1. CHAPTER 1: THE SCOPE OF MANAGEMENT

2. WHAT IS MANAGEMENT? Mary Parker Follet
Art of getting things done through other people
Mary Parker Follet
Field of knowledge that seeks to systematically understand why and how men work together to accomplish objectives and make these cooperative systems more useful to mankind
George R. Terry
The process undertaken by one or more individuals to coordinate the activities of others to achieve results not achievable by one individual acting alone
Donnelly

3. WHAT IS MANAGEMENT? F. W. Taylor
The art of knowing what you want to do and then seeing that it is done in the best and cheapest way
F. W. Taylor
A process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources.
Lubber Gullick
An art because like any of the arts, it requires three components: vision, knowledge and successful communication
Henri M. Boettinger

4. BASIC MANAGEMENT CONCEPT
Functional Concept
‘Getting Things done Through Others’ Concept
Leadership and Decision-making Concept
Productivity Concept
Universality Concept

5. FUNCTIONS OF MANAGEMENT
Planning, Organizing, Leading, Controlling
Newman and Summer
Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting
Luther Gullick
Decision Making, Organizing, Staffing, Planning, Controlling, Communicating, Directing
Warren Haynes and Joseph Massie
Planning, Organizing, Commanding, Coordinating, Controlling
Henri Fayol

6. FUNCTIONS OF MANAGEMENT
Planning
Organizing
Leading
Controlling

7. LEVEL OF MANAGERS
Top Managers
Middle Managers
First Line Managers

8. Top
Managers
Middle
First Line Managers
SUBORDINATE

9. ROLES OF MANAGERS Figurehead Role Leader Role Liaison Role
Interpersonal Roles
Monitor Role
Disseminator Role
Spokesperson Role
Informational Roles
Entrepreneur Role
Disturbance Handler Role
Resource Allocator Role
Negotiator Role
Decisional Roles

10. MANAGERIAL SKILLS
Technical Skills
Human Skill
Conceptual Skill

11. MANAGEMENT LEVELS MANAGERIAL SKILLS
TOP
MANAGERS
MIDDLE MANAGERS
FIRST LINE MANAGERS
Human Skills
TechnicalSkills
Conceptual Skills
(10%)
(30%)
(60%)
Human Skills
Technical
Skills
Conceptual Skills
(20%)
40%)
(40%)
Human Skills
Technical
Skills
Conceptual Skills
(40%)
(40%)
(20%)

12. Decision Making Skills
OTHER SKILLS
Basic Knowledge
Management
Skills
Communication Skills
Decision Making Skills

13. TO ACHIEVE ORGANIZATIONAL STATED OBJECTIVES
PLANNING
ORGANIZING
TO ACHIEVE ORGANIZATIONAL STATED OBJECTIVES
MANAGERS PERFORM
LEADING
CONTROLLING

14. IMPORTANCE OF MANAGEMENT
Critical element in the economic growth of the country 1
Essential in all organized effort 2
Dynamic, life giving element in every organization. 3

15. MANAGEMENT – UNIVERSAL OR SCIENCE
Manager easily transfer his skills and knowledge
Manager applies general principles to all types of organization
Science
Management is studied and tested systematically
Theories can guide managers

16. CHARACTERISTICS OF MANAGEMENT
DIFFERENCES IN MANAGEMENT
BETWEEN PUBLIC AND PRIVATE SECTORS
CHARACTERISTICS OF MANAGEMENT
PUBLIC SECTOR
PRIVATE SECTOR
Aim / Objective
To provide a service to the community
To ensure maximum utilization of resources in generating profits
Accountability
To the public in general, especially when the budget is debated in parliament
To the shareholders of the company
Performance evaluation
The achievement of a better quality of life
The profits earned through market share
Incentives offered
Fixed salary scales and rigid promotional procedures
Enjoy job security
Salary increases and promotion prospects closely linked to performance
Union involvement in decision-making
A high level of involvement
Traditionally little or no involvement but moves are being made to increase worker participation

17. CHAPTER 2: SOME SCHOOLS OF MANAGEMENT

18. CLASSICAL Administrative Management Scientific Management
Henri Fayol
Administrative Management
Frederick Winslow Taylor
Scientific Management
Max Weber
Bureaucratic Management

19. ADMINISTRATIVE MANAGEMENT -AREAS IN BUSINESS ACTIVITIES-
Technical
Producing and manufacturing of products
Commercial
Buying raw materials and selling manufactured goods
Financial
Getting the capital necessary for business
Accounting
Recording and taking stock of costs and profits
Managerial Function
Planning, organizing, commanding, coordinating, controlling
Protecting
Protecting the assets of the company

20. ADMINISTRATIVE MANAGEMENT -PRINCIPLES OF MANAGEMENT-
Division of work
Authority
Discipline
Unity of Command
Unity of Direction
Subordinate of individual interests to general interest
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of tenure of personnel
Initiative
Esprit de corps

21. SCIENTIFIC MANAGEMENT
Contribution
Time and Motion Studies
Differential Pay
Reorganization of Supervision
Recruitment and Training
Friendly Cooperation

22. BUREAUCRATIC MANAGEMENT
Division of labour
Hierarchical Structure
Meritocracy
Rules
Impersonality

23. HUMAN RELATIONS SCHOOL - HAWTHORNE STUDIES -
The Test Room Studies
Interviewing Studies
Observational Studies

24. BEHAVIOURAL Motivation theory Human needs Human behaviour
Hierarchy of need
Abraham Maslow
Theory X and Y
Douglas Mc Gregor

25. MASLOW’S NEEDS HIERARCHY
Self
actualization
Esteem
Affiliation
Security
Physiological

26. THEORY X AND THEORY Y Theory X Leader Theory Y Leader
My employees dislike work and will try to avoid it if possible
My employees want and need me to provide direction
I am responsible for getting my employees to do as much work as possible
Theory X Leader
Most employees like to work and achieve something
I can count on my employees to be self-directed and work toward the organization’s objectives
My employees are eager to take on responsibilities at work
Theory Y Leader

27. SYSTEMS
Interlocking
Sub-systems

28. MANAGEMENT SCIENCE Also known as Operations Research
Applies scientific methods to analyze and solve management problems
Can solve specific problems objectively with greater precision

29. CHARACTERISTICS FOR EFFECTIVE MANAGEMENT SCIENCE
The problems should not be too broad or indefinite
The problems should consists of tangible measurable factors
The problems should offer opportunity for decision between alternative

30. CONTINGENCY/SITUATIONAL
Emerged from real life experience of managers
The main determinants are related to the external and internal environment of an organization
Three major elements:
Environment
Management concept
Contingent relationship between them