INTRODUCTION

TO
MANAGEMENT

MD ZAFAR ALI
BIM
Learning Objectives:
After completing this session. You should be able to
1.          MEANING OF MANAGEMENT
2.          MANAGEMENT PROCESS
3.          WHO IS MANAGER?
4.          FUNCTION OF MANAGEMENT
5.          PRINCIPLES OF MANAGEMENT
6.          FEATURES OF MANAGEMENT
7.          IMPORTANCE OF MANAGEMENT
8.    ORGANIZATION, ADMINISTRATION &
MANAGEMENT
9.  POINTS OF DIFFERENCE BETWEEN
ADMINISTRATION & MANAGEMENT
10.       LEVELS OF MANAGEMENT
11. BASIC MANAGERIAL ROLES AND SKILLS
 MEANING OF MANAGEMENT - ORIGIN:

The word MANAGEMENT originated from the Latin word

“Managiare” which means, “to train up the horses”.
But by the passage of time, it relates human being in lieu of
horses.
So the meaning of the word ‘MANAGEMENT’ is “to handle” the
overall activities of the organization.
Introduction to Management

MANAGEMENT=MANAGE+MEN+T
MANAGE Means-To manage the People
T- Means Tactfully manage the People
Definition:
  Management is a distinct Process Consisting of planning,
organizing, actuating and controlling performed to determine
and accomplish stated objectives with the use of human
beings and other resources.

 To manage is to forecast and plan to organize to

command to coordinate and to control.
 Management is the art of directing and inspiring people.
 Management is getting things done through other’s
.
Management is the process of planning organizing leading
and controlling an organizations human, financial, physical,
and information resources to achieve organizational goals in
an efficient and effective manner.
Finally, we can say, Management is the process of planning
organizing, leading and controlling on organizations human,
financial, physical and information resources to achieve
organizational goals in maximum use of the organizations
resources with minimum waste.
   Management Process: A Process is a systematic
way of doing things.
Figure-1
Organization In Put 6m Management Human Out put
s Goal Man machine Function efforts Achieve
determine material Planning Physical, organizatio
method organizing staffing mental ns goals
money leading motivation
market coordination
controlling
 Figure-2

Planning Organizing
Setting the organizations Determining how best to
goals & deciding how assemble resources &
best to achieve them group activities

Controlling Leading
Facilitation goal Motivating &
attainment through influencing the human
monitoring & correcting resources to work for
on going activities achieving the
organizational goals
 Management process
Who is a manager?
* A manager is someone whose Primary responsibility is to
carry out the management Process.
* “Manager is a person who contorts a business or other
concern”.
* Manager is one who organizes other people’s doings.
Function of Management:
There are so many functions of management, some are basic function
and some are general functions, there functions are given be low.
 Function of Management

Basic Functions of mgt. Secondary Function of mgt.

Planning Communication
Organizing Budgeting
Staffing Reporting
Directing Public relation
Motivation Innovation
Coordinating
Controlling
Planning:
Planning means deciding in advance what shall be done,
where, how and who shall do it.
Planning is the list of course of actions which will be performed
later on .
Organizing:
The purpose of an organization structure is to help in creating
an environment for human performance.
Staffing:
Staffing is the process of recruiting, selecting, training and
developing organizational personnel.
5. Manpower Development

4. Performance Appraisal

3. Recruitment & Selection

2. Manpower Planning

1. Job analysis

Figure- Staffing Process:

Directing:
Directing means seeing that subordinates do their work and
do it, as well as possible. its includes issuing orders, providing
instructions, enforcing discipline and developing esprit de-
corps.
Motivation:
Motivation is a managerial function to inspire, encourage and
impel people to take required action.
Coordinating:
Coordination is the orderly arrangement of group effort to
Provide unity of action in pursuit of a common purpose.
Controlling:
Controlling is measuring and correcting individual and organizational
performance to ensure that events conform to plan.

Controlling Process

Determining area of control

Establishing Standards

Measuring performance against standard.

Comparing performance against standard

Recognizing positive performance.

Detection and Evaluation of deviation

Taking corrective action as necessary

Principles of Management:

Policy is a guideline to managerial decisions and actions.

principles are the Fundamental Truth established by
research, investigation and analysis many management
principles have been established through practice experience
and observation. Principles are universal truths generally
applicable to all organizations principles guide managers in
formulating policies, programmers. Procedures, and
Practices. Henri Fayol has mentioned some management
Principles which are as follows:-
1. Division of work:
A high degree of specialization should result inefficiency. Both
managerial and technical works are amenable to
specialization.
 2. Authority and responsibility:
Authority and responsibility to be related, with the latter arising
from the former. Authority is needed to carry out managerial
responsibilities.
 3. Discipline:
People in the organization must respect the rules that govern
the organization.
 4. Unity of command:
This means that, employees should receive orders from one
superior and should report to one only.
5. Unity of directions:
According to this principle, each group of activities with the
some objective must have one head and one plan.
6. Subordination of individual to general interest:
Interest of individuals should not be placed before the goals
of the overall organization.
 7. Remuneration:
Remuneration and methods of payment should be f air and
afford the maximum possible satisfaction to employees and
employer.
8. Centralization:
Power' and authority should be concentrated at the upper
levels of the organization as much as possible.
9. Scalar chain:
A chain of authority should extend from the top to the bottom
of the organization and should be followed at all times.
 10. Order:
Human and material resources should be coordinated so that
they are in the required place at the required time.
 11. Equity:
Managers should be kind and fair when dealing with
subordinates.
 12. Stability of tenure:
Finding unnecessary turnover to be both the cause and the
effect of bad management. Fayol points out its dangers and
cost.
13. Initiative:
Subordinates should have the freedom to take initiative,
 14. Unity is strength:
Teamwork, team spirit and a sense of unity and togetherness
should be fostered and maintained.
 Features of Management:
 The Features of management use as follows:-
       Management is goal/Action oriented.
       Management is usually associates with group efforts.
       Management is dynamic
       Management is universal.
       Management is a social process.
       Management is invisible and in tangible.
       Management is a factor of production.
       Pervasive ness of management.
       Management is a distinct process
 Management is a profession.
Importance of Management

Anything minus management amounts to nothing, The are

some points of importance of management in the industrial
organization of Bangladesh. These points are given be low:
•Development of Business components

•Proper utilization of production factors.

•Economic and Human development

•Attainment of objectives.

•Development of Relationship
•Providing leadership

•Large scale production

•Increase in efficiency

•Reduction of wastage

•Establishing discipline

•Developing environment

•Social development

•Development of standard of living.

Organization:
The function of organization is to pull the resources of an
enterprise to gather. EX; HAND;Doing
Administration:
Administration is entrusted with planning and effective
execution of company policies through efficient leadership.
Ex; Head; thinking
Management:
The job of management is to ensure orderly and methodical
accomplishment of the pre-set policy objectives of an
enterprise. Eyes;Monitoring
 Levels of Management

Administration

Management

Management
  
Figure-3
Points of difference between administration &
management
      Policy formulation.
      To making plan
      Nature of work
      Organization framing structure
      Determining objective
      Pervasiveness
      Centralization of power
      Decision-making
      Comparison
      Number of Executives.
Levels of Management:
 
Levels of management means the managerial hierarchy in an
organization, typically three distinct levels: executive, middle,
and first line, usually Proprayed as Pyramid, there are three
levels of management are given be low:
 
1.      Top Level Managers
2.      Middle Level Managers
3.      Lower Level / First Line Managers.
 Figure-4

Board of director, president, vice

Top level president, DGM, AGM
manager
  Divisional Manager, Branch
Mid level manager Manager
 
First level manager Supervisor, Foreman
  Levels of manager
 Top level Planning

Middle level Organizing Leadership Controlling

Lower level

Levels of Basic Function Manager

1. Lower Level/First Line Managers:
Lower level managers direct non-management employees;
they do not supervise other managers.
For example:
Foreman, technical supervisor, clerical supervisor etc.
2. Middle Level Managers:
Middle managers direct the activities of lower level managers
& sometime those of operating employees as well.
3. Top Managers:
Composed of a comparatively small group of people, top
management is responsible for the overall management of an
organizing. These people are called executive.
4. BASIC MANAGERIAL ROLES AND SKILLS
ROLES
Regardless of their level or area within an organization, all
managers must play certain roles and exhibit certain skills if
they are to be successful.
According to MINTZBERG,
1. Interpersonal Roles
a) Figurehead
b) Leader
c) Liaison
2. Informational Roles
• Monitor
• Disseminator
• Spokesperson

3. Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
1.Interpersonal Roles:
 
a) Figurehead: Figurehead is symbolic head, required to
perform a number of routine duties of a legal or social nature.
 
b) Leader: A leader is responsible for motivation and
direction of subordinates.
 
c) Liaison: Liaison maintains a network of outside contacts
that provide favors and information.
2. Informational Roles:
 a) Monitor: A monitor receives wide Variety of information
serves as nerve center of internal & external information of
the organization.
 b) Disseminator: Disseminator transmits information
received from outsiders or from other subordinates to
member of the organization.
 c) Spokesperson:
Spokesperson transmits information to outsiders on
organization's plans, policies, actions and results.
3. Decisional Roles:
a) Entrepreneur: Entrepreneur searches org and its
environment for opportunities and initials projects to trying
about change.
b) Disturbance handles: Disturbance handler is responsible
for corrective action when org faces important, unexpected
disturbances.
c) Resource Allocator:
Resource allocator makes or approves significant
organizational decisions.
d) Negotiator:
Negotiator is responsible for representing the organization at
major negotiations.
SKILLS
Managers need a number of specific skills to succeed.
1. Technical Skills
2. Interpersonal Skills
3. Conceptual Skills
4. Diagnostic Skills
Technical Skills:
Technical skills are the skills necessary to accomplish or
understand the specific kind of work being done in an
organization.
• Project engineers,
• Physicians
• Accountants.
 Fiqure-5
 Skills very in importance at different manager:

Top management
Conceptual

Middle manager Human

skills

Technical
skills

Supervisors
Interpersonal Skills:

Managers need interpersonal skills ‑ the ability to

communicate with, understand and motivate both
individuals and groups.
 
Conceptual Skills:
 
Conceptual skills depend on the managers’ mental capacity
how all the parts of the organization fit together and to view
the organization in a holistic manner.
Diagnostic Skills:
 
A manager can diagnose and analyze a problem in the
organization by studying its symptoms and then
developing a situation.
 
Managers at different levels generally focus on different
tasks. Executive managers spend a significant portion of
their time in planning and organizing, Supervisory
managers are mostly busy with monitoring and controlling.
- THANK YOU -