1. Dr. Bharti Gupta Assistant Professor Tourism & Travel Management
Concept of Management
Dr. Bharti Gupta
Assistant Professor
Tourism & Travel Management

2. Concept of Management
The term management is used in a variety of ways.
It has drawn concepts and principles from a number of disciplines :
economics, sociology, psychology, anthropology, statistics and so on.
The result is that each group of contributors has treated management differently.
It becomes difficult to define management in a comprehensive way.

3. Concept of Management
In the present context, the term management is used in three alternative ways:
Management as a discipline
Management as a group of people.
Management as a process.

4. Limitations of the “ Management as a Process”
There is problem in identifying the people in the organisation who can be called managers.
There is problem in identifying with managerial and non-managerial activities.

5. Overcoming the Limitations
To overcome the limitations, the total activities of an organisation can be divided into two groups:
Operational .
Managerial.

6. Approaches in defining Management as a Process.
Production-or – efficiency –oriented
Decision – oriented
People – oriented
Function oriented.

7. Features of Management
Organized Activities
Existence of Objectives
Relationship among Resources
Working with and through People
Decision Making

8. Importance of Management
Effective Utilisation of Resources
Development of Resources
To Incorporate Innovations
Integrating Various Interest Groups
Stability in the Society.

9. Nature of Management Multidisciplinary Dynamic Nature of Principles
Relative, not Absolute Principles
Management: Science or Art
Management as Profession
Universality of management

10. Management : Science or Art
Management as Science:
Science may be viewed in terms of its structure, its goals and its methods. Science attempts to provide a set of internally consistent hypotheses, principles, laws and theories dealing with an aspect of total knowledge. Management only approximate this state.
In science , meanings have to be clear and unambiguous to avoid confusion and erroneous classification. However, in management, various terms are not used in the same way and giving same meaning.
In science , observation must be controlled so that causation may be imputed correctly. However in management there is an element of bias.
Scientific statements are testable and the tests are capable of repetition with same result. However, management principles lack empirical evidences and are not testable.
Management is not a pure science but it can be simply called “inexact science”

11. Management : As Art
The process of management does involve the use of know-how and skills like any other art such as music, painting, sculpture, etc.
The process of management is directed to achieve certain concrete results as other fields of art do.
Management is creative like any other art. Creativity is a major dimension in managerial success. It creates new situation for further development.
Management is personalized meaning thereby that there is no “ one best way of managing”. Every person in his profession has individual approach and technique in solving the problems.

12. Management: Both Science and Art
To be successful manager, a person requires the knowledge of management principles and also the skills of how the knowledge can be utilised.
A balance between the two is needed
The fact remains that to be useful, knowledge of science must be applied, that is , art must be present.
“Applied knowledge is power”

13. Management as Profession
Existence of Knowledge
Acquisition of Knowledge
Professional association
Ethical Codes
Service Motive

14. Universality of Management
The problem is whether management is universal in its application.
Arguments for Universality
Management as Process
Distinction between Management Fundamental and Techniques and practices.
Arguments against Universality
Cultural characteristics
Individualism and Collectivism
Power Distance
Uncertainty Avoidance
Masculinity
Time Orientation
Management Philosophy
Organisational Objectives

15. Management Roles
Meaning of Role: Role is defined as the pattern of behaviour which is defined for different positions. It refers to the expected behaviour of the occupant of a position – not all their behaviour, but to what he does as occupant of that position.
Minztzberg has pointed out that there are three broad categories of roles that a manager performs in an organisation. These are :
Interpersonal roles
Informational roles
Decisional roles

16. MANAGEMENT ROLES
Interpersonal roles
Informational roles
Decisional roles
Figure head
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance handler
Resource Allocator
Negotiator

17. Level of Management
Various positions of an organization can be put under three levels :
Top Management
Middle Management
Supervisory Management

18. Functions of Top Management
Formulating of Long term plans
Guidance and Direction
Integration
Staffing
Review and Control
Public Relations

19. Functions of Middle Management
Performace of various functions of the organisation so that top management gets enough time of integrating overall functioning of the organisation.
Cooperation among middle management itself andd also with top management and supervisors so that organisation functions with out any problems.
Integration of various parts of a department in whose context management is taking action.
Training and development of employees for better functioning and filling future vacancies arising in the organization.
Development and inculcation of feelings among individuals working within the department for subordination of individuals goals to organizational goals.
Management of the department in such a way that it contributes to the functioning of other departments for achieving organizational goals.

20. Functions of Supervisory Management
Scientific Management Roles
Technician
Analyser / Researcher
Controller
Human Relations Roles
Human Relations Expert
Counsellor
Linking Pin
Motivator
Trainer
Functional Roles
Planner
Organiser
Leader

21. Management Skills
Meaning of skills: Skills refers to practical ability or experness in an action or doing something. Robert Katz has grouped various managerial skills into three broad categories: Technical skills Human skills Conceptual Skills

22. Technical Skills
Technical skills are concerned with what is done. These pertain to knowledge and proficiency in processes, procedures, methods and techniques which are used in doing a work. Boulten has called these skills as hard skills and are easitly visible in a person.
Managers are responsible to maintain workflow in the organisation. Workflow involves the initiation of action that is who will initiate action and who will receive it.
Managers are responsible to maintain order in the work system i.e. there should be place for everything and everything should be on its place. For maintaining effective order system, managers must have knowledge of work system and workflow.

23. Human Skills
Human relations skills, are one’s ability to work effectively with others on a person-to –person basis and to build up cooperative group relations to accomplish organisational objectives Every manager interacts on one-to one basis with others- superior, subordinat, peer and outsider. Manager will be effective as a group member only when he has ability to understand other members and to make himself understood by these members. For making communication effective, everry manager must have ability to be empathic to understand others’ view in right perspective as a good listener besides being a good orator. For directing, manager not only relies on his authority but also on his leadership ability so as to get willing and enthusiastic efforts of his followers for achieving organisaitonal objectives. For getting best result from people, it is essential that they are motivated properly. As a conflict handler, manager has to be good compromiser , smoother and negotiator.

24. Conceptual Skills
Conceptual skills are related to concepts and mental conception- conceptual framework intended to development of new product and idea.
Conceptual skills are relevant for building models. A model is an abstraction of reality. For constructing a model, only partial information reamains available and the gap is fulfulled by the model creator using his conceptual skills.
These are skills relating to balancing , integrating, setting priorties, setting and developing standards, conceputlising, leading, matching oneself with one’s job and delegating.

25. Skill Requirements at Different Managerial Levels
Technical
Human
Conceptual
Top
Middle
Lower
Managerial Levels

26. Evolution of Management
Taylor and Scientific Management
Fayol’s Administrative Management
Bureaucracy
Hawthrone Experiment and Human Relations
Social Systems Approach
Decision Theory Approach
Management Science Approach
Human Behaviour Approach
Systems Approach
Contingency or Situational Approach