Course Outcomes


 Use basic management principles to execute daily
activities.
 b. Use principles of planning and organizing for
accomplishment of tasks.
 Use principles of directing and controlling for
implementing the plans.
 Apply principles of safety management in all activities.
 e. Understand various provisions of industrial acts.
 Marking scheme

 Theory

ESE PA

70*# 28 30* 00
 
CH-1
Introduction to
management concepts
and managerial skills
 Unit Outcomes

 The concept and principles of management.
 Explain functions of management.
 Features of the planning
 Steps in organizing in the given situation.
 Type of organizations
 Functional areas of management.
 Managerial skills
Concept of management

 The concept of Management can be defined as the process
of achieving things with the aim of achieving goals
effectively and efficiently.
 Management is the art of getting things done through
those people. It involves many tasks.
 Management is a science because management techniques
are concepts based on measurements and factual
determinations
 Contd..
Art of

Getting
Things done

Planning,
Organizing, Art of
Directing What is increasing
and Management Production
Controlling

Art of
Decision
Making
Contd..

 Optimum utilization

of resources.

 Art of getting work

done through people.

 Is a science.
Definitions of management

 Peter Drucker: Multipurpose organ that manages business,
managers, workers & work.
 Donald J. Clough: Art & science of decision making &
leadership
 Mary Parker Follet: Art of getting things done through others.
 Henry Fayol: To manage is to forecast and to plan , to organize,
to command, to co-ordinate and to control.
 Howard M. Carlisle: the process by which the elements of a
group are integrated, co-ordinated or utilized so as to
effectively achieve organizational objectives.
 Contd..

 Harold Koontz: Redefined “Follets” definition as: Is the art of getting
things done through and with people in formally organized groups.

 (Frederick Winslow) F.W.Taylor: Art of knowing what to do, when to

do & see that it is done in the best and cheapest way.

 George Terry: is a distinct process consisting of planning, organizing,

activating & controlling performance to determine & accomplish the
objective by the use of human beings & other resources.

 And by many more such as J.D. Mooney, A.C.Railey, Jon F. Mee, Mary
Cushing Niles, Association of Mechanical Engineers U.S.A……
 Role of Management

 The role of the management is to ensure that the goals of the
organization are achieved.

 These changes which reflects in both tangible and intangible

forms can be met by management only.
> Tangible changes deals with change in technology, size of

organization and specialization in work and theories.

> Intangible changes are changes in attitude, human values,

culture, etc
 Contd..

 Management ensures that all the activities are designed
effectively for the attainment of the organizational goal.

 Management encourages all individual activities that will lead

to reaching organizational goals.
 Importance of management

 Optimum utilization of resources:

Management brings all the available resources -men, money, machines,

materials and methods together for optimum utilization.

 Expansion and diversification:

Management helps the organization to achieve its goals efficiently,

systematically, easily and quickly. It helps the organization to face

competition to grow, expand and diversify.

 Contd..


Reduction of employee’s absenteeism and turnover:

Management motivates people by Providing different incentives

to the employees which include positive, negative, monetary and non-

financial incentives. These incentives increase the willingness and

efficiency of the employees.

 Utilization of the benefits of science and technology:

Management utilizes the advancements made in the field of Science

and Technology to provide industries with the latest machines and the

consumers with the latest products

 Contd..

 Encouraging initiative and innovation:
Management encourages for innovation and initiative from employees and
inspires them to give their suggestions for the growth of the organization. It
brings innovative ideas, modern methods, and latest techniques to the
organization.

 Minimizing wastage:
Management minimizes the wastage of materials, men and monetary
resources by doing work through proper arrangement, manufacturing and
control. Managers motivate subordinate to reduce wastage.
 Contd..

 Team work:

Management always builds a team spirit in the organization. The combined

effort of work and unity lead to the prosperity within the Organization.
Team work plays an important part in the success of Organization

 Motivation:

Management motivates employees by providing many incentives . This

motivates the employee to work harder, which results in higher efficiency in
production.
 Contd..

 Reduction in labour turnover:

Frequent labour turnover increases the selection and training cost.

Management creates a sense of responsibility among the employees and helps
to reduce labour turnover in the organization

 Higher efficiency:

Proper management ensures that the efficiency of the organization is high

with higher return at minimum investment.

 Improving the quality of life of the workers:

Management offers bonus and incentives to the employees for their work. It
provides a healthy work environment.
 Management, Administration
and Organization
 Management:

An art of managing people and their work, for achieving a common goal by using
the optimum resources. It creates an environment under which the manager and
his subordinates can work together for the attainment of objectives of organization.

 Administration:

Administration relates to top level of management. They are the either owners or
business partners who invest their capital in starting the business. The functions of
administration are legislative and largely determinative. It does not need technical
ability. It is mainly concerned with decision making, policy making and making
necessary adjustments. It coordinates finance, production and distribution.
 Contd..

 Organization:

Organization is the framework of management. Management carries out

the policies of Administration through the frame work of organization.
Without efficient organization, no management can perform its function
smoothly. Organization is concerned with the building, developing and
maintaining of a structure of working relationships in order to accomplish
the objectives of the
Management Characteristics

 Contd..
 Universal :

The principles and concepts of management are applicable to every type of industry. All the

organizations, whether profit-making or not, require management for managing their activities.

Hence it is universal in nature.

 Goal Oriented:

All organizations have objectives that are laid down. Management achieves the organizational goals

by coordinating the efforts of the personnel

 Continuous process:

The process of management consists of functions like planning, organizing, directing and

controlling the resources to ensure that resources are used to the best advantages of the

organization. Management involves continuous planning, organizing, directing and controlling

 Contd..
 Multi-dimensional:

Management is not confined to the administration of people only, but it also manages work, processes and

operations, which makes it a multi-dimensional. It is the unifying force which integrates human and other

resources to obtain the desired objectives

 Group activity:

An organization consists of various members who have different needs, expectations and beliefs. Every

person joins the organization with a different motive, but after becoming a part of the organization, he

works for achieving the same goal. This requires supervision, teamwork and coordination, and it is achieved

by, management.

 Dynamic function:

Management is not static. Over a period of time new principles, concepts and techniques are developed and

adopted by management. It changes according to the social changes

 Principle of Management

 Principles of management are broad and general guidelines for
managerial decision making and behavior of employees towards
organization.

 Principle are define by:

Frederick Winslow Taylor

Henry Fayol
 Scientific Management

 Scientific management concept was developed by F.W.
Taylor who implemented the scientific techniques such
as observation, logic, analysis and combination to study
the working conditions and management at the floor
level in the factories and production units.
 Born on 20 Marh 1856 and died on 21 March 1915.
 An American mechanical engineer and a consultant
who proposed the concept of scientific management in
1911
 He was also known as the ‘Father of Scientific
Management’
Scientific Management

 FAYOL’s PRINCIPLE OF
MANAGEMENT

 Henri Fayol was a French mining engineer and
theorist of business administration.

 He was born in Istanbul, Ottoman Empire on 29 July

1841 and Died on 19 November 1925

 Several of his concept are well developed in the

work of Industrial and General Administration
(1916).

 He is regarded as Father of general management.

 Contd..

8. Centralization
1. Division of work
9. Scalar chain
2. Authority and responsibility
3. Discipline 10. Order

4. Unity of command
11. Equity
5. Unity of direction
12. Stability
6. Subordination of individual interest to
the common good (good interest)
13. Initiative
7. Fair Remuneration
14. Esprit de corps (team spirit)
 Contd.

 Division of work
 Dividing work according to skills and aptitude.

 Leads to specialization.

 Makes work simpler.

 Results in efficiency.
 Contd..

 Authority & Responsibility
 Should go hand in hand
 If authority given, person
should also be made
responsible.
 Authority without
responsibility makes
irresponsible.
 Responsibility without
authority makes ineffective.
 Contd..

 Discipline
 means obedience,

 respect for authority

 observance of established rules.

 Must for smooth and efficient functioning.

 Contd..

 Unity of command
 Subordinate should receive orders
and be accountable.

 Must be only one superior to a

subordinate (one boss)

 Avoid confusion, mistakes and

delays.
 Contd…

 Unity of direction
 Efforts of employee should be
directed towards a common
goal.

 One plan, one head

 Contd..

 Subordination of individual interest to general
interest
 Employees who are working in organization have
their own interest. (personal or professional)
 Management is not concerned with personal interest
but need to take care of professional interest.
 Management has to bring individual interest to
professional interest.
 Contd..

 Fair renumeration
 Is the price paid by the organization to its employees
for the services rendered by them.

 Renumeration should be fair and satisfactory

 Contd..
 Centralization

 Systematic reservation of authority at
central points in organization.

 Top management retains decision

making authority

 Decentralization means systematic

delegation of authority at all levels of
organization.
 Contd..

 Scalar chain
 Line of authority from high to
low

 Every order or request should

pass through scalar chain.

 In case of urgency path may be

cut short
 Contd..

 Order
 Systematic arrangement

 With respect to machines,

materials employees etc.

 Can be located easily.

 Contd..

 Equity
 All should be treated fair,
kindness and justice

 Authority should be
impartial

 No discrimination
 Contd..

 Stability
 Employee should not be moved
frequently from one position to
another.

 Stability creates belongingness

 Stable work force is an asset.

 Contd..

 Initiative
 Manager should encourage
subordinates to take initiative.

 Suggest new ideas or methods

 Enhances work satisfaction.

 Contd..

 Espirit de corps
 Team spirit inspires to work
hard

 It is created by co-ordination,
understanding

 Proper communication is
essential.

 Work is being enjoyed

 Levels of Management
Top
Chief Executive,
Strategical level Board of Directors,
Managing directors
(Planning & coordinating)

Tactical level
Middle
Branch Mangers and Departmental
Managers
(Organizing & Directing)z

Operational level
Lower
Supervisors, Section officers, Superintendent etc.
(Directing & Controlling)
Administration and Management

➢ Administration means a process of effectively

administering the entire organization.
➢ Management is an act of getting work done through
others.
 Difference between
Management and administration
Sr.
Administration
 Management
no.

It represents owners of organization,

Management constitutes the employees of the
1. who earn return (profits) on their capital
organization who are paid salaries.
invested.

2. It is a top level function. It is middle and lower level function.

It is art of getting things done through others

It is concerned with formulation of
3. by directing their efforts towards achievement
broad objectives, plans and policies.
of determined goals.

4. Decision – making function Executing function

5. Needs conceptual and human skills Needs technical and human skills

Decides what is to be done and when it Decides who should do it and how should do
6.
is to be done. it.
Functions of Management

1. Planning

2.
Organizing

7.
Decision
making
3.
Functions of
coordinating
management

6.
Controlling

4.
staffing
5.
directing
 Planning

 Planning is concerned with the determination of the
objectives to be achieved and the course of action to
be followed to achieve.
 Planning is a detailed programme regarding future
courses of action.
 It is rightly said “Well plan is half done”.
 Contd..

 Planning: Deciding in advance what to do, when to do,
how to do and who should do it. (Harold Koontz)

Planning is deciding in advance

✓ What to do
✓ How to do
✓ When to do
✓ Who will do
✓ Where to do.
 Contd..
 Planning is essential for-

➢ utilizing all available resources in the best way .
➢ provides direction to achieve goals.
➢ to develop and establish the enterprise.
➢ manager to anticipates the future and discovers alternatives to get the work
done. So that he can decides how best to achieve goals, profit and applying
best strategies.
➢ reducing overlapping and wasteful activities.
➢ to provide help in decision making.
➢ to avoid the confused and ineffective activities of the enterprise.
 Organizing

 Organizing is the act of arranging
all resources systematically for
harmonious or united action.
 Management must organize all its
resources well before time
 Organizing plays a central role.
 It identifies who is to do what, who
is in-charge of whom, how different
people relate to work
Co-ordinating

 Coordinating : “Developing an orderly pattern of
group effort in order to secure unity of action in the
pursuit of a common purpose.”
 Importance:
✓ Works towards common objectives.
✓ Achieve much better results.
✓ Clear cut relationships which ensures
co-operation among individuals.
✓ Effective team spirit
 Contd..

 Importance of co-ordination
 Many employees work towards common goal
 Can achieve better results
 Creates clear cut relationships among positions.
 Authority, responsibility & relationships can be
fruitful.
 Helps in developing team spirit
 Staffing
 Staffing: job

analyzing, recruitment, and hiring
individuals for appropriate jobs. Filling right people
at right time.
 Functions:
➢ Manpower planning
➢ Laying down qualifications
➢ Recruiting, selecting and training
➢ Performance appraisal, promotions and
transfers
 Directing

 Directing: Process of stimulating actions by giving orders
to subordinates and supervising them to achieve
predetermined goals.
 Functions:
➢ Leadership
➢ Communication
➢ Motivation
➢ Supervision
 Controlling

 Controlling: purpose to ensure that everything occurs in
accordance to the plans and instructions issued.

 It is a continuous process which measures the current

performance and guides it towards the predetermined
goal.

 Controlling is a monitoring, comparing, correcting,

performance and taking action to ensure desired results.
It sees that right things happen in right way and at right
time.
Contd..

 Decision Making

 Decision making is a mental process resulting in the
selection of a course of actions among several
alternatives.

 Essential managerial skill

 Successful manager has to make timely ,

well considered decisions.
 Contd..

3.
1.Define 2. Analyze Develop 4. Select 5.
the the alternativ the best Implement
problem problem e solution the decision
solutions
 Planning
 Planning: Deciding in advance what to do, when to do, how to do and who should


do it. (Harold Koontz)

“Planning is deciding in advance what to do, how to do it, where to do it and who

is to do it. Planning bridges the gap from where we want to go. It makes possible

for things to occur while would not otherwise happen.” – Koontz and o’ Donnell.

Planning is deciding in advance

✓ What to do

✓ How to do

✓ When to do

✓ Who will do

✓ Where to do.
 Types of Planning
Sr Classification Types
No Criteria

1 Coverage of Corporate Planning
activity Functional Planning
2 Importance of Strategic Planning
contents Tactical/operational planning
3 Time period Long term Planning
involved Short term planning
4 Approach Proactive Planning
adopted Reactive planning
5 Degree of Formal Planning
formalization Informal planning
 Contd..
Types of Planning
1. Coverage of activity
a) Corporate ➢Planning is done at corporate level.
Planning
achieve objectives.
➢Determine long term objectives as a whole and to generate plans to

b) Functional ➢It is derived from corporate planning.

Planning ➢Undertaken for each major function of the organization like
production, marketing, finance etc.
2. Importance of contents
a) Strategic ➢Strategic planning is a process in which the top management
Planning determines its vision , goals and objectives.
➢long term policy (3 to 5 years)for the organization will be decided by
taking in to account all the external factors, strengths and weaknesses
and risks etc.
➢Examples of strategic planning may be diversification of business
into new lines, new products, planned grown rate in sales etc
b) ➢Tactical planning involves how the resources should be
Tactical/operational used to achieve the goals. Generally carried out at lower level
planning management.
➢It is an extension of strategic planning and done at various
organizational units.
 Contd..
Types of Planning
3. Time period involved


a) Long term ➢Strategic in nature and involves more than one year period
Planning and can extend to 15 to 20 years or so.
b) Short term ➢Usually covers one year.
Planning ➢ Short term plans are made with reference to long term
plans because short term plans contribute to long term
plans.
4. Approach adopted
a) Proactive ➢Proactive planning involves designing suitable courses of
Planning action in anticipation of likely changes of environment
➢Managers adopting proactive changes do not wait for
environment to change, but take action in advance of
environmental changes . Ex: Emergency management.
b)Reactive ➢Reactive planning is the process whereby future action is
planning dictated in response to whatever comes from environment
changes.
➢This type of planning is suitable in the environment which
is fairly stable over a long period of time.
 Contd..
Types of Planning
5. . Degree of formalization
a) Formal Planning 
➢This type of planning is rational, systematic, regular and
well documented and called formal planning .
➢It is a structured plan prepared by experts like engineers,
economists at higher level.
➢Based on results obtained from environment scan .
➢When environment shows some change, these experts
analyses the environment and suggest suitable measures to
take the advantage of the changing environment .

b) Informal ➢ Informal planning is undertaken generally by small

Planning organizations.
➢This planning process is based on manager's experience,
intuitions rather than based on systematic evaluation of
environmental changes.
➢This planning process is part of manager's regular activity
and is suitable for small organisations.
Steps of Planning
 Establish
Premising
(assumed
objectives
conditions)

Determine
Review the
alternative
plan
courses

Evaluate
Implement
alternative
the plan
courses

Select
optimum
course
 Contd..

1) Establishing goals/objectives:
➢ Setting of the enterprise objectives
➢ Setting of objectives section wise or department
wise
2) Establishing premising:
➢ To view the conditions under which planning
activities
➢ Planning premising are planning assumptions or
factors like the expected environmental factors, facts
and information relating to the future.
 Contd..

3) Deciding the planning period:
Once the long term objectives and planning are decided, the next task is
to decide the period of the plan. s

4) Identification of alternatives:
The next step in planning is identifying alternatives to achieve the
objective through various actions.

5) Evaluation and selection of alternative:

After the alternatives are identified, the next step is to evaluate the
alternatives according to the premises and goals, and to select the best
course of action.
 Contd..

6) Developing derivative/supportive plan

After the best plan is selected, various other plans are derived so as to
support the main plan. These may be plans for buying equipment,
buying raw material etc. They are derivative plans /supportive plans
formulated to support the main plan.

7) Measuring and controlling the process:

Managers need to check the progress of their plans so that remedial

action can be taken to make plan work or change the plan if it is
unrealistic. Hence process of controlling is a part of any plan .
 Organizing

“It is defining and grouping the activities
of the enterprise and establishing
authority, responsibility and
relationships among them.”
 Contd..
 Organization :


A social unit of people , systematically structured and managed to achieve
the collective goals on a continuing basis.

 Need of Organisation:

In organisation management determines the relationship between functions

and position, and subdivides roles and responsibilities with appropriate
authority to carry out defined task.

 Organisation Structure:
➢ plan that outlines who reports to whom and who is responsible for what.

➢ shows the authority and responsibility relationship between the various

positions of the organization
➢ set of planned relationships ( Formal task allotted )between groups
.Related to functions , physical and personal factors .
➢ should not be static but dynamic, subject to change from time to time.
Organization Structure For a large and complex
organisation
( A vehicle manufacturing organisation))


Organization Structure For a large and complex organisation
( A multispecialty Hospital)


 Steps in organizing

STEP 5
STEP 4 STEP 6
STEP 1 STEP 3
STEP 2 Coordinate
Determine Delegate Provide
Assign authority &
the Group the authority & Physical
grouped responsibili
activities activities fix facilities &
activities to ty
responsibili proper
individuals relationship environment
ties
s
TYPES OF ORGANISATION

Line
Line 
& staff
Functional
Project
 LINE ORGANISATION
The oldest as well as the most common
Also known as the Scalar or “Military System” as this
type is usually found in the army.

Characteristic feature
 line of authority flows vertically from the top.
 The authority is greatest at the top.
LINE ORGANISATION
 LINE ORGANISATION
Disadvantages
Advantages
(i) Simple (i) Unitary administration
(ii)Fixed Responsibility (ii) Overloading with work
(iii)Flexibility (iii) Lack of specialization
(iv)Prompt decision (iv) Lack of Communication
(v)Unified control (v) Succession problem
(vi)Well-defined authority (vi) Absence of conceptual
(vii)Fixed channel of thinking
promotions. (vii) Favoritism
(viii) No co-ordination.
 LINE & STAFF ORGANISATION
Basically a line organization, but “Staff,” - functional
experts are engaged to advise the line officers in the
performance of their duties.
Line officers are the executives, and the staff officers
are their advisers.
The Line officers make the decisions and issue
instructions to subordinates,
The staff officers have no authority to issue
instructions. But in decision-making function, the
Line officers receive advise and guidance from the
Staff Officers
LINE & STAFF ORGANISATION
 LINE & STAFF ORGANISATION

 Advantages: (i) Advantages of the line and the functional

organisations, (ii) Specialisation, (iii) Sound decisions.

Disadvantages: (i) Conflicts between the line and the staff

executives, (ii) Advice of the staff executives is ignored, (iii)
No demarcation of authority, (iv) Lack of responsibility, (v)
uneconomical.
 FUNCTIONAL ORGANISATION
The personnel and their work are organized on the basis
of the same type of work.
 All works of the same type are grouped together and
brought under one department managed by an expert.
Each department performs its specialized function for
the entire organization.
Now-a-days almost all business concerns usually
follow some sort of functional plan to carry out the
primary functions of business.
However, it is the rare to find a pure functional
organization and there is always an element of line
organization mixed with it.
 FUNCTIONAL ORGANISATION
Functional organization—In this form of organization all activities in
the organization are grouped according to the basic functions, i.e.,
production, finance, marketing, headed by a specialist.

Advantages- Main advantages of this form are: (i) Specialization, (ii)

Large-scale production, (iii) Improved efficiency, (iv) Flexibility, (v)
Better industrial relations, (vi) Separation of mental and physical
functions.

Disadvantages—Following are the disadvantages of this form of

organization: (i) Multiplicity of authority, (ii) Indiscipline, (iii) Shifting
of responsibility, (iv) Lack of co-ordination, (v) impracticable,
(vi)delay in decision making.
 PROJECT
ORGANISATION
 PROJECT ORGANISATION

Project or Matrix Organisation—In it authority flows vertically

within functional departments.

Advantages- It emphasises multiple inter-dependence among

various functions, horizontal relationships and operational
flexibility.

Disadvantages—It is of a temporary nature.

 Functional Areas of Management
Areas of Management:
All the activities performed in company
are grouped
Under functional departments. This is
known as areas of management.
 There are four functional areas of
management namely
1. Production management.
2. Finance management.
3. Marketing management.
4. Human resource management.
 Functional Areas of Management –
1. Production management
➢ Objective of Production Management is:
“To produce goods and services of right quality and quantity
at the right time and right manufacturing cost”
➢ Planning, controlling and directing of the resources
i e men, material, machine, equipment.
➢ Also known as operational management.

➢Production management involves the

following functions:
(a) Product planning and
development.
(b) Plant location, layout and
maintenance.
(c) Production Control.
(d) Purchasing of material and
Materials management .
(e) Research and Development
 Functional Areas of Management- 2.
Marketing Management
 Marketing Management is planning, organizing, controlling and
implementing of marketing policies to distribute the products to the buyers
to generate an acceptable profit.

 The major objectives of marketing management are: creation of demand,

customer satisfaction, market share, generation of profits, creation of good
will and public image.

The sub-activities are:

(1) Advertising: Giving information about
products to buyers.
(2) Marketing research: Systematic
collection and analysis
of data relating to the marketing of
goods and services.
(3) Sales management: Movement of
products and services
from producers to consumers
 Functional Areas of Management- 3.
Financial Management
Financial Management is planning, organizing, directing and controlling the financial
activities like procurement and utilization of funds of the enterprise

 The objectives are:

1) To ensure regular and adequate supply of funds to the organization.

2) To ensure adequate returns to the shareholders

3) To ensure optimum funds utilization

4) To ensure safety on investments

5) To plan a sound capital structure

 Functions are

1) Financial planning and forecasting

2) Determination of capital composition

3) Fund investment, &maintaining proper liquidity

4) Disposal of surplus and financial controls

 Functional Areas of Management- 4. Human
Resource (Personnel) Management
Human Resource Management includes the processes of planning, selecting,
recruiting and inducting employees in an organization.
➢ The objectives include
a) Effective utilization of human resources
b) Motivation
c) Creating policies and procedures
d) Growth and development of Human resources

 Functions of human resource management:

i) Man power planning ii) Recruitment & selection

iii) Performance appraisal iv) Training
v) Wage and salary administration vi) Compensation and rewards
vii) Industrial relations viii) Employee communication
 Managerial Skills
Following three types of managerial skills that are
essential to fulfil specific tasks in an organization .
1. Technical skills
2. Conceptual skills
3. Human or interpersonal management skills

1. Technical Skills
 Technical skills involve the knowledge of and proficiency in
activities involving methods, processes and procedures.
 These skills involve the use of tools, equipment, procedures,
and techniques of the industry.
 Technical skills are most important for supervisory level or
first-level managers.
 As we go through a hierarchy from the bottom to higher levels,
the technical skills lose their importance
 Managerial Skills- 2. Conceptual Skills

➢ Abilities to see the organization as a whole. These can be classified as

➢ Includes analytical , creative and inter
relationships skills ✓ Decision making skills:
Ability of a person to take timely and
➢ Helpful to managers to look outside their
accurate decisions.
department‘s goals.
✓ Organizational skills:
➢ Mostly required for top managers, less
critical for mid- level managers, and not It helps to select and fix right people
required for first-level
at right work
managers.
 Managerial Skills- 3.Human or Interpersonal
Managerial Skills
➢ Ability of a manager to work effectively with people.
➢ Helps to build a team and create an environment in which
people feel secure and free to express their opinions
➢ These skills are equally essential for managers at all levels
in the company.

 They are classified as:

 Communicating skills:
 It is the ability to convey information to the other.
 Improper, insufficient and poorly expressed information can
create confusion.
 Motivating skills:
 It inspires people to do what the manager wants them to do.
 Leadership skills:
 This skill helps the manager to lead the people working
under him. It is the ability to inspire confidence and trust.
 Lets sum up
 Concept of management
 Definitions of management
 Role and Importance of management
 Management Characteristics
 Principle of Management
 Scientific Management
 Fayol’s Principle
 Levels of Management
 Administration and Management
 Functions of Management
 Planning, Types,Steps
 Organizing, Steps, Types of Organization
 Functional Areas of Management
 Managerial Skills
Thank You