Concept of ManagementFrom Economics Sociology Psychology anthropology

Present context Management as a Discipline Group of people Process

Discipline Field of study with well defined concepts, principles

Group of people Managerial and non managerial

Process Systematic method of handling activity Dynamic, continuous, flexible Operational and managerial

Production oriented Decision oriented People oriented Function oriented

Production orientedTaylor Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way Relationship bet efforts results But how missing

Decision oriented Peter Drucker business organization transforms to productive Stanly Vance Management is simply the process of decision making and control over the action of human beings for the expressed purpose of attaining pre-determined goals Process in which context decision is applied ?

People oriented Process of coordinative efforts of people. Lawrence Appley Management is the accomplishment of results through the efforts of other people Koontz Management is the art of getting things done through and with people in formally organized groups Functions or activities involved in process?

Function oriented McFarland: Management is defined for conceptual, theoretical, and analytical purposes as that process by which managers create, direct, maintain, and operate purposive organizations through systematic, coordinated, cooperative human efforts

So. Management is a process of involving Planning, Organizing Staffing Directing Controlling human efforts to achieve stated objectives in an organization

Systems approach Recent origin -1960 Features of system Assemblage of things connected, interrelated System is basically a combination of parts, subsystems Parts and sub parts mutually related to each other directly, indirectly Arrangement is more important System- identified as has a boundary. Boundaries open system, closed system

.. System transforms inputs into outputs Money- input Service- output

Features of management as systemSocial system Open system interact - environment Adaptive evaluate performance, take corrective actions Dynamic Probabilistic Multi level, dimensional Multi variable Integrated approach one subsystem to others

Manager/Managerial role Conceptual Interpersonal technical

10 roles- Henry mintzberg Interpersonal role Informational role Decision role

Interpersonal role co ordinate, interact, Direction, offer instructions Role of Figurehead Leader Liaison

Figurehead Organizational goal Organization ethical guidelines Principles of Behaviour Dealing with customers and suppliers

Leader Provide example to follow Give direct command, orders Make decision Mobilize employees support organizational goals

Liaison co ordinate-Managers of different dept Alliance different organizations

II

Informational

Monitor Disseminator Spokesperson

Monitor (Watch dog) Evaluate performance of managers Take corrective action for improvement Watch changes internal, external

Disseminator Inform employees about change Communicate employees- vision, purpose

Spokesperson Advertising campaign Inform local community

III. Decisional Entrepreneur Disturbance handler Resource allocator negotiator

Entrepreneur commit resources to develop innovative services International expansion- new customer

Disturbance handler Corrective action unexpected problem

Resource allocator Allocate resource among different functions Set budgets Wage and salary administration

negotiator Work with suppliers, distributors, labour unions Work with other organizations,