W-1

Introduction
•What is Management
•Functions of management
•Mintzberg’s managerial roles
•Managerial Skills
•Contemporary Challenges for Management

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1. Management is the process of coordinating all resources through
Planning, Organizing, Staffing, Leading and Controlling to achieve
Organizational objectives.

2. Management is the art of getting things done through other people by

making work environment conducive for others.

3. Management is the utilization of scientifically derived principles to

examine and improve collective efforts.

4. Management is the process of attaining organizational objective in an

efficient and effective manner through the five managerial functions
such as planning, organizing, staffing, leading and controlling.
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The salient features which highlight the nature of management are as
follows:

i. Management is goal oriented: management is not an end in

itself. It is a means to achieve certain goals.

ii. Management has no justification to exist without goals.

Management goals are called group goals or organizational
goals. The basic goal of management is to ensure efficiency and
economy in the utilization of human, physical and financial
resources. The success of management is measured by the
extent to which the established goals are achieved. Thus, the
management is purposeful.

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i. Management is universal: Management is an essential element of
every organized activity irrespective of the size or the type of the
activit

ii. .Management is continuous process: The cycle of the management

continues to operate as long as there is organized action for the
achievement of group goals. Management is an ongoing process and
is also a never ending process. Management is dynamic and the
cycle is continues.

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iv. Management is multi-disciplinary: Management techniques,
principles and theories are drawn from other disciplines such as
engineering, anthropology, sociology and psychology. It depends on
wide knowledge and practice derived from various discipline.

v. Management is intangible force: Management is evidenced by the

results of its efforts through others. Management is unseen and
invisible force. It can not be seen, but its presence can be felt in the
form of results in very type of organization.
vi. Management is situational: There is no best way of doing things. To
solve a particular problems conditions and situations must be taken
into account.

vii. Management is a system of authority: Management provides the

direction of every activity of an organization. Management forms
system of authority or a hierarchy of command to control the activities
and give smooth direction.

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viii. Management is both a science and an art: Science is a
systematized body of knowledge based on certain principles that
are generally applied.

Scientific knowledge is observed through the process of critical and

continuous observation and intelligent speculation. Accordingly,
management as a science is based on principles instead of a
traditional way of doing things in trial and error method.

Art is the application of obtained knowledge and skills to bring

about the results. It is based on the knowledge of principles
developed by science. Management is an art, in the sense that
management principles are not developed for the sake of
knowledge, but for the application to specific situation.
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Types of Management

Management is doing things right. It's the discipline of planning,

organizing, leading and controlling an organization.

Management has many faces. That is to say that managers have

many styles and management has many types.

These are the most common types of management.

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1. STRATEGIC MANAGEMENT
Strategic management looks at an organization's overall strategy formation and execution
with the goal of growing and sustaining competitive advantage.

Strategic management is an executive function that may report to the owners of a firm.

2. SALES MANAGEMENT
Management of sales territories, teams or accounts.
3. MARKETING MANAGEMENT
Management of marketing strategies, products, brands and promotions.
4. PUBLIC RELATIONS
Managing communications between an organization and the public.
5. OPERATIONS MANAGEMENT
The management of production of goods and services. Operations management is a broad
field that describes everything from manufacturing management to retail management.
6. SUPPLY CHAIN MANAGEMENT
Managing the process of moving a product or service from supplier to customer.

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7. PROCUREMENT MANAGEMENT
Managing the acquisition of goods and services from external sources.
8. FINANCIAL & ACCOUNTING MANAGEMENT
Managing financial and accounting processes and teams.
9. HUMAN RESOURCES MANAGEMENT
Responsible for attracting, hiring, training, compensating, rewarding and managing the
performance of employees. Human resources places a key role in forming and overseeing
an organization's culture.
10. INFORMATION TECHNOLOGY MANAGEMENT
Managing information technology teams and processes.
11. R&D MANAGEMENT
The management of research & development processes and teams.
12. ENGINEERING MANAGEMENT
Managing the application of engineering to business solutions. For example, new product
development, manufacturing and construction.

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13. PROGRAM MANAGEMENT
Program management is the management of an ongoing portfolio of projects.
14. PROJECT MANAGEMENT
Project management is the planning, organization and control of projects.
15. RISK MANAGEMENT
Risk management is the discipline of identifying, assessing and controlling the chance that
objectives and processes will have negative consequences.
16. CHANGE MANAGEMENT
Change management applies a structured approach to business change. The goal of change
management is to help organizations and teams make smooth transitions to target states.
17. QUALITY MANAGEMENT
The management of quality planning, control, assurance and improvement.
18. INNOVATION MANAGEMENT
The management of innovation processes such as strategy, research & development or
organizational change.
19. DESIGN MANAGEMENT
The management of design processes such as new product design.
20. FACILITY MANAGEMENT
The management of facilities such as offices and data centers.
21. KNOWLEDGE MANAGEMENT
Knowledge management enables the identification, creation, representation, distribution
and use of knowledge. In a knowledge driven economy, this has become a critical field.
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Basic Styles
1. LEADER MANAGERS
Leader managers seek to influence and motivate with leadership skills. They can lead in
areas in which they have no formal authority.
2. AUTHORITARIAN MANAGERS
Authoritarian managers rely on formal authority to command their team.
3. POLITICAL MANAGERS
Political managers rely on political strategy and tactics to influence and motivate.
4. ADMINISTRATIVE MANAGERS
Administrative managers rely on processes and rules. They seek to influence and
motivate using a rule book.
5. DEMOCRATIC MANAGERS
Democratic managers orchestrate a participative decision making process. They influence
and motive with social strategies.
6. LAISSEZ-FAIRE MANAGERS
Laissez-faire managers give minimal direction and expect their teams to self-driven.

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7. CHARISMATIC LEADERSHIP
A manager who leads with the relative strength of their personality. In many cases, the
charismatic leader exercises near complete control (similar to a dictatorship). Many
executive managers are charismatic leaders (e.g. CEOs).

8. TRANSFORMATIONAL LEADERSHIP
Transformation leadership is based on a give and take relationship between a leader
and followers. It's essentially a less dictatorial form of charismatic leadership.

9. TRANSACTIONAL LEADERSHIP
Leaders who influence and motivate with positive rewards such as promotions and
bonuses (contingent rewards).

10. SERVANT LEADERSHIP

Leaders who see themselves as facilitators. Servant leaders use their leadership skills to
support others rather than their own agenda.

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11. COMPLEX ADAPTIVE LEADERSHIP

The idea that everyone is a leader. Organizations with a flat organizational structure often
embrace this idea. Everyone is expected to influence and motivate each other.

12. COMMAND AND CONTROL

A military style of management that relies on a strict command hierarchy. 

Command and Control Managers issue orders. Employees who don't follow orders are
disciplined

13. MANAGEMENT BY FEAR, UNCERTAINTY AND DOUBT

Managers who establish authority using Fear, Uncertainty and Doubt tactics. They scare
their team into obedience.

14. MICROMANAGEMENT

Managers who seek to control every minor detail of work. This is generally viewed as a
destructive form of management that interferes with employees' individual working
styles. Employees may become unproductive and disengaged when they are given no
leverage to make their own decisions SHEIKH ABDUL QADIR 21
 BREAK

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THREE LAYERS OF MANAGEMENT
Large businesses and corporations often have three primary levels of management
organized in a hierarchical structure. You may have heard terms that refer to these different
layers of management,  such as “middle management” or “senior management.” 

LOW-LEVEL MANAGEMENT
Low-level managers include roles like front-line team leaders, foremen, 
section leads and supervisors. This level of management, the lowest in the three layers, is
responsible for overseeing the everyday work of individual employees or staff members and
providing them with direction on their work.

Low-level management’s responsibilities often include ensuring the quality of employees’

work, guiding staff in everyday activities and routing employee problems through the
appropriate channels. They also are responsible for the day-to-day supervision and career
planning for their team, as well as providing feedback on their employees’ performance.

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MIDDLE MANAGEMENT

Middle managers, the next layer in the management hierarchy, are

overseen by senior management. Middle management includes those
working in the roles of a department manager, regional manager and
branch manager.

Middle management is responsible for communicating the strategic goals

developed by senior management down the line to front-line managers.

In contrast with senior management, middle managers spend more of their

time on directional and organizational functions. This includes defining and
discussing important policies for lower management, providing guidance to
lower-level management to achieve better performance and executing
organizational plans at the direction of senior management.

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SENIOR MANAGEMENT

Senior management, including the chief executive officer, president,

vice president and board members,

is at the top layer of this management hierarchy. Senior management

needs to set the overall goals and direction of an organization. Senior
management develops strategic plans and company-wide policy and
makes decisions about the direction of the organization at the highest
level.

They also usually play an essential role in mobilizing outside

resources and are held accountable to the company’s shareholders as
well as the general public for the performance of the company.

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IS THERE A WAY TO CLASSIFY MANAGERS IN ORGANIZATIONS? In traditionally
structured organizations (which are often pictured as a pyramid because more employees
are at lower organizational levels than at upper organizational levels), managers can be
classified as first-line, middle, or top. (See Exhibit 1-1.) At the lowest level of
management,

FIRST-LINE MANAGERS manage the work of no managerial employees

who typically are involved with producing the organization’s products or servicing the
organization’s customers. First-line managers may be called supervisors or even shift
managers, district managers, department managers, or office managers.
MIDDLE MANAGERS manage the work of first-line managers and can be found
between the lowest and top levels of the organization. They may have titles such as
regional manager, project leader, store manager, or division manager. In our chapter-
opening dilemma, Lisa is a middle manager. As the general manager, she’s responsible for
how her restaurant performs, but also is one of about 60 general managers company-
wide who report to someone at corporate headquarters. At the upper levels of the
organization are

THE TOP MANAGERS, who are responsible for making organization-wide decisions
and establishing
the plans and goals that affect the entire organization. These individuals typically have
titles such as executive vice president, president, managing director, chief operating
officer, or chief executive officer SHEIKH ABDUL QADIR 26
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MANAGEMENT CONCEPTS
A manager needs to understand a few simple ideas to
employ the five basic operations. These concepts are
essential to ensure their team comes together to reach
the business’ goals:

Control: Employees of an organization need to

understand the goals that they are aiming for as well as
the measurement that will be used to determine whether
they have been successful. Different staff members in a
company have different roles that entail separate levels
of responsibility. A manager must have control over what
the members do, how they do it and how to measure
their progress. Control over these factors helps a
manager reach success.

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PLANNING: 

The best managers know that planning is critical before the

implementation of any strategy, but it is also an ongoing activity. Planning
does not end when implementation begins. Rather, management needs to
be prepared to answer the questions of who, what, when and where a
team is working to implement the organization’s mission. Planning should
include selecting objectives as well as implementing them.

STAFFING:

 Staffing is an underappreciated but crucial function of management.

Managers need to ensure that they have the right people for the job, but
they also need to pay attention to issues like organizing workplace
policies. The company needs to retain the best talent by providing
incentives such as benefits, paid time off and a thorough training program.

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MANAGEMENT STYLES

Analysts who study management have identified several effective

leadership styles. There is no one best style of management, and some
people will feel more personally suited to one type or another. You can
also select elements of different styles of management to create the best
archetype for you and your company.
Here, we briefly review three positive management styles that can help
make any manager a more effective leader.

PERSUASIVE MANAGEMENT STYLE

A compelling leader spends a lot of time with their team members. Being
engaged with employees allows the persuasive manager to lead by
example, and to gain buy-in and compliance from the team by
persuading rather than instructing or demanding. Influential managers
are aware of the work that their team members are doing on a day-to-day
basis and are involved in their work lives.

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DEMOCRATIC MANAGEMENT STYLE

A democratic manager invites the team to be directly involved in decision-

making. Open lines of communication between democratic managers and
employees allow these types of managers to understand the skills and
advantages that each employee brings to the table. Open participation and
exchange of ideas among different levels of employees allow everyone to
contribute to the outcome of a decision or a project.

This style of management is more successful when managers develop organized

and streamlined decision-making processes. Otherwise, accepting input from
everyone can make the process sluggish and disorganized.

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MANAGEMENT FUNCTIONS
According to the functions approach, managers perform
certain activities or functions as they efficiently and
effectively coordinate the work of others. What are these
functions?

Henri Fayol, a French businessman, first proposed in the

early part of the twentieth century that all managers
perform five functions:
planning, organizing, commanding, coordinating, and
controlling.

Today, these functions have been condensed to four:

planning, organizing, leading, and controlling .
As managers engage in planning, they set goals,
establish strategies for achieving those goals, and
develop plans to integrate and coordinate activities.
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MANAGERS ARE ALSO RESPONSIBLE FOR ARRANGING AND
STRUCTURING WORK TO ACCOMPLISH THE ORGANIZATION’S
GOALS. We call this function organizing. When managers
organize, they determine what tasks are to be done, who is to do
them, how the tasks are to be grouped, who reports to whom,
and where decisions are to be made. Every organization has
people, and a manager’s job is to work with and through people
to accomplish goals. This is the leading function. When
managers motivate subordinates, help resolve work group
conflicts, influence individuals or teams as they work, select the
most effective communication channel, or deal in any way with
employee behaviour issues, they’re leading.

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The final management function is controlling. After goals and plans are
set
(planning), tasks and structural arrangements put in place (organizing),
and people hired, trained, and motivated (leading), there has to be some
evaluation of whether things are going as planned. To ensure that goals
are being met and that work is being done as it should be, managers
must monitor and evaluate performance. Actual performance must be
compared with the set goals. If those goals aren’t being achieved, it’s the
manager’s job to get work back on track. This process of monitoring,
comparing, and correcting is the controlling function. Just how well does
the functions approach describe what managers do? Do managers
always plan, organize, lead, and then control? In reality, what a manager
does may not

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 MINTZBERG’S MANAGERIAL ROLES AND A CONTEMPORARY
MODEL OF MANAGING

Henry Mintzberg, a well-known MANAGEMENT RESEARCHER,

STUDIED ACTUAL MANAGERS AT WORK. In his first comprehensive
study, Mintzberg concluded that what managers do can best be
described by looking at the managerial roles they engage in at work.
THE TERM MANAGERIAL ROLES REFERS TO SPECIFIC ACTIONS
OR BEHAVIOURS EXPECTED OF AND EXHIBITED BY A
MANAGER. (Think of the different roles you play—such as student,
employee, student organization member, volunteer, sibling, and so forth
—and the different things you’re expected to do in these roles.) When
describing what managers do from a roles perspective,

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THE INTERPERSONAL ROLES are ones that involve people (subordinates
and persons outside the organization) and other duties that are
ceremonial and symbolic in nature.

The three interpersonal roles include figurehead, leader, and liaison. The
informational roles involve collecting, receiving, and disseminating
information. The three informational roles include monitor, disseminator,
and spokesperson. Finally, the decisional roles entail making decisions or
choices. The four decisional roles include entrepreneur, disturbance
handler, resource allocator, and negotiator.

As managers perform these roles, Mintzberg proposed that their

activities included both reflection (thinking) and action (doing).18 Our
manager in the chapter opener would do both as she manages. For
instance, reflection would occur when Lisa listens to employees’ or
customers’ problems, while action would occur when she resolves those
problems.
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QUESTION AND ANSWER

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 WHY ARE MANAGERS IMPORTANT?

A GREAT BOSS CAN CHANGE YOUR LIFE, inspiring you to

new heights both professionally and
personally, and energizing you and your team to together overcome new
challenges bigger than any one of you could tackle alone.”

The first reason managers are important is that organizations need their
managerial skills and abilities more than ever in these uncertain,
complex, and chaotic times. As organizations deal with today’s
challenges—the worldwide economic climate, changing technology,
everincreasing globalization, and so forth—managers play an important
role in identifying critical issues and crafting responses.

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Finally, managers do matter to organizations! How do we know
that?

the single most important variable in orginazation is in

employee productivity and loyalty isn’tpay or benefits or
workplace environment; it’s the quality of the relationship
between employees and their direct supervisors.

Global consulting firm Towers Watson found that the way a

company manages and engages its people can significantly affect
its financial performance.

Also, a recent study of organizational performance found that

managerial ability was important in creating organizational
value.
Conclusion That managers are important and they do matter!
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So, how do we define who managers are? A manager is someone who
coordinates and oversees the work of other people so that organizational
goals can be accomplished.

A manager’s job is not about personal achievement—it’s about helping

others do their work.That may mean coordinating the work of a
departmental group, or it might mean supervising a single person. It could
involve coordinating the work activities of a team with people from different
departments or even people outside the organization, such as temporary
employees or individuals who work for the organization’s suppliers.

MANAGERIAL SKILLS
Managing human capital • Inspiring commitment • Managing change
• Structuring work and getting things done • Facilitating the psychological
and social contexts of work • Using purposeful networking • Managing
decision-making processes • Managing strategy and innovation • Managing
logistics and technology

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A system is a set of interrelated and interdependent parts arranged in
a manner that produces a unified whole. The two basic types of systems
are closed and open. Closed systems are not influenced by and do not
interact with their environment. In contrast, open systems are
influenced by and do interact with their environment.

Today, when we describe organizations as systems, we mean open

systems.Exhibit MH-7 shows a diagram of an organization from an open
systems perspective.As you can see, an organization takes in inputs
(resources) from the environment and transforms or processes these
resources into outputs that are distributed into the environment. The
organization is “open” to and interacts with its environment

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Organization Size. As size increases, so do the problems of
coordination. For instance, the type of organization structure
appropriate for an organization of 50,000 employees is likely to be
inefficient for an organization of 50 employees.

Routine technologies require organizational structures, leadership

styles, and control systems that differ from those required by customized
or no routine technologies.

Environmental Uncertainty. The degree of uncertainty caused by

environmental changes influences the management process. What
works best in a stable and predictable environment may be totally
inappropriate in a rapidly changing and unpredictable environment.

Individual Differences. Individuals differ in terms of their desire for

growth, autonomy, tolerance of ambiguity, and expectations. These
and other individual differences are particularly important when
managers select motivation techniques, leadership styles, and job
designs. EXHIBIT MH-8
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EXPLAIN THE VARIOUS THEORIES IN THE CONTEMPORARY
APPROACH.
The systems approach says that an organization takes in inputs
(resources) from the environment and transforms or processes these
resources into outputs that are distributed into the environment. This
approach provides a framework to help managers understand

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DESCRIBE THE QUANTITATIVE APPROACH.

The quantitative approach involves applications of statistics,

optimization models, information models, and computer simulations to
management activities. Today’s managers use the quantitative
approach, especially when making decisions, as they plan and control
work activities such as allocating resources, improving quality,
scheduling work, or determining optimum inventory levels. Total quality
management—a management philosophy devoted to continual
improvement and responding to customer needs and expectations—
also makes use of quantitative methods to meet its goals.

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BEHAVIOURAL APPROACH.

The early OB advocates (Robert Owen, Hugo Munsterberg, Mary Parker

Follett, and Chester Barnard) contributed various ideas, but all believed
that people were the most important asset of the organization and
should be managed accordingly. The Hawthorne Studies dramatically
affected management beliefs about the role of people in organizations,

leading to a new emphasis on the human behaviour factor in managing.

The behavioural approach has largely shaped how today’s organizations
are managed. Many current theories of motivation, leadership, group
behaviour and development, and other behavioural issues can be traced
to the early OB advocates and the conclusions from the Hawthorne
Studies.

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Explain the various theories in the classical approach.

Frederick W. Taylor, known as the “father” of scientific management,

studied manual work using scientific principles—that is, guidelines for
improving production efficiency—to find the one best way to do those jobs.

The Gilbreths’ primary contribution was finding efficient hand-and-body

motions and designing proper tools and equipment for optimizing work
performance

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Fayol believed that the functions of management were common to all
business endeavours but also were distinct from other business
functions.

He developed 14 principles of management from which many current

management concepts have evolved. Weber described an ideal type of
organization he called a bureaucracy, characteristics that many of today’s
large organizations still have.

Today’s managers use the concepts of scientific management when they

analyze basic work tasks to be performed, use time-and-motion study to
eliminate wasted motions, hire the best qualified workers for a job, and
design incentive systems based on output. They use general
administrative theory when they perform the functions of management and
structure their organizations so that resources are used efficiently and
effectively.

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