NATURE AND CONCEPT OF

MANAGEMENT
Ms. Lalaine B. Cazar
References: http://kalyan-city.blogspot.com/2011/04/what-is-
management-definitions-meaning.html
http://www.slideshare.net/robingulati30/concept-
nature-purpose-of-management
https://www.managementstudyguide.com/what_is_ma
nagement.htm
TThhaatt'’ss NNoott MMyy JJoobb
This is a story about four people named Everybody,

Somebody, Anybody and Nobody. There was an

important job to be done and Everybody was

sure that Somebody would do it. Anybody could

have done it, but Nobody did it. Somebody got

angry about that, because it was Everybody’s

job. Everybody thought Anybody could do it,

but Nobody realized that Everybody wouldn’t

do it. It ended up that Everybody blamed

Somebody when Nobody did what

Anybody could have.

Management
CCOONNCCEEPPTT OOFF MMAANNAAGGEEMMENENT T
A. TRADITIONAL CONCEPT

• Management is the art of getting things done through

others. (Mary Parker
Follett)
• Management consists of getting things done through others. A manager is one who accomplishes
organizational objectives by directing the efforts of others. (C.S. George)

B. MODERN CONCEPT
• Management is establishing an effective environment for people operating in formal
organizational group. (koontz and op’donnel)
• Management is the co-ordination of all resources through the process of Planning, Organizing,
Directing and Controlling in order to attain stated objectives. (F.W. Taylor)
 DDeeffiinniittiioonn ooff
MMatoaHarold
According nnaKoontz,
a g g e e m me e n n t t
"Management is the art of getting things done

through and with people in formally organized

groups."Harold Koontz gave this definition of management in his book "The

Management Theory Jungle".

According to Henri Fayol,

"To manage is to forecast and to plan, to organize,

to command, to co-ordinate and to control.“

Henri Fayol gave this definition of management in his book "Industrial
and General Administration".
 DDeeffiinniittiioonn ooff
MMatoaF.W.
According nnTaylor
a a g g e e m me e n n t t
" Management is an art of knowing what to do,

when to do and see that it is done in the best and

cheapest way."
Management can be defined in the following categories :

1. Management as a Process
2. Management as an Activity
3. Management as a Discipline
4. Management as a Group
5. Management as a Science
6. Management as an Art
7. Management as a Profession
 BBaassiicc FFuunnccttiioonnss
ooff MMaannaaggeemmeenntt
1. Planning
- involves selecting a course of action and specifying how the action will be
implemented to attain the organization’s objectives.

2. Organizing

- is designing a formal structure of tasks and authority in which

personnel and material resources are arranged to carry out
plans and objectives.
 BBaassiicc FFuunnccttiioonnss
3
ooff MMaannaaggeemmeenntt
.

L
e
a
d
i
n
g
- This requires the ability to motivate and effectively direct people.
Managers assign tasks to employees, arbitrate disputes, answer
questions, solve on-the-spot problems, and make many small
decisions that affect customers and employees.

4.
Con
troll
ing

- is evaluating performance to see whether objectives are

being met and the application of corrective actions if they
BareBnotaassiicc FFuunnccttiioonnss
ooff MMaannaaggeemmeenntt
WWhhoo aarree MMaannaaggeerrss??
Someone who works with and through other

people by coordinating their work activities in

order to accomplish organizational goals.

A manager is responsible for planning and directing

the work of group of individuals, monitoring

their performance and taking corrective action

when necessary for the accomplishment of

organizational goals and objectives.

LLeevveellss ooff MMaannaaggeemmeennt t
The level of management determines a chain of command,
the amount of authority & status enjoyed by any
managerial position. The levels of management can be
classified in three broad categories:

prOOiem ~~, team btildilg,

talent ~ peffoonance management, at.
MIDDLE
Lleevveellss ooff MMaannaaggeemmeenntt
TToopp LLeevveell oorr -- It consists of board of
AAddmmiinniissttrraatitvieve LLeevveell
directors, chief executive or managing director.

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 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.
 The top management is also responsible towards
the shareholders for the performance of the
enterprise.
Lleevveelsls ooff
MMMa ddn
Miida leeaLa
dln Leg vee
evg l om
ele MMeae
off m ann
nan
aggeemmeenntt
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.
 They execute the plans of the organization in accordance with the policies
and directives of the top management.
• They interpret and explain policies from top level management to lower
level.
• 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.
Lleevveelsls ooff
MMMa ddn
Miida leeaLa
dln Leg vee
evg l om
ele MMeae
off m ann
nan
aggeemmeenntt
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.
 They execute the plans of the organization in accordance with the policies
and directives of the top management.
• They interpret and explain policies from top level management to lower
level.
• 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.
Lleevveellss ooff
MaLevel
MLower anofnManagement
aaggeeismalsomknown
ee as supervisory / operative level of
management. It consists of supervisors, foreman, section officers,
superintendent etc. According to R.C. Davis, “Supervisory management refers
to those executives whose work has to be largely with personal oversight and
direction of operative employees”. In other words, they are concerned with
direction and controlling function of management.

•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 to the higher level and higher level
goals and objectives to the workers.
Lleevveellss ooff
MaLevel
MLower anofnManagement
aaggeemmee
•They help to solve the grievances of 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.