Summary of Unit 1:

INTRODUCTION :
Management is what managers ‘do’, It is the process of coordinating work activities with and through other people so that work activities are
completed efficiently and effectively. The Term ‘Management’ is used to refer to the process of Managing the activities of an Enterprise. In layman’s
Language Management refers to a group of personnel of an enterprise who have a supervisory role over others. Example Good quality of
Management and Bad Quality of Management. In simple terms, Management is the process of getting things done, effectively and efficiently, through
and with other people. For management, it is important to be both effective and efficient. Effectiveness and efficiency are two sides of the same coin.
But these two aspects need to be balanced and management at times, the manager has to compromise with efficiency. For example, it is easier to be
effective and ignore efficiency i.e., complete the given task but at a high cost. Suppose, a company’s target production is 5000 units in a year. To
achieve this target the manager has to operate on double shifts due to power failure most of the time. The manager is able to produce 5000 units but
at a higher production cost. In this case, the manager was effective but not so efficient, since, for the same output, more inputs (labor cost, electricity
costs) were used. At times, a business may concentrate more on producing goods with fewer resources i.e., cutting down costs but not achieving the
target production. Consequently, the goods do not reach the market and hence the demand for them declines and competitors enter the market. This
is a case of being efficient but not effective since the goods did not reach the market. Therefore, it is important for management to achieve goals
(effectiveness) with minimum resources i.e., as efficiently as possible while maintaining a balance between effectiveness and efficiency. Usually, high
efficiency is associated with high effectiveness which is the aim of all managers. But the undue emphasis on high efficiency without being effective is
also not desirable. Poor management is due to both inefficiency and ineffectiveness. Simple efficiency Means doing things correctly; refers to the
relationship between inputs and outputs; Seeks to minimize the resource and costs. Effectiveness Means doing the right things; Goal Attainment In
total, we can understand that Management takes place within an organization structure Management is positioned at the top under which everything
falls. The manager is the foundation upon which an organization is built. Within the organization, structure managers allocate resources (Like men
material machinery methods, and money) and Manger uses the functions (such as Planning organizing, directing coordinating, and controlling) most
efficiently and effectively to achieve organizational goals.
Example- Sonali Sharma is the vice president at ACC Ambuja Limited she has seen the challenges of creating a common learning and development
practise in the country especially when the companies are in the process of integration and alignment. She strongly believes that the team should
know where the business is going and what the market is reflecting.
Summary of Unit 1:
• Organization and the need for management:
Organisations have profound effects on our lives, our standard of living and our future. Because organisations endure in time they help us connect our past, present
And future. Organisations good formal and formal app plans and goals how well organisations achieve their goals depends on managerial performance the managers
effectiveness and efficiency. Example :-
Suppose John opened up a small restaurant. Selling quality food to the customers and gaining their loyalty is his aim but that’s not his only duty. To make his business
run smoothly he needs to take care of things like planning menus, maintaining an inventory, ordering what’s required, planning the budget, maintaining the standards,
dealing with customers’ complaints, hiring and training staff and a lot more .If even one of them is overlooked his business will suffer a huge blow. That’s where
management comes into play. John and his staff can share the duties and work together to attain the goal of the restaurant. To avoid failure they need to work in a
coordinated and planned manner. This ensures that no duty is overlooked and the business runs smoothly.

•  Why study organization and management:

Both management and organization are the key contributors to any kind of business. They are aimed at ensuring that in any organization or business set up work
together towards the achievement of certain goals. It deals with business planning as well as organizing other duties such as recruitment. Management involves the
innovations of using technology on human and natural resources towards making profits and attaining set goals.

Management is, therefore, very essential in all types of organizations be it marketing or accounting fields. All organizations need to have managers to help in organizing
the ways that the business will be run. Management helps prevent some problems in the workplace or any other organization for that matter. Poor management is
known to be a major cause of delay in service delivery in many fields of organizations. A well-managed organization is always sure of a faithful customer base which is a
very important aspect for any business to grow. Studying management is therefore important in that it helps individual managers work towards the best services
towards the success of an organization as well as informing other individuals relating to organizations on its importance so that they may even be in a position to advice
others on its necessity.

Studying organization which in most cases is part of the managerial responsibilities is equally important because it helps one organize and plan well all the operations
of a business. Such duties involve making decisions that would help the business achieve its goals and objectives. Such decisions include who does what, how and
when. Organizing a business day to day operation is not an easy task and it requires a professional or at least someone with the basic ideas on organizing a business. A
poorly organized business can never be successful most thing are likely to be done in the wrong way or at the incorrect time. For instance, service delays in many
businesses result from poor organization of the workplace. Studying organization skills enables one to start up a business and organize it without the need to hire
someone to do the job.
Summary of Unit 1:
• The Management Process:-
Management process is a process of setting goals, planning and/or controlling the organizing and leading the execution of any type of activity, such as:
a project (project management process) or a process (process management process, sometimes referred to as the process performance measurement and management system). An organization's senior
management is responsible for carrying out its management process. However, this is not always the case for all management processes, for example, sometimes it is the responsibility of the project manager to
carry out a project management process.
Four Functions of management are planning, organizing, leading, and controlling that managers perform to accomplish business goals efficiently.
 Planning :
Looking ahead into the future and predicting possible trends or occurrences that are likely to influence the working situation is the most vital quality and manager’s job. Planning means setting an organization’s
goals and deciding how best to achieve them. Planning is decision-making regarding the goals and setting the future course of action from a set of alternatives to reach them. The plan helps maintain managerial
effectiveness as it works as a guide for future activities. Selecting goals as well as the paths to achieve them is what planning involves. Planning involves selecting missions and objectives and the actions to
achieve them. It requires decision-making or choosing future courses of action from among alternatives. In short, planning means determining what the organization’s position and the situation should be in the
future and decide how best to bring about that situation. Planning helps maintain managerial effectiveness by guiding future activities. For a manager, planning and decision-making require an ability to foresee,
visualize, and look ahead purposefully.
 Organizing:
Organizing can be defined as the process by which the established plans are moved closer to realization. Once a manager sets goals and develops plans, his next managerial function is organizing human
resources and other resources identified as necessary by the plan to reach the goal. Organizing involves determining how activities and resources are to be assembled and coordinated. The organization can also
be defined as an intentionally formalized structure of positions or roles for people to fill in an organization. Organizing produces a structure of relationships in an organization, and it is through these structured
relationships, plans are pursued. Organizing is part of managing, which involves establishing an intentional structure of roles for people to fill in the organization. It is intentional in the sense of making sure that
all the tasks necessary to accomplish goals are assigned to people who can do the best. The purpose of an organizational structure is to create an environment for the best human performance. The structure
must define the task to be done. The rules so established must also be designed in light of the abilities and motivations of the people available. Staffing is related to organizing, and it involves filling and keeping
filled the positions in the organization structure
 Leading:
The third basic managerial function is leading. It is the skills of influencing people for a particular purpose or reason. Leading is considered to be the most important and challenging of all managerial activities.
Leading is influencing or prompting the organization member to work together with the interest of the organization. Creating a positive attitude towards the work and goals among the members of the
organization is called leading. It is required as it helps to serve the objective of effectiveness and efficiency by changing the behavior of the employees. Leading involves several deferment processes and activates.
The functions of direction, motivation, communication, and coordination are considered a part of the leading processor system. Coordinating is also essential in leading
 Controlling: 
Monitoring the organizational progress toward goal fulfillment is called controlling. Thus, monitoring progress is essential to ensure the achievement of organizational goals. Controlling is measuring, comparing,
finding deviation, and correcting the organizational activities performed to achieve the goals or objectives. Thus, controlling consists of activities like; measuring the performance, comparing with the existing
standard and finding the deviations, and correcting the deviations. Control activities generally relate to the measurement of achievement or results of actions taken to attain the goal. Some means of controlling,
like the budget for expenses, inspection records, and the record of labor hours lost, are generally familiar. Each measure also shows whether plans are working out. If deviations persist, correction is indicated.
Whenever results differ from the planned action, persons responsible are to be identified, and necessary actions must be taken to improve performance. Thus outcomes are controlled by controlling what people
do. Controlling is the last but not the least important management function process
 Summary of Unit 1:
• Managerial Role:-
Managerial roles are specific behaviors associated with the task of management. Managers adopt these roles to accomplish the basic functions of management just discussed—planning and strategizing, organizing, controlling, and leading and
developing employees. One of the earliest and most enduring descriptions of managerial roles comes from Henry Mintzberg, who (as we have already noted) shadowed managers observing what they did during the day. Mintzberg developed a list of
roles that he grouped into three categories: interpersonal roles, informational roles, and decisional roles. Mintzberg emphasized that managing is an integrated activity, so these roles are rarely distinct. Visiting clients, for instance, usually relates to two
or more roles simultaneously.
For better understanding, Mintzberg categorized all activities into ten managerial roles performed over the course of a day. These are as follows:

• Interpersonal Roles:
i. Figurehead – includes symbolic duties which are legal or social in nature. Example: Attend ceremonies; greet visitors; organize and attend events with clients, customers, bankers, etc.
ii. Leader – includes all aspects of being a good leader. This involves building a team, coaching the members, motivating them, and developing strong relationships. Example: Build trusting relationships with employees; build effective teams;
manage conflicts.

iii. Liaison – includes developing and maintaining a network outside the office for information and assistance. Example: Work on external boards; create and maintain social networks (real and virtual) with key stakeholders.
• Informational Roles:
i. Monitor – includes seeking information regarding the issues that are affecting the organization. Also, this includes internal as well as external information. Example: Handle correspondence and information such as industry, societal, and
economic news and competitive information.

ii. Disseminator – On receiving any important information from internal or external sources, the same needs to be disseminated or transmitted within the organization. Example: Forward informational e-mails; share information in meetings,
conference calls, webcasts, etc.

iii. Spokesperson – includes representing the organization and providing information about the organization to outsiders. Example: Attend management meetings; maintain network between the organization and stakeholders.
• Decisional Roles:
i. Entrepreneur – involves all aspects associated with acting as an initiator, designer, and also an encourager of innovation and change. Example: Participate in strategy and review meetings for new projects or continuous improvement.
ii. Disturbance handler – taking corrective action when the organization faces unexpected difficulties which are important in nature. Example: Participate in strategy and review meetings that involve problems and crises; get involved directly
with key issues and people.

iii. Resource Allocator – being responsible for the optimum allocation of resources like time, equipment, funds, and also human resources, etc. Example: Create work schedules; make authorization requests; participate in budgeting activities.
iv. Negotiator – includes representing the organization in negotiations which affect the manager’s scope of responsibility. Example: Negotiate with vendors and clients; settle disputes about resource allocation
• Types of Manager:
Managers operate in a broad spectrum of roles including leading, decision making, and information sharing. Managers can be primarily classified into:-

1. Top Level Managers: These managers are the high “bosses” of an organization. Their job titles invariably start with ‘C’ and they’re also known as C-level executives with titles such as CEO (Chief Executive Officer, COO (Chief Operations Officer),
and CFO (Chief Financial Officer)

2. Middle Managers: These managers are linkage points between the top management and first-line managers. Broad strategic plans are transmitted to middle managers and they are responsible for converting them into operational blueprints with
particular objectives for first-line managers. A primary function of middle-level managers is providing leadership for the implementation of directives from top management and enabling first-line managers to support their teams

3. First Line Managers: These are entry-level managers with the job titles of assistant managers, section chiefs, and shift managers. These managers are expected to focus on the organization’s internal issues and to identify operational problems.
Business management online certification offers rich learning resources for both new and veteran leaders to add value to leadership capabilities and become inspirational figures to the teams
Summary of Unit 1:
• The Challenge of Management::
Many organizations are driven by the market to set their goals in their performance. Some of the goals are: cost reduction, achieving sales levels, increasing the number of customers, increasing the
market percentage, improving productivity and quality, innovative products. Challenge becomes extremely acute in the case of companies that continue to expand on new markets. In order to be easily
understood, the organization’s objectives should be translated into a language easy to understand for all levels of the organization, that is to be traced in clear objectives, specific to each position,
being imparted to the level of unity, team and individual.
• The Need for Vision:
A vision statement is important to a company because it serves as a strategic plan for success. It can act as a guide when employees encounter challenges. Vision statements also help motivate
employees to work toward shared goals. Investors and others who show interest in the business may also rely on the vision statement to better understand the purpose of the organization. With a
strong vision statement in place, a company can attract, engage and retain skilled team members. Hardworking, dedicated and motivated employees may be more likely to work for a company that has
strong values and objectives. It’s important to engage team members in their work to help them stay motivated. Relating a vision statement to individual goals can show an employee that they share a
common purpose. A vision statement can also help a business identify its organizational culture. Building a strong organizational culture is vital to a company’s long-term success. It’s also important to
continue to reference the vision statement to show that the company is committed to that culture.
• The Need for Ethics:
Most of us would agree that it is ethics in practice that makes sense; just having it carefully drafted and redrafted in books may not serve the purpose. Of course all of us want businesses to be fair,
clean and beneficial to the society. For that to happen, organizations need to abide by ethics or rule of law, engage themselves in fair practices and competition; all of which will benefit the consumer,
the society and organization. In addition ethics is important because of the following: Satisfying Basic Human Needs, Creating Credibility, Uniting People and Leadership, Improving Decision Making,
Long Term Gains, Securing the Society.
Example: Nike has developed a technological process capable of recycling every type of shoe the company makes except for cleated models. Now discarded shoes, rather than tanking up landfill
space, can be recycled provide products that can be used to make new shoe.
• The Need for Responsiveness to Cultural Diversity:
Culture is considered to be the underlying values that direct how people behave. Cultural diversity in the workplace is a result of practices, values, traditions, or beliefs of employees based on race,
age, ethnicity, religion, or gender. Economic globalization is one of the driving forces of cultural diversity in the workplace. The modern workforce is made up of people of different genders, ages,
ethnicity, religions, and nationalities. Employers have realized that workforce diversity provides both material and intangible benefits. In order for employers to reap the benefits of cultural diversity in
the workplace, they must communicate their commitment to addressing the challenges of a diverse workforce. Employers must be seen to be celebrating their employees’ diversity to avoid workplace
issues, like awkwardness and hostility.
Types of diversity:
Race, Education, Ethnicity, Generations, Gender, Religion, Sexual Orientation, Workers with disabilities & Military veterans.
Examples of diversity in the workplace:
i. Nike joined other companies who have marked Juneteenth a paid company holiday. Juneteenth commemorates the ending of slavery in the United States.
ii.Reddit co-founder and former CEO, Alexis Ohanian, stepped down from Reddit’s board in 2020 with the request that his seat go to a Black board member.
• The Need for New Manager:
Often, new managers were standout employees because they were motivated self-starters who fulfilled their responsibilities quickly and well. Now those standouts, who were focused on individual
achievement, must shift their attention toward the team’s performance and learn how to help others succeed. That can be a tall order for someone accustomed to getting the job done independently.
Those new managers may have to acquire skills—patience, empathy and understanding—that they didn’t need before. "New work involves less rote repetition and more problem-solving. Value is
added by customizing and continuously improving a product or service to meet customer needs. New work is enhanced, not imperiled, by technology. And it cannot be instantly duplicated overseas,
because it depends on the one resource within the nation that remains durably here with us - our minds."