INTRODUCTION TO MANAGEMENT

Session Objectives:
To familiarize the students with the concepts of
management
To study the functions of the managers
To identify the levels of management
To understand the various management skills
To examine the various approaches to management

MANAGEMENT- DEFINED
Koontz and Weihrich offer an interesting perspective on management.
"Management is a process of designing and maintaining an environment in
which individuals work together in groups to efficiently accomplish selected
aims".
McFarland gives a holistic view on management.
"Management is a process by which managers create, direct, maintain and
operate purposive organizations, through systematic, coordinated,
cooperative human effort".
These definitions when expanded have these implications.
The functions of managers include planning, organizing, staffing, leading and
controlling.
These functions are essential to any kind of organization.
It applies to managers at all hierarchical levels.
The aim of managers is to increase productivity, effectiveness and efficiency.
Management is thus a continuous effort aimed at shaping an organization and
contributing to its overall growth.

MANAGERIAL ROLES

In 1960, Henry Mintzberg conducted a study to understand about the

managerial roles. He identified 10 managerial roles that are common to all
managers. These 10 managerial roles are grouped under: Interpersonal,
informational and decisional roles.

Interpersonal Roles

1.
2.

3.

primarily social in nature(they are the roles in which the

manager's main task is to relate to other people in certain
ways )
Figurehead: Represents the company on social occasions.
Attending the flag hosting ceremony, receiving visitors or
taking visitors for dinner etc.
Leader: In the role of a leader, the manager motivates,
encourages, and builds enthusiasm among the employees.
Training subordinates to work under pressure, forms part of
the responsibilities of a manager.
Liaison: Consists of relating to others outside the group or
organization. Serves as a link between people, groups or
organization. The negotiation of prices with the suppliers
regarding raw materials is an example for the role of liaison.

Informational Roles

1.

2.

involves some aspect of information processing

Recipient:
Actively
seeks
information
from
subordinates and the external environment. He
(Manager) keeps himself updated, with the latest
developments which can be of value to the organization.
Disseminator: The manager plays the role of a
disseminator by circulating and transferring relevant
information to subordinates, and to the top-level
management. For Example, Communicating changes
in the company policy (remuneration,
recruitment
etc.) to subordinates

3. Spokesperson: Transmits information to the people

who are external to the organization, i.e.,

government, media etc For instance, a manager

addresses a press conference announcing a new
product launch or other major deal.

Decisional roles
Entrepreneur: Act as an initiator and designer and
encourage changes and innovation, identify new ideas,
delegate idea and responsibility to others.
Disturbance handler: Take corrective action during
disputes or crises; resolves conflicts among subordinates;
adapt to environmental crisis.
Resource allocator: Decides distribution of resources
among various individuals and groups in the organization.
Negotiator: Negotiates with subordinates, groups or
organizations- both internal and external. Represents
department during negotiation of union contracts, sales,
purchases, budgets; represent departmental interests

Functions of the Manager

Planning is the process of setting goals, and charting the
best way of action for achieving the goals. This function
also includes, considering the various steps to be taken to
encourage the necessary levels of change and innovation.
For example, if a company is planning for a promotional
campaign, then the manager responsible for the campaign
has to chart out actions that are in the best interest of the
firm.
Organizing is the process of allocating and arranging
work, authority and resources, to the members of the
organization so that they can successfully execute the
plans.
Staffing consists of recruiting, training and developing
people, who form part of the organized efforts to contribute
towards organizational growth.

 Leading involves directing, influencing and motivating

employees to perform essential tasks. This function
involves display of leadership qualities, different
leadership styles, different influencing powers, with
excellent abilities of communication and motivation.
Controlling is the process of devising various checks to
ensure that planned performance is actually achieved. It
involves ensuring that actual activities confirm to the
planned activities. Monitoring the financial statements,
checking the cash registers to avoid overdraft etc., form
part of this process.

The Levels of Management

 Top management sets the goals of the organization,

evaluates the overall performance of various
departments involved in selection of key personnel and
consults subordinate managers on subjects or problems
of general scope.
Middle level management is responsible for developing
departmental goals and initiate actions that are required
to achieve organizational objectives.
Supervisory management takes charge of day-to-day
operations at the floor level and is involved in preparing
detailed short-range plans.

Managerial Skills

 Technical skills These skills include the knowledge of and

proficiency in activities involving methods, processes and
procedures. This includes the abilities of a manager in
using the knowledge, tools, and techniques of a specific
discipline or field such as accounting, engineering,
manufacturing etc.

Human or interpersonal skills of a manager, includes

his/her ability to understand other people and interact
effectively with them. Examples of such skills include
leading, motivating and communicating, with subordinates,
peers and outsiders. Possession of these skills is essential
for managers, working in all levels. The human skills are
also important in creation of an environment in which
people feel secure and free to express their opinions.

 Conceptual skills This refers to the ability to think and

conceptualize abstract situations. These abilities are
required for making complex decisions. Such skills are
inclusive of the diagnostic skill, which enables an
understanding of the `cause-effect' relationship. Further, it
helps to see the situation as a whole, as well as in parts.
(i.e., individually). These skills are essential for the top
management.

Design skills enable a manager to handle and solve any

kind of unforeseen problems, that may crop up in the
organization. Top management should posses design
skills, in plenty. It is basically their job to handle/tackle
any unforeseen consequences that may occur in the
organization. Such problems could arise due to internal
factors or external factors and/or both.

Approaches to Management
Case approach: Experiences in an organization are analyzed
with the help of cases. Based on these successes and failures
are identified.
Interpersonal behavior approach: This approach is based
on individual psychology. It lays emphasis on interpersonal
behavior, human relations and motivation.
Group behavior approach: This approach is based on the
theories of Sociology and Social Psychology. The focus of this
approach is on the study of group behavior patterns.
Cooperative social system approach: This approach is
concerned with interpersonal relations and group behavior.

Approaches to Management
Social-technical systems approach: This approach highlights
about the relationships among people and their ability in the
utilization of technical systems. (personal attitudes, group
behavior etc.)
Decision theory approach: This approach is concerned with
the decision making process, that involves individuals or groups.
Systems approach: The systems approach is a study about the
inter-relationship between planning, organizing and controlling
among the sub-systems in organizations.
Mathematical approach: This approach views management as
a purely logical process, expressed in mathematical symbols
and relationships.

Approaches to Management
Managerial roles approach: It involves the study of
managerial roles that are based on interpersonal,
informational and decision roles.
Situational approach: This approach recognizes the
influence of the given solutions, regarding organizational
behavior patterns.
McKinsey's 7-S framework: 7-S's structured by McKinsey
are strategy, structure, systems, style, staff, shared values
and skills.
Operational approach: This approach draws together the
different concepts, principles, techniques and knowledge
from other fields and from different types of managerial
approaches.