To crystalize the nature of management
and help in the development of
management theory.
To facilitate management education and
training
To increase managerial efficiency at
micro and macro level.
To aid management research


Management Process
What is it?
Planning

Organizing

Leading

Controlling
Planning
Identify desired results

Brainstorm ways to achieve results

Set goals for final outcome
Organizing
Arranging jobs

Locating resources

Coordinating activities

Leading
Encouragement

Motivation

Supportive

Repetition

Controlling
Achievement

Performance measurement

Making corrections if needed
Administration vs. management
To exam the controversy
the theoretical
Practical distinction
The theoretical distinction
1. The American view point
2. The British view point
3. The modern view point
Practical distinction
1. The traditional use
2. The popular use


Management Administration
Definition Art of getting things done through others by directing
their efforts towards achievement of pre-determined
goals.
Formulation of broad
objectives, plans & policies.
Nature executing function, doing function decision-making function,
thinking function
Scope Decisions within the framework set by the administration. Major decisions of an
enterprise as a whole.
Level of authority Middle level activity Top level activity
Status Group of managerial personnel who use their specialized
knowledge to fulfil the objectives of an enterprise.
Consists of owners who invest
capital in and receive profits
from an enterprise.
Usage Used in business enterprises. Popular with government,
military, educational, and
religious organizations.
Influence Decisions are influenced by the values, opinions, beliefs
and decisions of the managers.
Influenced by public opinion,
government policies, customs
etc.
Main functions Motivating and controlling Planning and organizing
Abilities Handles the employees. Handles the business aspects
such as finance.