PRINCIPLES OF MANAGEMENT

FYBBA – SEMESTER-I
 Evaluation Pattern
Specific Assessment AOL Instruments Intended CLOs to be
Methods / Task Assessed
COL1 COL2 COL3
Mid-term Exam 20 marks Subjective Tests √ √ √
(Application Based
questions)
Assignment 10 Marks Case Study , Quiz √ √ √
Project Work 10 Marks HBR Cases, Research √ √ √
Articles, application based
topic for presentation
Presentation 10 Marks HBR Cases, Research √ √ √
Articles, application based
topic for presentation

End Term Examination 50 Subjective Tests √ √ √

marks (Application Based
questions)
Text Books :
Robbins, Coulter & Vohra. Management. Pearson,
New Delhi, Edition 15e, 2022
Koontz ,Weihrich & Cannice . Essentials of
Management. McGraw Hill, New Delhi. Edition, 11e,
2020
Ghuman & Aswathappa. Management: Concept,
Practice & Cases. McGraw Hill, New Delhi
Module 1

• Management: Meaning and Characteristics,

Functions of Management
• Levels of Management
• Management Skills
• Managerial Roles
• Management – Art or Science?
• Qualities of an Effective Manager
 Learning Outcomes (Module I)

• After studying this module, you will

become aware of the foundational
concepts and assumptions on which the
subsequent advanced topics would be
built up.
Why Study Management……?
Exhibit 1.8 Universal Need for Management

Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
 2. The Reality of Work
• When you begin your career, you will either manage or be
managed
3. Rewards & Challenges of being a manager

Rewards Challenges
creating a best work environment Often have to make do with limited
resources
Support, coach and nurture others Motivate workers in uncertain situations

Work with variety of people Success depends on others work

performance
• Management is the art of getting things done
through and with people in formally organised
groups.
Harold Koontz

• Management is the social process of planning,

organizing, staffing, directing, coordinating and
controlling for the determination and achievement of
organizational objectives in a dynamic environment.
R.D. Agarwal
 Characteristics of Management
1. Based on human behaviour
2. Universality of principles
3. Flexible
4. Generalized observation
5. Formed by practice and experimentation
6. Cause and effect relationship
7. Contingent
8. Equal importance
Functions of Management
Functions of Management

Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
 The Management Functions

1. Planning (what, how and when): Plan is a predetermined

course of action, and the planning is the core function on
which all executive functions are dependent and subsidiary
(Henning and LeBreton)

Planning involves:
1. Determination of long and short-range objectives

2. Development of strategies and courses of actions

3. Formulation of policies, procedures and rules etc.

 2. Organising: It involves…..

• Identification of activities

• Grouping of activities into jobs.

• Assignments of these jobs and activities

• Delegation of responsibility and authority

• Establishment of a network
3. Staffing (procuring suitable
personnel for managing the jobs): It involves

• Manpower planning involving determination of the

number and the kind of personnel required.
• Recruitment for attracting suitable number of
potential employees to seek jobs in the enterprise
concerned.
• Selection of the most suitable persons for the jobs
under consideration
• Placement, induction and orientation.
• Transfers, promotions, termination and layoff.
• Training and development of employees.
 4. Leading: It involves

• Communication

• Motivation

• Leadership
5. Coordinating: It is the process of tying together all
the organizational decisions, operations, activities
and efforts so as to achieve unity of action for the
accomplishment of organizational objectives. It
includes…..

• Clear definition of authority-responsibility

relationships.
• Unity of direction
• Unity of command
• Effective communication
• Effective leadership
 6. Controlling: It involves…

• Measurement of divisional, departmental, sectional

and individual performances against predetermined
objectives and goals.

• Identification of deviations from these objectives

and goals and analysis of causes.

• Corrective action to rectify deviations.

 Who Is a Manager?
Manager: someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished
 Why Are Managers Important?
• Organizations need their managerial skills and
abilities now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations
 What Do Managers Do?
• Management involves coordinating and
overseeing the work activities of others so
that their activities are completed efficiently
and effectively.
 Efficiency and Effectiveness
• Efficiency: doing things right
– getting the most output from the least amount of input
• Effectiveness: doing the right things
– attaining organizational goals
Exhibit 1.4 Efficiency and Effectiveness in
Management

Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
 Levels of Management
• The term Levels of Management refers to the
line of division that exists between various
managerial positions in an organization.

• The different Levels of Management can

determine the chain of command within an
organization, as well as the amount of
authority and typically decision-making
influence accrued by all managerial positions.
 Management Skills
Robert L. Katz has identified three basic skills :
Conceptual skills
• It include the cognitive ability to see the
organization as a whole system and the
relationships among its parts.
• Conceptual skills involve knowing where one’s
team fits into the total organization and how the
organization fits into the industry, the community,
and the broader business and social environment.
• It means the ability to think strategically—to take
the broad, long-term view—and to identify,
evaluate, and solve complex problems. 1-30
Human Skills
•Human skills involve the manager’s ability to
work with and through other people and to work
effectively as a group member.
•Human skills are demonstrated in the way that a
manager relates to other people, including the
ability to motivate, facilitate, coordinate, lead,
communicate, and resolve conflicts.
• Human skills are essential for frontline
managers who work with employees directly on a
daily basis.
Skills and Management Levels

Figure 1.5 1-33

 Let’s Get to Real world

After three years as a lead customer service

representative for an Internet-based clothing company,
Joseph is eager to apply for a team supervisor position.
He has good relationships with the employees in her
department, but he is not sure what skills he needs to
have to be considered for the promotion. At his
performance appraisal meeting with his manager, he
asks, “What can I do to build my skills to prepare me to
become a supervisor?

What advice can you give Joseph on developing his

skills?
 Answer : Advise to Joseph
• As you advance in your career, the biggest shift in
your skill set will be going
• from the “doer” to the “delegator.”
• Instead of getting all the work done, you’ll become air
traffic control and act as more of a guide for your
employees. You can hone these leadership skills
before ever actually getting the role.
• Try to approach each new project as if you were
leading the team responsible for it.
• Think more strategically and consider the broader
business objectives versus just the details of the tasks
at hand.
• Your manager will start to notice this shift in your
mindset and it will become clear that you’re ready to
seamlessly take on the new responsibilities.
 Managerial Roles
A Role is a set of expectations for a manager’s behavior.
 Mintzberg’s Managerial Roles
Role Description
A. Interpersonal Roles
1. Figurehead Symbolic head; Perform ceremonial
and social duties such as greeting
visitors, signing legal Documents

2.Leader Responsible for the motivation and

direction of subordinates
3. Liaison Maintains a network of outside.
Role Description
B. Informational
Roles
1.Monitor/ Receives wide variety of
Recipient Role information; serves as nerve
center of internal and external
information of the organisation
2. Disseminator Transmits information received
from outsiders to subordinates
3.Spokesperson Transmits information to outsiders
on organisation’s plans, policies,
actions and results; serves as
expert on organization’s industry
Role Description
C. Decisional Roles
1. Entrepreneur Searches organization and
its environment for
opportunities and initiates
projects to bring about
change
2. Disturbance Responsible for corrective
Handler action when organization
faces important unexpected
disturbances
Role Description
C. Decisional Roles
3. Resource Making or approving
Allocator significant organizational
decisions
4.Negotiator Responsible for
representing the
organization at major
negotiations
Nature of Management

1. Management as a Science (Fredrick W. Taylor)

a) Management is a Systematized body of knowledge, which

can be learnt, taught and researched.

b) Management provided powerful tools of analysis,

prediction and control to practicing managers.

c) Management uses the scientific methods of observation,

experimentation and laboratory research.
 d) Management principles are firmly based on…..

• observed phenomena
• systematic classification and analysis of data.

• This data is used for inferring cause-effect relationships

between two or more variables.

• These relationships result in hypotheses and when these

hypotheses found to be true after testing, are called
principles.

• These principles when applied to practical situations help the

practitioner in describing and analyzing problems, solving
problems and predicting the results.
……………continued
* Even though management is a science because
it possesses a systematized body of
knowledge and uses scientific methods of
research, it is not an exact science like
natural sciences. It is a social science and
deals with the behavior of people in
organisations. Human behavior is more
complex and variable than inanimate things.
2. Management as an Art

Management, as a body of knowledge and as a

discipline, is a science; its application to the
solution of organizational problems is an art.
Why as Art…….

1.The process of management does involve the

use of knowledge and skills like any other art
such as music, painting etc.

2.The process of management is directed to

achieve certain concrete results as other fields
of art do.
……………..continued
3. Management is creative like any other art.
Creativity is a major dimension in managerial
success as it creates new situations for
further improvement.

4. Management is very personalised. The

success of managerial task is related with the
personality of the person apart from the
character and quality of general body of
knowledge as it happens with artists.
 Qualities of an Effective Manager