TO Management: BY Prof. Karam Pal Narwal Haryana School of Business Gjus&T, Hissar

INTRODUCTION
TO
MANAGEMENT
BY
PROF. KARAM PAL NARWAL
HARYANA SCHOOL OF BUSINESS
GJUS&T, HISSAR
What is Management?
 Definition: Coordinating work activities so
that they are completed efficiently and
effectively with and through other people
 Efficiency: getting the most output from
the least input
 Effectiveness: completing activities so that
the organization’s goals are attained.
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What is Management?
A set of activities
planning and decision making, organizing,
leading, and controlling
directed at an organization’s resources
human, financial, physical, and information
with the aim of achieving organizational
goals
in an efficient and effective
manner.

Managerial Roles
Interpersonal Informational Decisional
Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance

Handler
Liaison Spokesperson
Resource
Allocator
Negotiator

Management Functions
Classical Updated
Management Functions Management Functions
Planning
Making Things Happen
Organizing
Meeting the Competition
Staffing
Organizing People,
Leading Projects, and Processes
Controlling

The Five Managerial Functions
Planning
Organizing
Staffing
Leading
Controlling

Figure 1.2
The Management Process

Definition of Planning
Selecting missions and objectives and the
actions to achieve them, which requires
decision making.

Definition of Organizing
Organizing involves establishing an
intentional structure of roles for people to
fill in an organization.

Definition of Staffing
Staffing involves filling, and keeping filled,
the positions in the organization structure.

Definition of Leading
Leading is influencing people so that they
will contribute to organization and group
goals.

Definition of Controlling
Controlling is measuring and correcting
individual and organizational performance
to ensure that events conform to plans

Levels of Management
Top Level Management CEO

COO
CIO
Middle Level Management General Mgr
Plant Mgr
Regional Mgr
First-Line
Management
Office Manager
Shift Supervisor
Department Manager
Team Leader
Top Managers
Responsible for…
Creating a context for change
Developing attitudes of commitment

and ownership in employees
Creating a positive organizational

culture through language and action
Monitoring their business environments

Middle Managers
Responsible for…
Setting objectives consistent with top

management goals, planning strategies
Coordinating and linking groups,

departments, and divisions
Monitoring and managing the performance

of subunits and managers who report to them
Implementing the changes or strategies

3/24/2019 generated by GJUST
DR. KARAM PAL HSB, top managers
HISSAR 15
First-Line Managers
Responsible for…
Managing the performance of

entry-level employees
Teaching entry-level employees

how to do their jobs
Making schedules and operating plans based on

middle management’s intermediate-range plans
What Companies Look for in
Managers
Technical Skills Human Skill
Conceptual Skill Design Skill

Core skills and their use in the
different levels
Managerial levels
Lower Middle Top
Conceptual skills
Human skills
Technical skills

Management is…
Efficiency
Getting work
done through
others Effectiveness
1
Managerial Roles
Interpersonal Informational Decisional
Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance

Handler
Liaison Spokesperson
Resource
Allocator
Negotiator
Adapted from Exhibit 1.3

4 H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973)
What Challenges Do Managers
Face?
Developing the appropriate skills
for managerial work
Avoiding “typical” managerial

mistakes
Making the transition from individual

contributor to manager
What Companies Look for in
Managers
Technical Skills Human Skill
Conceptual Skill Motivation to Manage
5
Mistakes Managers Make
1. Insensitive to others
2. Cold, aloof, arrogant
3. Betrayal of trust
4. Overly ambitions
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10. Overdependent on advocate or mentor
Adapted from Exhibit 1.5
6 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
Management Transition
Initial Assumptions Reality
 Exercise formal authority  Cannot be “bossy”

 Manage tasks,  Manage people,
not people not tasks
 Help employees  Coach employee
do their jobs performance
 Hire and fire  Fast pace,
heavy workload
7
The golden rule management philosophy
 Trust people fairly but according to merit

 Make others feel important
 Motivate people by praise
 Encourage feedback
 Sandwich every bit of criticism between
two layers of heavy praise
 Have an open-door philosophy
 Help other people get what they want
 Never hide behind policy or pomposity
Figure 7.5
The effective management of people

Old Manager New Manager
Thinks of self  Thinks of self as
as manager or sponsor, team leader,
boss or internal consultant
Follows chain  Deals with anyone
of command necessary to get job
Works within a done
set  Changes
organizational organizational
structure structure in response
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DR. KARAM PAL HSB, GJUST HISSAR 27
1.7
Old Manager New Manager

 Makes most  Invites others to
decisions join in decision
alone making
 Hoards  Shares
information
information
 Tries to  Tries to master
master one
major broad array
discipline of disciplines
Demands
3/24/2019 long  Demands results
Assessing a manager’s effectiveness
 Meeting important
 The strength of deadlines
motivation & the morale
of staff  Accuracy of work
 The success of their  Level of complaints

training & development
 Adherence to quality
standards
 The creation of an
organisational
environment in which  Productivity
staff work willingly &
effectively
3/24/2019 DR. KARAM PAL HSB, GJUST Adhering to budgets29set
 HISSAR
Success Domains
Relationships
Personal
Work
Growth
Spirituality
Material
Power
Wealth
Integrity
Health
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 Key is Balance
Skills and
the
Technical Skills
Manager
Interpersonal Skills
Conceptual Skills
Fundamental
Management Diagnostic Skills
Skills
Communication Skills
Decision-Making Skills
Time-Management Skills

Fundamental Management
Skills
Technical
 Skills necessary to accomplish or understand the
specific kind of work being done in an organization.

Interpersonal
 The ability to communicate with, understand, and
motivate both individuals and groups.

Conceptual
 The manager’s ability to think in the abstract.
Diagnostic
 The manager’s ability to visualize the most
appropriate response to a situation.

Fundamental Management
Skills (cont’d)
Communication
 The manager’s abilities both to convey ideas and
information effectively to others and to receive ideas

and information effectively from others.
Decision-Making
 The manager’s ability to recognize and define
problems and opportunities correctly and then to

select an appropriate course of action to solve the
problems and capitalize on opportunities.
Time-Management
 The manager’s ability to prioritize work, to work
efficiently, and to delegate appropriately.

Management: Science or Art?
The Science of Management
 Assumes that problems can be approached using
rational, logical, objective, and systematic ways.

 Requires technical, diagnostic, and decision-making
skills and techniques to solve problems.

The Art of Management
 Decisions are made and problems solved using a
blend of intuition, experience, instinct, and personal

insights.
 Requires conceptual, communication, interpersonal,
and time-management skills to accomplish the tasks

associated with managerial activities.

Sources of Management Skills

The Basic Managerial Skills
 Planning, Organizing
 Setting goals (Prioritize & Posterioritize)
 Self assessment (Contribution, Productivity)
 Team building (Participation,Interpersonal)
 Managing time and stress
 Problem solving and decision-making
 Creativity
 Communication & listening (Multi culture)
 Emotional Intelligence
Evolution Of Management
Thought
Classical Approaches Contemporary Approaches

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
Systematic Administrative Quantitative Systems Contingency Current and

management management management theory theory future
revolutions
Scientific Human Organizational
management relations behavior
Bureaucracy

The Evolution of Management Theory

Evolution of Management
Thought
Organizational Behavior
1970’s
Human Relations
Hawthorne Studies
1940’s
Classical Organization Theory
Scientific Management
1900’s
Dr. Karam Pal HSB GJUST,
HISSAR
Management Theory
 Pre-Classical
 Classical Approaches
 Frederick Taylor: Scientific Management (1886)
 Frank and Lillian Gilbreth: Time/motion studies (later 1800s)
 Henri Fayol: 14 Principles of Management (1880s-1890s)
 Max Weber : Bureaucracy (1920s)
 Behavioral Approaches
 The Hawthorne Experiment (1927)
 MacGregor’s Theory X and Theory Y (1960)
 Quantitative Approaches
 Contemporary Approaches
 Ouchi’s Theory Z (1981)
 Contingency Management

Classical Approaches
 Frederick Taylor: Scientific Management
(1886)
 Frank and Lillian Gilbreth: Time and motion
studies (later 1800s)
 Henri Fayol: Fourteen Principles of
Management (1880s-1890s)
 Max Weber : Bureaucracy (1920s)

Frederick W. Taylor
 Developed Scientific Management
 Laid foundation for the study of management
 Key ideas:
 Management as a separate field of study
 Explicit guidelines for scientific study of
management functions
 Time studies for setting standards
 Functional specialization of managers’ duties
 Piece-rate Incentive systems
Taylor’s Principles of Management
 The “one best way.”
 Management using scientific observation
 Scientific selection of personnel
 Put right worker in right job, find limitations, train
 Financial incentives
 Putting right worker in right job not enough
 A system of financial incentives is also needed
 Functional foremanship
 Division of labor between manager and workers
 Manager plans, prepares, inspects
 Worker does the actual work
 “Functional foremen” , specialized experts,
3/24/2019 responsibleDR.for specific
KARAM aspects
PAL HSB, GJUST HISSAR of the job 43
Frank & Lillian Gilbreth
 Time and motion efficiency experts

 Developed therbligs, breakdown of manual skills
into 16 actions
 Frank was a lazy bricklayer looking for an
easier way and Lillian was a psychologist.
 Endorsed piece-work and suggested a higher
rate per unit if his directions were followed.
 Disagreed with Taylor’s idea that
management should choose which workers
took which jobs.
Henri Fayol
 First came up with the five basic
functions of management—Planning,
Organizing, Staffing, Directing,
Communicating, and Controlling
 First wrote that management is a set of
principles which can be learned.
 Developed Fourteen Principles of
Management
HENRI FAYOL’s
FOURTEEN PRINCIPLES OF
MANAGEMENT

1. Specialization of labor. Specializing encourages
continuous improvement in skills and the development of
improvements in methods.
2. Authority. The right to give orders and the power to exact
obedience.
3. Discipline. No slacking, bending of rules.
4. Unity of command. Each employee has one and only one
boss.
5. Unity of direction. A single mind generates a single plan
and all play their part in that plan.
6. Subordination of Individual Interests. When at work,
only work things should be pursued or thought about.
7. Remuneration. Employees receive fair payment for
services,
3/24/2019 not what the DR.
company can
KARAM PAL HSB, get
GJUST away with.
HISSAR 47
8. Centralization. Consolidation of management
functions. Decisions are made from the top.
9. Scalar Chain (line of authority). Formal chain
of command running from top to bottom of the
organization, like military
10. Order. All materials and personnel have a
prescribed place, and they must remain there.
11. Equity. Equality of treatment (but not
necessarily identical treatment)
12. Personnel Tenure. Limited turnover of
personnel. Lifetime employment for good workers.
13. Initiative. Thinking out a plan and do what it
takes to make it happen.
14. Esprit de corps. Harmony, cohesion among
personnel.
Bureaucracy
Key Concepts
structured network of relationships among specialized
positions
rules and regulations standardize behavior
jobs staffed by trained specialists who follow rules
Contributions
promotes efficient performance of routine operations
eliminates subjective judgment by employees and
management
emphasizes position rather than the person
Limitations
limited organizational flexibility and slowed decision making
ignores the importance of people and interpersonal
relationships
3/24/2019
rules may become ends in themselves
Administrative Management
Theory
Administrative Management
 The study of how to create an organizational
structure that leads to high efficiency and
effectiveness.
Max Weber
 Developed the concept of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.

Weber’s
Principles of
Bureaucracy

Max Weber (1864-1920):
Principles of Bureaucracy
1. Manager’s formal authority derives from his

position
2. People should occupy positions because of
performance, not social standing
3. Each person’s formal authority and
responsibilities should be clearly specified
4. Positions should be arranged hierarchically
5. Managers should create a well-defined system
of rules, SOPs, and norms

Humanistic Perspective
Emphasized understanding
human behavior, needs,
and attitudes in the
workplace
● Human Relations Movement
●Human Resources
Perspective
●Behavioral Sciences
Approach
Human Relations Movement
Emphasized satisfaction
of employees’ basic
needs as the key to
increased worker
productivity

Hawthorne
Studies
Ten year study
Four experimental & three control
groups
Five different tests
Test pointed to factors other than
illumination for productivity
1st Relay Assembly Test Room
experiment, was controversial, test
lasted 6 years
Interpretation, money not cause of
increased output
Factor that increased output, Human
Relations

Human Resource Perspective
Suggests jobs should be

designed to meet higher-
level needs by allowing
workers to use their full
potential

Abraham Maslow’s
Hierarchy of Needs
1908-1970
Self-
actualization
Esteem
Belongingness
Safety
Physiological
Based on needs satisfaction

Douglas McGregor
Theory X & Y 1906-1964
Theory X Assumptions
Dislike work –will avoid it Theory Y Assumptions
Must be coerced, controlled, Do not dislike work

directed, or threatened with Self direction and self
punishment control
Prefer direction, avoid Seek responsibility
responsibility, little ambition, Imagination, creativity
want security widely distributed
Intellectual potential only
partially utilized

Douglas McGregor Theory X &
Y
Few companies today

still use Theory X
Many are trying Theory Y

techniques
Experiential Exercise: Theory X and Theory Y Scale

Behavioral Sciences
Approach
Sub-field of the Humanistic Management Perspective
Applies social science in an

organizational context
Draws from economics, psychology,
sociology, anthropology, and other
disciplines
 Understand employee
behavior and interaction in
an organizational setting
 OD – Organization
3/24/2019
Development
Quantitative Management
Key concepts
application of quantitative analysis to management
Contributions
developed specific mathematical methods of
problem analysis
helped managers select the best alternative
among a set
Limitations
models neglect nonquantitative factors
managers not trained in these techniques may not trust or
understand the techniques’ outcomes
3/24/2019 not suited for nonroutine orHSB,
DR. KARAM PAL unpredictable
GJUST HISSARmanagement decisions 61
Management Science
Perspective
Emerged after WW II
Applied mathematics, statistics, and other
quantitative techniques to managerial
problems
 Operations Research – mathematical
modeling
 Operations Management – specializes
in physical production of goods or

services
 Information Technology – reflected in
management information systems

Recent Historical Trends
● Systems Theory
● Contingency View
● Total Quality Management

(TQM)

Systems View of Organizations

Systems Theory
Key concepts
organization is viewed as a managed system
management must interact with the environment
organizational goals must address effectiveness and efficiency
organizations contain a series of subsystems and there are
many avenues to the same outcome
synergies enable the whole to be more than the sum of the
parts
Contributions
recognized the importance of the relationship between the
organization and the environment
Limitations
does not provide specific guidance on the functions of managers
Fig. 1-6 Systems Approach to Management

The Open-Systems View
Open System
 A system that takes resources for its external
environment and converts them into goods
and services that are then sent back to that
environment for purchase by customers.
 Inputs: the acquisition of external resources.
 Conversion: the processing of inputs into
goods and services.
 Output: the release of finished goods into the
environment.
The Organization as an Open System

Other System Considerations
Closed system
 A system that is self-contained and thus not
affected by changes occurring in its external
environment.
 Often undergoes entropy and loses its ability
to control itself, and fails.
Synergy
 Performance that results when individuals and
departments coordinate their actions
Performance gains of the whole surpass the sum
3/24/2019
of the performance of the individual components.
The Management Process, or
Operational, Approach
This approach draws together the
pertinent knowledge of management by
relating it to the managerial job—what
managers do.
It tries to integrate the concepts,
principles, and techniques that underlie
the task of managing.

Fig. 1-4 The Management
Process, or Operational
Approach

Contingency perspective
Key concepts
situational contingencies influence the strategies, structures,
and processes that result in high performance
there is more than one way to reach a goal
managers may adapt their organizations to the situation
Contributions
identified major contingencies
argued against universal principles of management
Limitations
not all important contingencies have been identified
theory may not be applicable to all managerial issues
Contingency View of
Management
Successful resolution of organizational problems is thought to

depend on managers’ identification of key variations in the
situation at hand

Contingency Theory
Contingency Theory
 The idea that the organizational structures and control
systems manager choose depend on—are contingent

on—characteristics of the external environment in
which the organization operates.
 Assumes there is no one best way to manage.
The environment impacts the firm and managers

must be flexible to react to environmental changes.
 In rapidly changing organizational environments,
managers must find ways to coordinate different

departments to respond quickly and effectively.

Contingency Theory of Organizational Design

The Contingency Perspective
(cont’d)
Problem or Situation
Important
Contingencies
Solution or Solution or Solution or

Action A Action B Action C
Source: Van Fleet, David D., Contemporary Management, Second Edition.

3/24/2019 DR. KARAMMifflin
Copyright © 1991 by Houghton PAL HSB, GJUST HISSAR
Company. Used with permission. 76
Contemporary Management
Issues and Challenges
Acute labor shortages in high-technology job sectors
and an oversupply of less skilled labor
An increasingly diverse and globalized workforce
The need to create challenging, motivating, and flexible
work environments
The effects of information technology on how people
work
The complex array of new ways of structuring
organizations

Contemporary Management
Issues
and Challenges (cont’d)
Increasing globalization of product and
service markets
The renewed importance of ethics and
social responsibility
The use of quality as the basis for
competition
The shift to a predominately service-
based economy
Mechanistic and Organic
Structures
Mechanistic Structure
 Authority is centralized at the top. (Theory X)
 Employees are closely monitored and managed.
 Can be very efficient in a stable environment.
Organic structure
 Authority is decentralized throughout the organization.
(Theory Y)
 Tasks and roles are left ambiguous to encourage
employees to react quickly to changing environment.

KEY IDEAS AND CONCEPTS FOR REVIEW
Management Contributors to scientific

Managerial functions management
Managerial skills in the Fayol’s operational management
organizational hierarchy theory
The goal of all managers Mayo and Roethlisberger
Characteristics of excellent and Recent contributors to
most admired companies management thought
Three major trends: Advances in Management theory jungle
technology, globalization, and Managerial roles approach
entrepreneurship Management process, or
Productivity, effectiveness, and operational, approach
efficiency Systems approach to the
Managing: science or art? management process
Major contributors to management Five managerial functions
thought

THANK
YOU
Dr. Karam Pal HSB GJUST,

HISSAR
THANK YOU
FOR
YOUR PATIENCE

TO Management: BY Prof. Karam Pal Narwal Haryana School of Business Gjus&T, Hissar

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INTRODUCTION

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Interpersonal Informational Decisional

Figurehead Monitor Entrepreneur

Leader Disseminator Disturbance

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Top Level Management CEO

Creating a context for change

Developing attitudes of commitment

Creating a positive organizational

Monitoring their business environments

Setting objectives consistent with top

Coordinating and linking groups,

Monitoring and managing the performance

Implementing the changes or strategies

Managing the performance of

Teaching entry-level employees

Making schedules and operating plans based on

Technical Skills Human Skill

Conceptual Skill Design Skill

3/24/2019 DR. KARAM PAL HSB, GJUST HISSAR 17

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Figurehead Monitor Entrepreneur

Leader Disseminator Disturbance

Adapted from Exhibit 1.3

Avoiding “typical” managerial

Making the transition from individual

Technical Skills Human Skill

Conceptual Skill Motivation to Manage

 Exercise formal authority  Cannot be “bossy”

 Trust people fairly but according to merit

The effective management of people

3/24/2019 DR. KARAM PAL HSB, GJUST HISSAR 26

Old Manager New Manager

 The success of their  Level of complaints

3/24/2019 DR. KARAM PAL HSB, GJUST HISSAR 31

specific kind of work being done in an organization.

motivate both individuals and groups.

appropriate response to a situation.

3/24/2019 DR. KARAM PAL HSB, GJUST HISSAR 32

information effectively to others and to receive ideas

problems and opportunities correctly and then to

efficiently, and to delegate appropriately.

3/24/2019 DR. KARAM PAL HSB, GJUST HISSAR 33

rational, logical, objective, and systematic ways.

skills and techniques to solve problems.

blend of intuition, experience, instinct, and personal

and time-management skills to accomplish the tasks

3/24/2019 DR. KARAM PAL HSB, GJUST HISSAR 34

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Classical Approaches Contemporary Approaches

Systematic Administrative Quantitative Systems Contingency Current and

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