INTRODUCTION TO

MANAGEMENT
INFORMATION SYSTEM
 What is managerial concept?

• 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 process of working with
people and other organizational resources and
reaching organizational goals.
What are the three basic concepts of management?

• The chart of “The Management Process,”

begins with the three basic elements with
which a manager deals: ideas, things, and
people.
• Management of these three elements is
directly related to conceptual thinking (of
which planning is an essential part),
administration, and leadership.
 What are the four basic management?

• Originally identified by Henri Fayol as five

elements, there are now four commonly
accepted functions of management that
encompass these necessary skills: planning,
organizing, leading, and controlling.
 What are the 7 principles of
management?
• 1 – Customer Focus. The primary focus of quality
management is to meet customer requirements
and to strive to exceed customer expectations. ...
• 2 – Leadership. ...
• 3 – Engagement of People. ...
• 4 – Process Approach. ...
• 5 – Improvement. ...
• 6 – Evidence-based Decision Making. ...
• 7 – Relationship Management.
LEVELS OF MANAGEMENT
• The 3 Different Levels of Management
• Administrative, Managerial, or Top Level of
Management.
• Executive or Middle Level of Management.
• Supervisory, Operative, or Lower Level 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.
 2. 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.
• In small organization, there is only one layer of
middle level of management but in big enterprises,
there may be senior and junior middle level
management.
 Their role can be emphasized as -
• 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.
 3. 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 supervise & guide the sub-ordinates.
– They are responsible for providing training to the workers.
– They arrange necessary materials, machines, tools etc for getting the things done.
– They prepare periodical reports about the performance of the workers.
– They ensure discipline in the enterprise.
– They motivate workers.
– They are the image builders of the enterprise because they are in direct contact with
the workers.
 What are the 3 managerial skills?
• Robert Katz identifies three types of skills
that are essential for a successful
management process:
• Technical skills.
• Conceptual skills.
• Human or interpersonal management skills.
 Technical skills

• As the name of these skills tells us, they give the

manager knowledge and ability to use different
techniques to achieve what they want to achieve.
• Technical skills are not related only for machines,
production tools or other equipment, but also
they are skills that will be required to increase
sales, design different types of products and
services, market the products and services, etc.
 Conceptual skills

• Conceptual skills present knowledge or ability of a manager

for more abstract thinking.
• That means he can easily see the whole through analysis and
diagnosis of different states.
• In such a way they can predict the future of the business or
department as a whole.
• Conceptual skills are vital for top managers, less critical for
mid-level managers and not required for first-level
managers.
• As we go from the bottom of the managerial hierarchy to the
top, the importance of these skills will rise.
 Human or interpersonal managerial skills

• Human or interpersonal management skills present

a manager’s knowledge and ability to work with
people.
• One of the most critical management tasks is to
work with people.
• Without people, there will not be a need for the
existence of management and managers.
• These skills enable managers to become leaders and
motivate employees for better accomplishments. 
 Planning in Information system
• Planning may be defined as deciding in advance what
to be done in future.
• It is the process of thinking before doing. It involves
determination of goals as well as the activities
required to be undertaken to achieve the goals.
• In the planning process managers anticipate the
future and accordingly decide what activities must be
undertaken.
• Planning deciding in advance – What to do, How to
do, When and by whom.
 DEFINITION OF PLANNING:
• According to James Lundy: “Planning means
the determination of what is to be done, how
it is to be done, who is to do it, and how
results are evaluated.”
• According to Henry Feyol: “Planning is
deciding the best alternatives among others to
perform different managerial operation in
order to achieve the predetermined goals.”
 NATURE OF PLANNING
1. PLANNING IS GOAL ORIENTED
2. PLANNING IS A PRIMARY FUNCTION
3. PLANNING IS PERVASIVE
4. PLANNING IS FLEXIBLE
5. PLANNING IS CONTINUOUS
6. PLANNING IS FUTURISTIC
7. PLANNING INVOLVES CHOICE
8. PLANNING IS A MENTAL EXERCISE
 Effective Planning
• An effective management planning process
includes evaluating long-term corporate
objectives.
• Management planning is the process of
assessing an organization's goals and creating
a realistic, detailed plan of action for meeting
those goals
• The first step of the management planning process is
to identify specific company goals.
• This portion of the planning process should include a
detailed overview of each goal, including the reason
for its selection and the anticipated outcomes of goal-
related projects.
• Where possible, objectives should be described in
quantitative or qualitative terms.
• An example of a goal is to raise profits by 25 percent
over a 12-month period.
 2. ORGANIZING
• Organising can be defined as a process that
initiates implementation of plans by clarifying
jobs, working relationships and effectively
deploying resources for attainment of
identified and desired results (goals).
• Therefore, it is a process which coordinates
human efforts, assembles resources and
integrates both into a unified whole to be
utilized for achieving specified objectives.
• Organizing is the managerial function and this
function of organizing is known as process of
organization.
• Once the general and specific objectives
determined and to achieve them a plan is
prescribed, the next step is to organize the
activities of the enterprise with a view to work
the plan and to fulfill the organizational
objectives.
• The management has to identify the activities
necessary to reach the objectives and group
these activities and assigned to the group of
people, known as departments.
• A manager, with required qualification,
intelligence and capability is given authority
and made incharge of each department, so as
enable him to work his subordinates to reach
the organizational objectives.
• Proper organization will assist the most
effective use of all the resources of the
business.
• The need for adequate organization grows
with the increase in size of the business unit.
• More delegation and a large number of
managers are required as his business grows
from that of a small company, with its nucleus
of a few key people.
• Organization is understood as a dynamic
process and a managerial activity, which is
necessary for bringing people together and
tying them together in the pursuit of common
objectives.
• This may well be the process of organizing,
• (b) Secondly, it can be used in the sense,
which refers to the structure of relationship
among positions jobs, which is built-up for the
attainment of common objectives or goals.
• In this sense, organization can be considered
as a vehicle through which goals are supposed
to be achieved.
• Organization structure is considered in
different views.
• Some consider it as a network of relationships,
a blueprint of how the management will like
the various functions and activities to be
assigned and connected together.
 ORGANIZATIONAL STRUCTURE
• An organizational structure is a system that
outlines how certain activities are directed in
order to achieve the goals of an organization.
• These activities can include rules, roles, and
responsibilities.
• The organizational structure also determines
how information flows between levels within
the company.
• For example, in a centralized structure,
decisions flow from the top down, while in a
decentralized structure, decision-making
power is distributed among various levels of
the organization.
• An organizational structure outlines how certain
activities are directed to achieve the goals of an
organization.
• Successful organizational structures define each
employee's job and how it fits within the overall
system.
• A centralized structure has a defined chain of
command, while decentralized structures give almost
every employee receiving a high level of personal
agency.
• Types of organizational structures include
functional, divisional, flatarchy, and matrix
structures. 
• Senior leaders should consider a variety of
factors before deciding which type of
organization is best for their business,
including the business goals, industry, and
culture of the company.
 Types of Organizational Structures

• Four types of common organizational

structures are implemented in the real world.
• The first and most common is a functional
structure.
• This is also referred to as a 
bureaucratic organizational structure and
breaks up a company based on the
specialization of its workforce.
• Most small-to-medium-sized businesses
implement a functional structure.
• Dividing the firm into departments consisting
of marketing, sales, and operations is the act
of using a bureaucratic organizational
structure.
 Divisional or Multidivisional Structure

• The second type is common among large

companies with many business units.
• Called the divisional or multidivisional
structure, a company that uses this method
structures its leadership team based on the
products, projects, or subsidiaries they
operate.
• With thousands of products and lines of
business, the company structures itself so
each business unit operates as its own
company with its own president.
 Flatarchy Structure

• Flatarchy, a newer structure, is the third type

and is used among many startups.
• As the name alludes, it flattens the hierarchy
and chain of command and gives its
employees a lot of autonomy.
• Companies that use this type of structure
have a high speed of implementation.
 Matrix Structure

• The fourth and final organizational structure is

a matrix structure.
• It is also the most confusing and the least
used.
• This structure matrixes employees across
different superiors, divisions, or departments.
STAFFING
• Staffing is the process of finding the right
worker with appropriate qualifications or
experience and recruiting them to fill a job
position or role.
• In management, staffing is an operation of
recruiting the employees by evaluating their
skills and knowledge before offering them
specific job roles accordingly.
• Human resource management (HRM), or
staffing, is the management function devoted
to acquiring, training, appraising, and
compensating employees.
• In effect, all managers are human resource
managers, although human resource
specialists may perform some of these
activities in large organizations.
• Staffing is the process of hiring eligible
candidates in the organization or company
for specific positions.
• In management, the meaning of staffing is an
operation of recruiting the employees by
evaluating their skills, knowledge and then
offering them specific job roles accordingly.
 Nature of Staffing

• Staffing is an integral part of human resource

management.
• It facilitates procurement and placement of
right people on the right jobs.
 The nature of staffing function is discussed
below:
• 1. People Centred:
• Staffing is people centred and is relevant in all
types of organisations. It is concerned with all
categories of personnel from top to bottom of
the organisation.
• The broad classification of personnel may be as
follows:
• ADVERTISEMENTS:
• (i) Blue collar workers (i.e., those working on the
machines and engaged in loading, unloading etc.)
and white collar workers (i.e., clerical employees).
• (ii) Managerial and non-managerial personnel.
• (iii) Professionals (such as Chartered Accountant,
Company Secretary, Lawyer, etc.).
• 2. Responsibility of Every Manager:
• Staffing is a basic function of management. Every
manager is continuously engaged in performing the
staffing function.
• He is actively associated with recruitment, selection,
training and appraisal of his subordinates.
• These activities are performed by the chief
executive, departmental managers and foremen in
relation to their subordinates.
• Thus, staffing is a pervasive function of
management and is performed by the
managers at all levels.
• It is the duty of every manager to perform the
staffing activities such as selection, training,
performance appraisal and counseling of
employees.
• In many enterprises. Personnel Department is
created to perform these activities.
• But it does not mean that the managers at
different levels are relieved of the
responsibility concerned with staffing.
• The Personnel Department is established to
provide assistance to the managers in
performing their staffing function.
• Thus, every manager has to share the
responsibility of staffing.
 Steps involved in Staffing Process

• Manpower Planning
• Recruitment
• Selection
• Placement
• Training
• Development
• Promotion
• Transfer
• Appraisal
• Determination of Remuneration
• 1. Manpower Planning
•  Manpower planning can be regarded as the
quantitative and qualitative measurement of labour
force required in an enterprise.
• Therefore, in an overall sense, the planning process
 involves the synergy in creating and evaluating the
manpower inventory and as well as in developing
the required talents among the employees selected
for promotion advancement
• 2. Recruitment
• Recruitment is a process of searching for
prospective employees and stimulating them
to apply for jobs in the organization. It stands
for finding the source from where potential
employees will be selected.
• 3. Selection
• Selection is a process of eliminating those who appear
unpromising.
• The purpose of this selection process is to determine
whether a candidate is suitable for employment in the
organization or not.
• Therefore, the main aim of the process of selection is
selecting the right candidates to fill various positions in the 
organization.
• A well-planned selection procedure is of utmost importance.
• 4.  Placement
• Placement means putting the person on the
job for which he is selected. It includes
introducing the employee to his job.
• 5.  Training
• After selection of an employee, the important
part of the programmed is to provide training
to the new employee.
• With the various technological changes, the
need for training employees is being increased
to keep the employees in touch with the
various new developments.
• 6. Development
• A sound staffing policy provides for the
introduction of a system of planned
promotion in every organization.
• If employees are not at all having suitable
opportunities for their development and
promotion, they get frustrated which affect
their work.
• 7. Promotions
• The process of promotion implies the up-
gradation of an employee to a higher post
involving increasing rank, prestige and
responsibilities.
• Generally, the promotion is linked to increment
in wages and incentives but it is not essential
that it always relates to that part of an
organization.
8. Transfer
• Transfer means the movement of an employee
from one job to another without increment in
pay, status or responsibilities. Therefore this
process of staffing needs to evaluated on a
timely basis.
• 9. Appraisal
• Appraisal of employees as to how efficiently
the subordinate is performing a job and also
to know his aptitudes and other qualities
necessary for performing the job assigned to
him.
10.  Determination of Remuneration
• This is the last process which is very crucial as
it involves in determining remuneration which
is one of the most difficult functions of the
personnel department because there are no
definite or exact means to determine correct
wages.