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CONTENTS
• INTRODUCTION
• LEVELS OF MANAGEMENT
• FUNCTIONS OF MANAGEMENT
• PLANNING
• ORGANIZING
• STAFFING
• DIRECTING
• CONTROLLING
• CONCLUSION
• REFERENCE
INTRODUCTION
• MANAGEMENT PLAYS A CRUCIAL ROLE WITHIN EVERY ORGANIZATION AS IT ENCOMPASSES THE ORCHESTRATION OF
RESOURCES TO REALIZE SPECIFIC OBJECTIVES. IN SIMPLER TERMS, MANAGEMENT IS THE SYSTEMATIC PROCEDURE OF
STRATEGIZING, STRUCTURING, GUIDING, AND OVERSEEING THE ENDEAVORS OF INDIVIDUALS STRIVING TO MEET THE
GOALS OF THE ORGANIZATION. THIS PIVOTAL FUNCTION IS INSTRUMENTAL IN ENABLING ORGANIZATIONS TO
ACHIEVE EFFICIENCY AND EFFECTIVENESS IN THEIR OPERATIONS.
THE CONCEPT OF MANAGEMENT HAS EVOLVED OVER TIME, AND TODAY, IT ENCOMPASSES A RANGE OF ACTIVITIES THAT
ARE DESIGNED TO HELP ORGANIZATIONS ACHIEVE THEIR OBJECTIVES. IN THIS ARTICLE, WE WILL EXPLORE WHAT
MANAGEMENT IS, ITS FUNCTIONS, THE DIFFERENT LEVELS OF MANAGEMENT, AND THE SKILLS REQUIRED TO BE AN
EFFECTIVE MANAGER.
• IMPORTANCE OF MANAGEMENT:
a. Efficiency: Ensures resources are used in the best possible way to avoid waste.
b. Effectiveness: Helps in achieving organizational goals by aligning resources and efforts.
c. Adaptability: Allows organizations to respond to changes in the environment.
d. Innovation: Encourages creativity and innovation through structured processes.
• OVERALL, MANAGEMENT IS CRUCIAL FOR THE SUCCESS OF ANY ORGANIZATION, ENSURING THAT RESOURCES ARE
USED EFFECTIVELY TO ACHIEVE THE DESIRED OUTCOMES.
LEVELS OF MANAGEMENT:
1. TOP-LEVEL MANAGEMENT: THIS INCLUDES EXECUTIVES LIKE CEOS AND COMPANY PRESIDENTS WHO
MAKE STRATEGIC DECISIONS AFFECTING THE ENTIRE ORGANIZATION.
2. MIDDLE-LEVEL MANAGEMENT: MANAGERS AT THIS LEVEL OVERSEE DEPARTMENTS OR DIVISIONS AND
IMPLEMENT THE POLICIES SET BY TOP MANAGEMENT.
3. LOWER-LEVEL MANAGEMENT: ALSO KNOWN AS OPERATIONAL OR FIRST-LINE MANAGERS, THEY
DIRECTLY SUPERVISE EMPLOYEES AND HANDLE DAY-TO-DAY OPERATIONS.
FUNCTIONS OF MANAGEMENT
• MANAGEMENT HAS BEEN DESCRIBED AS A SOCIAL PROCESS INVOLVING RESPONSIBILITY FOR ECONOMICAL AND EFFECTIVE
PLANNING & REGULATION OF OPERATION OF AN ENTERPRISE IN THE FULFILLMENT OF GIVEN PURPOSES.
• IT IS A DYNAMIC PROCESS CONSISTING OF VARIOUS ELEMENTS AND ACTIVITIES. THESE ACTIVITIES ARE DIFFERENT FROM OPERATIVE
FUNCTIONS LIKE MARKETING, FINANCE, PURCHASE ETC. RATHER THESE ACTIVITIES ARE COMMON TO EACH AND EVERY MANGER
IRRESPECTIVE OF HIS LEVEL OR STATUS.
• THERE ARE BASICALLY FIVE PRIMARY FUNCTIONS OF MANAGEMENT. THESE ARE:

• 1. PLANNING
2. ORGANIZING
3. STAFFING
4. DIRECTING
5. CONTROLLING
PLANNING :-
• PLANNING IS FUTURE-ORIENTED AND DETERMINES AN ORGANIZATION’S DIRECTION. IT IS A RATIONAL
AND SYSTEMATIC WAY OF MAKING DECISIONS TODAY THAT WILL AFFECT THE FUTURE OF THE COMPANY.
IT IS A KIND OF ORGANIZED FORESIGHT AS WELL AS CORRECTIVE HINDSIGHT. IT INVOLVES PREDICTING
OF THE FUTURE AS WELL AS ATTEMPTING TO CONTROL THE EVENTS. IT INVOLVES THE ABILITY TO
FORESEE THE EFFECTS OF CURRENT ACTIONS IN THE LONG RUN IN THE FUTURE.
• A PLAN IS A FUTURE COURSE OF ACTIONS. IT IS AN EXERCISE IN PROBLEM SOLVING & DECISION MAKING.
• PLANNING IS DETERMINATION OF COURSES OF ACTION TO ACHIEVE DESIRED GOALS. THUS, PLANNING IS A SYSTEMATIC
THINKING ABOUT WAYS & MEANS FOR ACCOMPLISHMENT OF PRE-DETERMINED GOALS.
• PLANNING IS NECESSARY TO ENSURE PROPER UTILIZATION OF HUMAN & NON-HUMAN RESOURCES. IT IS ALL
PERVASIVE, IT IS AN INTELLECTUAL ACTIVITY AND IT ALSO HELPS IN AVOIDING CONFUSION, UNCERTAINTIES, RISKS,
WASTAGES ETC.
COST OF ELECTRICAL ENERGY
 ORGANIZING:-
• ORGANIZING REQUIRES A FORMAL STRUCTURE OF AUTHORITY AND THE DIRECTION AND FLOW OF SUCH AUTHORITY
THROUGH WHICH WORK SUBDIVISIONS ARE DEFINED, ARRANGED AND COORDINATED SO THAT EACH PART
RELATES TO THE OTHER PART IN A UNITED AND COHERENT MANNER SO AS TO ATTAIN THE PRESCRIBED OBJECTIVES.
• THUS THE FUNCTION OF ORGANIZING INVOLVES THE DETERMINATION OF ACTIVITIES THAT NEED TO BE DONE IN
ORDER TO REACH THE COMPANY GOALS, ASSIGNING THESE ACTIVITIES TO THE PROPER PERSONNEL, AND
DELEGATING THE NECESSARY AUTHORITY TO CARRY OUT THESE ACTIVITIES IN A COORDINATED AND COHESIVE
MANNER.
• ACCORDING TO HENRY FAYOL, “TO ORGANIZE A BUSINESS IS TO PROVIDE IT WITH EVERYTHING USEFUL OR ITS
FUNCTIONING I.E. RAW MATERIAL, TOOLS, CAPITAL AND PERSONNEL’S”.
 TO ORGANIZE A BUSINESS INVOLVES DETERMINING & PROVIDING HUMAN AND NON-HUMAN RESOURCES TO THE
ORGANIZATIONAL STRUCTURE. ORGANIZING AS A PROCESS INVOLVES:
1. IDENTIFICATION OF ACTIVITIES.
2. CLASSIFICATION OF GROUPING OF ACTIVITIES.
3. ASSIGNMENT OF DUTIES.
4. DELEGATION OF AUTHORITY AND CREATION OF RESPONSIBILITY.

STAFFING:-
• STAFFING IS THE FUNCTION OF HIRING AND RETAINING A SUITABLE WORK-FORCE FOR THE
ENTERPRISE BOTH AT MANAGERIAL AS WELL AS NON-MANAGERIAL LEVELS. IT INVOLVES
THE PROCESS OF RECRUITING, TRAINING, DEVELOPING, COMPENSATING AND EVALUATING
EMPLOYEES AND MAINTAINING THIS WORKFORCE WITH PROPER INCENTIVES AND
MOTIVATIONS. SINCE THE HUMAN ELEMENT IS THE MOST VITAL FACTOR IN THE
PROCESS OF MANAGEMENT, IT IS IMPORTANT TO RECRUIT THE RIGHT PERSONNEL.
• THIS FUNCTION IS EVEN MORE CRITICALLY IMPORTANT SINCE PEOPLE DIFFER IN THEIR
INTELLIGENCE, KNOWLEDGE, SKILLS, EXPERIENCE, PHYSICAL CONDITION, AGE AND
ATTITUDES, AND THIS COMPLICATES THE FUNCTION. HENCE, MANAGEMENT MUST
UNDERSTAND, IN ADDITION TO THE TECHNICAL AND OPERATIONAL COMPETENCE, THE
SOCIOLOGICAL AND PSYCHOLOGICAL STRUCTURE OF THE WORKFORCE.
 DIRECTING :-
• THE DIRECTING FUNCTION IS CONCERNED WITH LEADERSHIP, COMMUNICATION, MOTIVATION,

AND SUPERVISION SO THAT THE EMPLOYEES PERFORM THEIR ACTIVITIES IN THE MOST
EFFICIENT MANNER POSSIBLE, IN ORDER TO ACHIEVE THE DESIRED GOALS.
• THE LEADERSHIP ELEMENT INVOLVES ISSUING OF INSTRUCTIONS AND GUIDING THE
SUBORDINATES ABOUT PROCEDURES AND METHODS.
• THE COMMUNICATION MUST BE OPEN BOTH WAYS SO THAT THE INFORMATION CAN BE
PASSED ON TO THE SUBORDINATES AND THE FEEDBACK RECEIVED FROM THEM.
• MOTIVATION IS VERY IMPORTANT SINCE HIGHLY MOTIVATED PEOPLE SHOW EXCELLENT
PERFORMANCE WITH LESS DIRECTION FROM SUPERIORS.
• SUPERVISING SUBORDINATES WOULD LEAD TO CONTINUOUS PROGRESS REPORTS AS WELL AS
ASSURE THE SUPERIORS THAT THE DIRECTIONS ARE BEING PROPERLY CARRIED OUT.
 CONTROLLING
• THE FUNCTION OF CONTROL CONSISTS OF THOSE ACTIVITIES THAT ARE UNDERTAKEN TO ENSURE THAT
THE EVENTS DO NOT DEVIATE FROM THE PRE-ARRANGED PLANS. THE ACTIVITIES CONSIST OF
ESTABLISHING STANDARDS FOR WORK PERFORMANCE, MEASURING PERFORMANCE AND COMPARING IT TO
THESE SET STANDARDS AND TAKING CORRECTIVE ACTIONS AS AND WHEN NEEDED, TO CORRECT ANY
DEVIATIONS.
• THE PURPOSE OF CONTROLLING IS TO ENSURE THAT EVERYTHING OCCURS IN CONFORMITIES WITH THE
STANDARDS. AN EFFICIENT SYSTEM OF CONTROL HELPS TO PREDICT DEVIATIONS BEFORE THEY ACTUALLY
OCCUR.
• ACCORDING TO THEO HAIMANN, “CONTROLLING IS THE PROCESS OF CHECKING WHETHER OR NOT PROPER
PROGRESS IS BEING MADE TOWARDS THE OBJECTIVES AND GOALS AND ACTING IF NECESSARY, TO
CORRECT ANY DEVIATION”.
• ACCORDING TO KOONTZ & O’DONELL “CONTROLLING IS THE MEASUREMENT & CORRECTION OF
PERFORMANCE ACTIVITIES OF SUBORDINATES IN ORDER TO MAKE SURE THAT THE ENTERPRISE
OBJECTIVES AND PLANS DESIRED TO OBTAIN THEM AS BEING ACCOMPLISHED”. THEREFORE CONTROLLING
HAS FOLLOWING STEPS:
1) ESTABLISHMENT OF STANDARD PERFORMANCE.
2) MEASUREMENT OF ACTUAL PERFORMANCE.
CONCLUSION
• IN CONCLUSION, MANAGEMENT IS A FUNDAMENTAL PROCESS THAT PLAYS A CRITICAL ROLE IN THE

SUCCESS OF ANY ORGANIZATION. BY EFFECTIVELY PLANNING, ORGANIZING, LEADING, AND
CONTROLLING RESOURCES, MANAGEMENT ENSURES THAT AN ORGANIZATION CAN ACHIEVE ITS
GOALS IN AN EFFICIENT AND EFFECTIVE MANNER. IT BRIDGES THE GAP BETWEEN A COMPANY'S
OBJECTIVES AND ITS ACTUAL PERFORMANCE, PROVIDING STRUCTURE AND DIRECTION IN A
CONSTANTLY CHANGING ENVIRONMENT.
• GOOD MANAGEMENT ENHANCES PRODUCTIVITY, FOSTERS INNOVATION, AND ENABLES
ADAPTABILITY, ULTIMATELY CONTRIBUTING TO THE LONG-TERM SUSTAINABILITY AND GROWTH OF
AN ORGANIZATION. WHETHER AT THE TOP, MIDDLE, OR LOWER LEVELS, MANAGERS ARE
ESSENTIAL FOR GUIDING TEAMS, MAKING STRATEGIC DECISIONS, AND MAINTAINING THE
ALIGNMENT BETWEEN ORGANIZATIONAL GOALS AND OPERATIONS.
• UNDERSTANDING AND APPLYING THE PRINCIPLES OF MANAGEMENT IS CRUCIAL FOR ANYONE
LOOKING TO SUCCEED IN A LEADERSHIP ROLE OR CONTRIBUTE MEANINGFULLY TO AN
ORGANIZATION'S SUCCESS.
REFERENCE
1)ESSENTIALS OF MANAGEMENT, H. KOONTHZ AND H. WEIHRICH,
2) PRINCIPLES OF MANAGEMENT, PREMVIR KAPOOR, KHANNA PUBLICATION,

2019 .
THANK YOU

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CONTENTS

• THERE ARE BASICALLY FIVE PRIMARY FUNCTIONS OF MANAGEMENT. THESE ARE:

2. CLASSIFICATION OF GROUPING OF ACTIVITIES.

4. DELEGATION OF AUTHORITY AND CREATION OF RESPONSIBILITY.

• THE DIRECTING FUNCTION IS CONCERNED WITH LEADERSHIP, COMMUNICATION, MOTIVATION,

• IN CONCLUSION, MANAGEMENT IS A FUNDAMENTAL PROCESS THAT PLAYS A CRITICAL ROLE IN THE

2) PRINCIPLES OF MANAGEMENT, PREMVIR KAPOOR, KHANNA PUBLICATION,

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