management through workers.
Human and technical skills
MANAGEMENT
The term ‘management’ has been used in different senses.
Sometimes it refers to the process of planning, organizing,
staffing, directing, coordinating and controlling, at other
times it is used to describe it as a function of managing
people. It is also referred to as a body of knowledge, a
practice and discipline. There are some who describe
management as a technique of leadership and decision-
making while some others have analyzed management as
an economic resource, a factor of production or a system
of authority.
Management an art
Mary Parker Follett:
“Management is the art of getting things done through
others.” Follett describes management as an art of
directing the activities of other persons for reaching
enterprise goals. It also suggests that a manager carries
only a directing function.
Management is the art of getting things done through
people who may be managers or non-managers. At the
level of chief executive, the work is got done through
functional managers, at middle level the things are
implemented through supervisors and at lower level of
play an important role for getting things done.
This view point suffers from the following deficiencies:
(i) This concept does not specify what type of functions is
required to be performed for getting things done from
others.
(ii) Management is treated as an art. These days
management has also acquired the status of science.
(iii) The workers are treated as means of getting results.
The needs and aspirations of workers are not taken into
account.
Management is a science
Science can be defined as a systematic and organised body
of knowledge based on logically observed findings, facts
and events.Science comprises of exact principles which
can be verified and it can establish cause and effect
relations.Following are the main characteristics of this
1) It is a body of systematic knowledge just like science
management has also got various systems and process
to be maintained.
2) The scientists perform logical observation before
deriving any principle or theory. They are very
objective while doing the observations. But when
 managers are observing they have to observe human
beings and observation of human being cannot be
purely logical and objective.
3) Just like scientific principles even the managerial
principles are applied and tested.
4) Management principles are not exact like scientific
principles so their application and use is not universal.
They have to be modified according to the given
situation. So this feature of science is not present in
management.
5) Just like in science we do experiments likewise in
management too the managers experiment on the
human beings in the organisation.
Management as a profession
Profession can be defined as an occupation backed by
specialised knowledge and training, in which entry is
restricted.
 In every profession there is practice of systematic
body of knowledge which helps the professionals to
gain specialised knowledge of that profession. In
case of management also there is availability of
systematic body of knowledge.
 The entry to a profession is restricted through an
examination or degree. For example a person can
practice as Doctor only when he is having MBBS
degree.Whereas there is no legal restriction on
appointment of a manager, anyone can become a
manager irrespective of the educational qualification
 For all the professions, special associations are
established and every professional has to get himself
registered with his association before practising that
profession.
 For every profession there are set of ethical codes
fixed by professional organisations and are binding
on all the professionals of that profession. In case of
management there is growing emphasis on ethical
behaviour of managers. 
Management is thus all three constituted together ie.,
science profession and art .Management is a huge area of
study that is ever evolving and very much dynamic with
time and situation the pattern changes , buts some
fundamentals like that of managing people is a constant.
Management helps in finding the best alternative for an
organisation.
Nature of management
 Universal Process: Wherever there exists human
pursuit, there exists management. Without effective
management, the intentions of the organisation
cannot be accomplished.
  The factor of Production: Equipped and
experienced managers are necessary for the
utilisation of funds and labour.
 Goal-Oriented: The most significant aim of all
management pursuit is to achieve the purposes of a
firm. The aims must be practical and reachable.
 Supreme in Thought and Action: Managers set
achievable goals and then direct execution on all
aspects to achieve them. For this, they need
complete assistance from middle and lower degrees
of management.
 The system of authority: Well-defined principles
of regulation, the regulation of proper power and
efficiency at all degrees of decision-making. This is
important so that each self must perform what is
required from him or her and to whom he must
report.
 Profession: Managers require to control managerial
expertise and education, and have to adhere to a
verified law of demeanour and stay informed of
their human and social responsibilities.
 Process: The management method incorporates a
range of activities or services directed towards an
object.
Features of Management:
Significance of Management:
 Achieving Group Goals: Management encourages
collaboration and coordination amongst workers. A
general control must be provided to the
organisational and personal objectives in order to
favourably accomplish the aims.
 Increases Efficiency: Management improves
productivity by managing resources in a reliable
conceivable way in order to decrease cost upscale
potency.
 Creates Dynamic organisation: Management
undertakes the conditions by assuring that these
variations are well accepted privately and that
objection to change is controlled.
 Achieving personal objectives: Management
promotes leadership and furnishes motivation to the
employees to operate effectively in order to
accomplish their personal aims while working
towards the organisational goals.
 Development of Society: Management helps in the
enhancement of community by manufacturing
reliable quality commodities, establishing
employment chances and fostering innovative
technologies.
Post-learning a few definitions of management we come controlling and directing). These operations are
across some elements that can be referred to as basic concurrently executed by all managers. The
aspects of management : responsibility of a manager comprises a continuous
series of duties.
 Management is a goal-oriented method: An  Management is intangible energy: It is an
establishment has a predefined set of fundamental intangible strength that can’t be seen but its
goals which are the primary basis for its being. proximity can be felt in the form of the business
These must be easy and explicitly mentioned. operations. The outcome of management is
Different establishments have various goals. For remarkable in an industry where targets are reached
instance, the aim of a retail market may be to according to procedures, employees are comfortable
improve sales, but the purpose of The Spastics and content and there is arrangements rather than
Society of India is to allow education to children confusion.
with specific requirements. Management
strengthens the energies of different individuals in  Management is a group activity: It implies that it
the company towards accomplishing these goals. is not a single person who completes all the actions
of the industry but it is always a group of people.
 Management is all common: The activities Therefore, management is a group endeavour.
associated with managing a firm are familiar to all
companies whether financial, cultural or civic. A
petrol pump must be regulated as much as a school
or a hospital. What managers do in India, Japan,
Germany, or the USA is identical. How they
achieve it may be considerably diverse. This
variation is due to the distinctions in tradition,
history and culture.
 Management is a perpetual process: The method
of management is a set of consecutive, composite,
but distinct purposes (organising, planning, staffing,
 MANAGEMENT PROCESS
 Management is a process which brings the scarce
human and material resources together and
motivates people for the achievement of objectives
of the organization. Management is not a onetime
act but an on-going series of interrelated activities.
The sum total of these activities is known as
management process.
 A process is a systematic way of doing things. It is
concerned with conversion of inputs into outputs.
FEATURES OF MANAGEMENT PROCESS:
 Social process
The entire management process is regarded as
a social process as the success of all
organizational efforts depends upon the
willing co-operation of people. Managers
guide, direct, influence and control the
actions of others to achieve stated goals.
 Continuous process CLASSIFICATION
 Managers continuously take up one or the FUNCTIONS
other function. Management cycle is repeated
over and over again, each managerial
function is viewed as a sub-process of total
management process.
 Universal
Each manager performs the same functions
regardless of his rank or position in the
organization. Even in a non-business
organization managerial functions are the
same.
 Iterative
Each manager performs the same functions
regardless of his rank or position in the
organization. Even in a non-business
organization managerial functions are the
same.
 Composite
There cannot be any sequence which can be
strictly followed for performing various
functions. The sequential concept may be true
in a newly started business where functions
may follow a particular sequence but the
same will not apply to a going concern.
OF MANAGEMENT
 Planning
 Organising
 Staffing
 Directing
(a) Leadership
(b)Motivation
  Coordination
PLANNING
There cannot be any sequence which can be strictly
followed for performing various functions. The sequential
concept may be true in a newly started business where
functions may follow a particular sequence but the same
will not apply to a going concern. Other functions of
management such as organizing, staffing, directing,
coordinating and controlling are also undertaken after
planning. Planning is a process of looking ahead. The
primary object of planning is to achieve better results. It
involves the selection of organizational objectives and
developing policies, procedure, programmes, budgets and
strategies. Planning is a continuous process that takes
place at all levels of management. Following are the
process of planning –
 Gathering information
 Laying down objectives
 Developing the plan premises
 Examining alternative courses of action;
 Evaluation of action patterns;
 Reviewing limitations
 Implementation of plans.
Organising
The function of organizing is to arrange, guide, co-
ordinate, direct and control the activities of other factors of
production, viz., men, material, money and machines so as
to accomplish the objectives of the enterprise. In the words
of Koontz and O ‘Donnel, “Organizing is that part of
managing that involves establishing and intentional
structure of roles for people in an enterprise to fill.”
Organization provides the necessary framework within
which people associate for the attainment of business
objectives. Following are the steps of organising-
  To identifying the work to be performed;
 To classify or group the work;
 To assign these groups of activities or work to
individuals;
 To delegate authority and fix responsibility;
and
 To co-ordinate these authority-responsibility
relationships of various activities.
STAFFING
The function involves manning the positions created by
Concerned with human organization process. It is
concerned with human resources of resource planning an
organization.
Thus, staffing consists of the following:
(i) Manpower planning, i.e., assessing
requirements in terms of quantity and quality.
(ii) Recruitment, selection and training;
(iii) Placement of man power;
(iv) Development, promotion, transfer and appraisal;
(v) Determination of employee remuneration.
COORDINATION
manpower
Co-ordination is one of the most important functions of
management. It is essential to channelize the activities of
various individuals in the organization for the achievement
of common goals. Every department or section is given a
target to be achieved and they should concentrate only on
their work and should not bother about the work of other
organs.

DIRECTING

Directing is concerned with carrying out the desired

through people plans. It initiates organized and planned
action and ensures effective performance by subordinates
towards the accomplishment of group activities. Direction
is called management in action. 

The main activities involved in direction are as follows:

(a) Leadership

(b) Communication

(c) Motivation; and

(d) Supervision.