Introduction to Management (Mgmt 211)

Unit 1
Fundamental Concepts about Management
1.1 Meanings of Management
Definition 1
Management is the process of designing and maintaining an environment in which individuals
working together in groups, accomplish efficiently selected objectives.
Definition 2
Terry and Franklin (1997) defined management as the distinct process consisting of activities of
planning, organizing, actuating, and controlling performance activities to determine and
accomplish stated objectives with the use of human beings and other resources.
✓ They have summarized the definition in the following figure.

Organizing Actuating
Men and Women
(people) Goals/
Materials Objectives
Machines
Methods
Money
Markets
Planning Controlling

Definition 3
Donnelley (1995) defined management as the process undertaken by one or more individuals to
coordinate the activities of others to achieve results not achievable by one individual acting alone.
Definition 4
Ivancevich (1981) defined management as the process undertaken by one or more persons to
coordinate other persons' activities to achieve high quality results not attainable by any person
acting alone.
Definition 5
Management is the process of reaching organizational goals by working with and through people
and other organizational resources.

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Definition 6
Management is the process of planning, organizing, staffing, directing and controlling of activities
required to achieve the desired objectives.
Definition
Management is the effective and efficient integration and coordination of resources to achieve
desired objectives.
➢ Objectives – are the targets toward which organizational members move to fulfill its vision
➢ Effectiveness – refers to how well an organization reaches its objectives over a period of
time.
➢ Efficiency – is a short-term measure of how well an organization uses its resources.
➢ Resources – are what employees must use efficiently (it includes people, capital/financial
resources, technology, time … etc.
➢ Coordination and integration – resources must be combined in to an effective
organization.
Common Elements of the definitions given above
• Management is a process
• Management consists of functions and activities
• The activities lead to select and set objectives
• The coordination of activities involves people
• The activities focus on designing and maintaining an environment and the coordination
aims at the achievement of qualitative and quantitative results.
People in an organization can be broadly divided in to two:
A. Managers
They are individuals who are responsible to take action that will make it possible for
individuals to make their best contributions to group objectives.
B. Operatives
They are people who work directly on organizational jobs or tasks and have no
responsibility for overseeing the works of others.
1.2 Nature/ Characteristics of Management
1. Management is a universal process
Wherever there is human activity, whether individual or joint, there is management. The process
of management can be noticed in all spheres of life while getting things done through other

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people. Managerial principles, concepts and theories are applicable in different organizations
irrespective of the type and levels of organizations. However, it does not take the same form in
all situations.
The functions of management are common in every activity be it in a profit making or non-
profit making, government or private, small or big and multinational, at all levels of management-
at the top level or at the technical level.
2. Management is a continuous process
The process of management mainly consists of planning, organizing, staffing, directing and
controlling the organizational activities and resources so as to achieve the desired objectives.
Therefore, it requires the undertaking of all functions sequentially and sometimes overlapping on
each other. There is no end for these functions. That is they must be carried out always
without interruption so long as the organization exists.
3. Management is an additional factor of production
Just as land, labor and capital have to be brought together and put to effective use for the
production and distribution of goods and services, similarly managerial skills have also to be
acquired and effectively used for the purpose.
❖ Land, Labor, Capital, Management (Knowledge & Skills) →Process → Output/Product
Labor refers to the paid employees of the organization who are working in different levels as
skilled, unskilled, semi-skilled, manager, supervisor and the like. Capital refers to the working
capital as in the form of cash, raw materials and finished goods and fixed capital as in the
form of plant facilities and production facilities.
4. Management is goal-oriented/ Purposeful
The essence of management is achievement of something specific, expressed as an
objective or a goal (Terry and Franklin, 1997). Management is meaningless without
organizational goal accomplishment.
5. Management is creative
The job of management is to make productive enterprise out of human and other resources.
6. Management is supreme in thought and action
Management sets realizable objectives and then mastermind action on all fronts to accomplish
them.
7. Management is a group activity

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The basic requirement of successful management is replacing "I" with "we". An enterprise will
not be able to achieve its objectives if only one or a few individuals or departments thereof are
efficient, the rest being indifferent.
8. Management is a dynamic function
It is the dynamic function of a collective enterprise, which is constantly engaged in casting and
recasting the enterprise in the world of an ever-changing business environment. It also sometimes
initiates moves that reform and alter the business environment.
If an enterprise is well- equipped to effect the changes in business environment brought about
by economic, social, political, technological or human factors, it can soon adapt itself to changed
environment or make innovations to adjust itself to it.
9. Management is a social science
This involves dealing with individuals having different levels of sensitivity, understanding and
dynamism. “Managers do not build products rather they build people who in turn build
products.”
10. Management is an important organ of society
It has an important place in society. While the society influences the managerial actions
managerial actions also influence society. By their decisions, and organizational undertakings,
managers influence the economic, social, political, religious, moral and institutional behavior of
the members of society. Therefore, managers should be very much concerned about
their decisions.

11. Management is a system of authority

Using its authority management brings about a harmonious arrangement and pattern among the
different resources employed in an undertaking. For this, it is necessary that the authority vested
in the management is exercised properly and correctly.
12. Management is a profession
It is a field of study with relevant knowledge and skills. Managers need to possess managerial
knowledge, skills and training. A discipline is an organized body of knowledge that can be learnt
through formal education. It will have its own theories, principles and concepts that can be
transferred from person to person. The boundaries of management are not exact as those of any
other physical science. It may be increased by the continuous discovery of many more aspects of

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business enterprise. So, the management status as a discipline is also increased in the same
manner.
13. Management is multidisciplinary
Management is neither self-sufficient nor self-contained. It depends on wide range of knowledge
derived from engineering, mathematics, statistics, history, theology, accounting, economics,
biology, military, etc.
14. Management is intangible
It is an unseen force. It can be seen / felt through products or results achieved.
We can say management of a certain company is good or weak on the bases of the satisfaction
or dissatisfaction of organizational members, the attainment of goals, the existence of harmony
and coordination among organizational members both operatives and managers of the
organization. Otherwise, we cannot see or touch it. Therefore, it deemed to be intangible.

1.3 The Importance of Management

1. Management meets the challenge of change
In the modern business world, there are frequent changes. The changes might place the business
in a dangerous position. Only an efficient/good management can save the business from the
dangers brought in by the challenges. The efficient/good management tries to forecast what will
happen in the future and prepares the organization for that change.
2. For the efficient utilization of business
There are seven M’s in the business. These are said to be man, money, materials, methods,
machines, markets, and management. Management is the topmost of all other ‘M’s. Management
has control over other remaining ‘M’s. Without management either they do not exist at all
or they may function at a lower efficiency.
Managers must ensure productivity. Productivity refers to the ratio of output to input in a
given time period with due consideration for quality. It is also a measure of the
effectiveness and efficiency of operations in an organization. It can be expressed as follows:
Productivity= Outputs within a time period, quality considered.
Inputs
Effectiveness is the achievement of objectives and it means doing a right thing. Efficiency
means the achievement of the ends with the least amount of resources or without wastage.
Quality is defined as the totality of features and characteristics of a product or service that bear
on the ability to stated or implied needs (Ivancevich)

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Management accomplishes group goals with efficient utilization of resources

The achievement of objectives of a business depends upon three factors. They are the proper
planning of available resources, adjusting possibilities of business unit with existing business
environment and the quality of decision taken and control made by the business unit. These are
the factors responsible for achieving objectives and they are the activities of management. These
activities help organizations to use resources more effectively and efficiently.

3. For the effective functioning of business

Ability, experience, mutual understanding, co-ordination, motivation and supervision are some of
the factors responsible for the effective functioning of business.
➢ Management makes sure that the abilities of workers are properly used and co-operation
is obtained with the help of mutual understanding. Besides, management can know the
expectation of workers and the expectation is fulfilled through motivation techniques.
➢ New ideas are developed by the management and implemented in the organization. Better
performance is achieved through new ideas.
4. Sound organization Structure
Management lays down the foundation for sound organization structure. Sound organization
structure clearly defines the authority and responsibility relationship – who is responsible to
whom, who will command whom and who is responsible for what. Care is taken in appointing
qualified persons to the right job by the management.
5. Management directs the Organization
The human mind directs and controls the functioning of human body. Similarly,
management directs and controls the functioning of an organization. Management
directs the organization through integrating various interests of members, creating stability,
innovation, coordination, team-spirit and tackling problems. Efficient management is the life boat
of any developed business.
Each person has his/her own interests. These interests are different in nature. Management
takes steps to integrate various interests to achieve the objectives of an organization.
Instabilities are created in an organization due to many causes such as government policy change,
competitors’ pressure and changing preference of customers. An efficient management can run
the business as per the policy framed by the government; face the competitors in the market and
produce the articles as per the preference of customers.

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All the activities of business are grouped department-wise. Management co-ordinates the
activities of different departments and establishes team-spirit to achieve the objectives. Good
management acts as a friend or a guide of workers while tackling problems. When workers get
over confidence of solving the problems for effective performance of a job, they fail in tackling
the problems efficiently.
6. It is a tool for personality development
Management gives direction to workers for effective performance of a job. Besides,
new methods or techniques are taught to workers. The training facilities are
arranged by the management. In this way, management is a tool to develop the
personality of workers to raise their efficiency and productivity ability.
1.4 Types of Managers
There are two criteria to classify managers
A. Types of managers based on Levels of Management
On the basis of levels of management there are three types of managers.
1. Top level Managers
➢ They are also referred to as Strategic level/Administrative level managers.
➢ They are responsible to develop long term, comprehensive/general plans, set broad
objectives, overall strategies, operating policies and establish the relationship of the unit
with the environment.
➢ They are also responsible to scan the external environment and act accordingly so that
the organization can achieve its objectives.
➢ They officially represent the organization to the external environment by meeting with
government officials, executives of other organizations and so forth.
➢ They make important decisions that affect the overall organization such as: acquiring
other companies, investing in research and development, entering or abandoning various
markets and building new plants and office facilities.
➢ They are relatively small group of executives who control the organization’s activities.
➢ Titles of such managers include: President, Vice-president, Managing Director, Deputy
Managing Director, Chief Executive Officer (CEO)
➢ Deputy- Someone who is next in rank to the person in command, who has the power to
take charge when the leading person is away.

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President, chief executive, board of directors,

general manger, executive committee etc.

divisional manger, operational manger

etc.

supervisors, foreman,

office manager etc.

2. Middle Level Managers

➢ They are also referred as Functional/Tactical/Departmental level managers.
➢ They are primarily responsible for implementing the policies and plans developed by top
level management and for supervising and coordinating the activities of first-level
managers.
➢ They are responsible to interpret and communicate the policies, strategies, procedures
and rules developed by top level managers to the first line managers.
➢ They serve as a bridge between top level managers and first line manages.
➢ They are probably the largest group of managers in most organizations-especially in big
organizations.
➢ Common titles include: Plant Manager, Operations Manager, Department Manager,
Area Manager, and Division Manager.
3. First-line Managers
➢ They are also referred as Operational/Supervisory level or Technical level managers.

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➢ They supervise and coordinate the activities of operating employees.

➢ They plan day-to-day production within the goals laid down by higher authorities.
➢ They typically spend a large proportion of their time experiencing the work of
subordinates/operatives
➢ They supervise others who are without managerial responsibilities. Therefore their
subordinates are not mangers. (They are the only managers who do not manage other
managers)
➢ They report feedback information and workers’ problems which cannot be solved at the
supervisory level.
➢ Common titles include: Foreman, Supervisor, Office Manager, Head nurse, Section
Head, etc.
B. Based on the Range of organizations activities for which they are responsible
there are two types of mangers.
1. Functional Managers
Functional managers are responsible for one/specific organizational activity.
Common titles include: Finance Manager, Production Manager, Human Resource Manager,
Marketing Manager, etc.
2. General Managers
General Managers are responsible for all or many activities of an organization. The number of
general managers depends on the size of the particular organization. If the size of the
organization is large there will be many general managers otherwise the number of general
managers is few or only one in small organizations
1.5 Functions of Management
Different scholars in the field of management have their own classification of functions of
management. Some scholars add few functions and delete some other functions.
However, the important management functions are the following.
1. Planning
Planning refers to deciding in advance which will be done in the near future.
Organizations are established with some objective to be achieved. In order to achieve
objectives, the organization plans what is to be done, when it is to be done, how it is
to be done, and by whom it is to be done. George R. Terry has rightly said “planning is

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a constructive reviewing of future needs so that present actions can be adjusted in view
of the established goal.
2. Organizing
It is the function of management that assigns the tasks identified during planning to
individuals and groups within the organization so that objectives set by planning can be
achieved.
It is a process of creating and designing an organizational structure which
describes the relationship between different departments and units within the
organization. And the structure shows who has an authority over whom and who reports
to whom. Organization provides all facilities which are necessary to perform the work.
It defines the position of each person in the organization and determines the paths
through which communication should flow. The manager would determine who should
report to whom and how.

3. Staffing
It includes all activities attachable with manpower planning & development.
Staffing function comprises the activities of recruiting, selecting, placement, training,
developing, and promotion etc. In other words, staffing refers to placement of right
persons in the right jobs. Staffing includes selection of right persons, training to those
needy persons, promotion of best persons, retirement of old persons, performance
appraisal of all the personnel, and adequate remuneration of personnel. The success of
any enterprise depends upon the successful performance of staffing function.
4. Directing
The actual performance of work starts with the function of direction. Planning, organizing
and staffing functions are concerned with the preliminary work for the achievement of
organizational objectives. But directing deals with making the workers learn techniques
to perform the jobs assigned to them. Directing includes guidance, co-ordination,
supervision, motivation, communication, and leadership, for an action. According
to Joseph Massie, “Directing concerns the total manner in which a manager influences
the action of his subordinates.

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5. Controlling
It is a function of management that makes sure that the organization’s
actual/future performance conforms to the performance that was planned for
it. It is the process of ascertaining that the achieved objectives are in line with the pre-
determined objectives. Necessary corrective action may be taken if there is any deviation.
The control is very easy whenever the organization has a fixed/quantitative standard.
Controlling goes with planning. If there is no plan there will be no controlling.

Relationship between management levels and managerial functions

Managerial functions are performed by all managers at all levels. However, the relative emphasis
and importance of these functions are different relative to the levels of management.
For instance, the type of plan developed by top level management is broader, general, and long-
term and affects the whole organization. Whereas, a plan developed by the first line manager is
relatively short-term, more specific, measurable and affects mainly that specific unit or section.
The same is true to other managerial functions.
Level of Relative importance and emphasis of functions of managements
management Planning Organizing Staffing Directing Controlling
Top level More More More Lower Lower
Middle level Medium Medium Medium Medium Medium
Firs line Lower Lower Lower More More

1.6 Managerial Roles

A role is a behavior pattern expected of an individual within a unit or position. As a
manager have some expected behavior as they assume certain positions in the
organization. Their role differs as they change their positions. According to Henry
Mintsberg managers have ten roles which can be categorize into three main categories.
These roles of managers will be discussed as follows.
A. Interpersonal Roles
They grow out of the manager’s formal authority. They focus on the interpersonal
relationships. The following three sometimes routine interpersonal roles are performed

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by managers and are used by managers to keep their organizations running smoothly.
They are: figurehead role, leadership role and liaison.

1. Figurehead Role
Managers perform ceremonial symbolic duties as head of the unit than substantive such
as: greeting visitors, attending subordinates’ wedding ceremonies, taking customers to
lunch, attending ribbon-cutting ceremonies and handing over diplomas at graduation.
This role is mainly performed by top level executives. For instance, when the
president of Ethiopia greet guests at the airport or invite guests for dinner or attends a
funereal event on behalf of us he is performing the figurehead role.
2. Leadership Role
It involves directing and coordinating subordinates’ activities. It deals with hiring,
training, motivating /encouraging subordinates. First-line managers, in particular,
stress effectiveness in this role.
A manager who formally or informally shows subordinates how to do things and how to
perform under pressure is leading. It also involves controlling or making sure that things
are going according to plan.
3. Liaison Role
It involves in creating contacts both inside and outside the organization but outside
one’s area of command.
For instance, the top-level manager may create relationship with people outside the
organization (suppliers or clients). The department manager may try to establish contact
with members of the other department or people outside the organization other than the
members. The first line manager may also establish contact with people in other
department of the same organization. All these efforts of managers to create contacts
are referred as a liaison role.
B. Information Roles
Under this role the manager receives and disseminates information from the different
sources and to the different users be members of the organization or outsiders.

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1. Monitoring Role
It involves in examining the environment to discover information, changes,
opportunities, and problems that may affect the unit. They question subordinates and
collect unsolicited information, usually through networks of contacts. They may also
create contact with people outside the organization to collect info.
They create both formal and informal contacts so as to gather more information. For
instance, the manager of your organization might have lunch with his friends and might
gather some information about the organization, its products, employees’ behavior,
quality of services, and customer complaints etc.
2. Disseminator Role
Once managers collect information, they will disseminate it to those who are concerned.
In this case mangers distribute to subordinates (only to people inside the organization)
important information they would not otherwise know. This might be done through
meetings, memos, and instructions.

3. Spokesperson Role
In this case managers transmit information to people outside their own groups or unit.
It also involves in informing people outside the organization about the activities,
results and future plans of the organization. For instance, when the Public Relations
officer of Ethiopian Road Authority informs the society about the roads constructed, the
amount of capital invested, the roads planned to be constructed, the amount of capital
budgeted for its construction, the name of the contractor and the sources of the capital
she/he is performing the spokesperson role.
In addition, your department manager or division head or section head or team leader,
whichever is yours, is making a report about the activities carried out and the results
achieved to organizational members but who are not subordinates, she/he is performing
the spokesperson role.
In general when a manager collects information from any source formally or informally,
this is said to be monitoring role. When this information is disseminated to subordinates
but not outsiders it is said to be disseminator role. And when this information is

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disseminated to others other than one’s own domain or territory and people outside the
organization it is referred to as spokesperson role.
C. Decision- Making Role
This role is the end whereas the preceding roles are important but inputs. Information is
the basic input to decision-making for managers.
1. Entrepreneurial Role
This role involves the managers’ readiness and ability to improve units, products and
organizational activities. It also deals with the ability and readiness of managers to initiate
change, to take risks and to innovate activities at their own free will-voluntarily.
2. Disturbance Handler Role
They are responsible to handle disturbances that affect the success of the organization.
Managers assume this role under the following conditions: when conflicts between
subordinates arise, when a subordinate suddenly departs, when an important customer
is lost, when employees strike, as breach of contract occurs, as customers bankrupt and
the issue of copyright arises.
3. Resource Allocator Role
Managers decide how and to whom resources including the managers own time should
be given. Managers have an authority over resources. They have the right to make
decisions about what will be done, how much money will be spent to do it, where to
locate manufacturing plants, branch facilities, retail stores, and other facilities. They also
have the right to decide about who will be employed, how much will be paid, the working
conditions, what they will do, when they will work, the physical environment in which
they will work, who their associates at work will be, and set policies related with
promotion, demotion, transfer and termination.
4. Negotiator Role
Managers spend a lot of their time as negotiators because only they have the
knowledge and authority this role demands. For instance, a company president may
deal with a consulting firm, a production manager head might draw up a contract with a
supplier, or negotiate with other department for additional support, a manager

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negotiates a union contract, set an agreement with a consultant and establish a long
term relationship with a supplier

1.7 Managerial Skills

Management is a challenging job. It requires certain skills to accomplish such a challenge. Thus,
essential skills which every manager needs for doing a better management are called managerial
skills. To undertake their functions effectively and efficiently managers need to acquire certain
skills. Regardless of the level at which mangers perform, they must learn and develop many skills.
Skill refers to the ability to perform certain activity in a specific manner. It is an ability or
proficiency in performing a particular task.

According to Professor Daniel Katz, there are 3 types of skills which are important for successful
management performance.
A. Conceptual Skills
B. Human Skills
C. Technical Skills
A. Conceptual Skills
It involves the ability to visualize/see the organization as a whole. It includes analytical, creative
and initiative skills. It consists of the ability to see the big picture, the complexities of the overall
organization and how the various parts fit together. A manager with conceptual skills is able to
understand how the various functions of the organization complements one another, how the
organization relates to its environment and how changes in one part of the organization affects
the rest of the organization. It helps managers to identify the causes of the problems and not the
symptoms. It helps managers to solve the problems for the benefit of the entire organization.

B. Human Relations Skills/People Skills/Interpersonal Skills

They are the ability to work with, communicate with and understand others. It also involves the
ability to understand and motivate people.
C. Technical Skills
They are the ability to use/apply specific/specialized knowledge and expertise to work related
techniques and procedures in performing a work. It helps managers to use different machines
and tools. They are mostly related to working with

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“things”. FLM require more technical skills because they are in charge of the actual operations.
Engineering skill, Computer programing skill, Accounting skill, are among the examples.

Top level management

Conceptual
skill
Middle level management Human relation
skill Technical skill
First line management

• TLM require more conceptual skills and less technical skills

• FLM require more technical skills and less conceptual skills
• Human relation skills are required equally by all three levels of management since all
managers
Have to interact and work with people. (It is the common denominator of the three levels)

1.8 Qualities of a Good Manager

A study by Harbridge House, a Boston Consulting firm, identified 10 qualities of a successful

manager regardless of age, sex, industry, organization size or corporate culture. They are:
1. Provide clear direction
A successful manager should establish explicit goals and standards for people, communicate
group goals not just individual goals, involve people in setting these goals and not simply state
them to workers and must be clear and through in delegating responsibilities.
2. Encourage open Communication
Managers must be candid (frank/honest) in dealing with people. If managers are honest, and
frank (open and direct) subordinates will try to be the same -as managers are symbols to their
subordinates. Open communication eliminates/avoids dalliance/flirtation, corruption, influence,
and information gap.
3. Coaches and supports people
It is about being helpful to others, working constructively to correct performance problems, and
going to confront with superiors for subordinates. When an employee faces personal problems,

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the manager should extend his/her support, because an employee, who has personal problems,
cannot be effective in his/her job.
This benefits both the manager and the employee because a satisfied employee will be
committed, loyal and innovative. Therefore, the support of the manager towards his/her
employee should extend to the extent of the personal life of the employee.
4. Provides Objective Recognition
Mangers must recognize employees for good performance more often than they criticize them for
problems. They have to evaluate continuously and without looking a particular or special event.
The measurements and the methods of using these measurements should be objectively
developed and implemented. Rewards must be related to the quality of job performance, not
seniority or personal relationships.
5. Establishes Ongoing Controls
It is about following up on important issues and actions and giving feedback to subordinates
should continuously/ with no interruption.
6. Selects the right people to staff the organization
Successful managers attract and select the best people in terms of skills and competencies to
accomplish the firm’s mission and goals. Selection by these managers is not made based on
personal relationships, corruption, relativism, and just for the sake of employment. It should be
carried out on the basis of predetermined criteria and well developed systems and procedures.
7. Understands the financial implications of decisions
Every decision involves cost be it direct or indirect or opportunity cost. As the decision is made
alternatives must be identified, information must be gathered and these alternatives need to be
analyzed. All these activities cause some cost. In addition, the decision will be implemented and
it also needs some resources which is a cost too.
Therefore, whenever managers make decisions they have to consider the costs that will be
incurred.
8. Encourages Innovation and new Ideas
This world is dynamic so as to survive in this dynamic business environment organizations are
expected to introduce new methods and ways of doing their activities. This requires managers to
be innovative and force them to generate new ideas from time to time. A good management also
provides conducive environment to the employees so that they can be innovative and able to

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generate new ideas by providing the necessary training, and adequate physical and financial
facilities.
9. Gives Subordinates Clear-cut decisions when they are needed
Employees want a say in things but they don’t want endless debate. There is a time to get on
with things, and the best managers know when that time comes. They have to make the
necessary decision at such points/at the right time.
10. Consistently demonstrates a high level of integrity
The study shows that most employees want to work for a manager they can respect. They respect
a manager who always manifests honesty, open to communicate, free, candid or frank, and loyal,
neatly dressed, etc. (Integrity = free from defect)

1.9 Management: Art or Science ?

1.9.1 Management as a science
As an organized body of knowledge, science is characterized by the application of scientific
methods to the development of knowledge.
So, science has clear concepts, theory and other accumulated knowledge developed from
hypothesis (assumption that something is true), experimentations, observations, and analysis.
Science is systematized in that it establishes cause and effect relationship between different
variables.
Management principles are capable of universal application as science is.
Management is a social/soft science because it involves/studies human behavior.
It is not possible to study and predict human behavior under laboratory because human behavior
is an ever-changing and unpredictable.
Concept- is a clear mental image of anything formed by generalization from particulars.
Principles - are generalizations or hypothesis which reflect or explain reality.
Theory- is a systematic grouping of interdependent concepts and principles which give a
framework to, or tie together, significant knowledge. It is a filling cabinet in which facts can
accumulate.
In other sense management is a science because of developing certain principles or laws which
are applicable in a place where a group of activities are coordinated. A subject is said to be a
science, if it fulfills the following characteristics.

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1. The availability of clear concepts (mental images) i.e. scientific words, phrases, terms
said to be exact, relevant, and informative to the scientists/practitioners.
2. The availability of scientific methods/approaches
3. Universality (objectivity) of principles
4. The availability of accumulated knowledge developed from hypotheses,
experimentations, observations and analyses.
1.9.2 Management as an Art
Management is an art in the sense of possessing of managing skill by a person.
An art is the practice, the know-how, the subjective judgment, the intuition, doing
things in the light of situations, the rule of thumb, hunches, guesswork, and trial &
error approach followed in doing jobs.

Supporters of management as Art (like Jucius and scholonder) justify that:

➢ Managers as leaders are born not made
➢ Managers depend up on their intuition/creativity to make decisions.
➢ There have been a number of successful managers who have not been educated in
management.
➢ Therefore, creativity and experience is more important than formal education for
managers.
Art is a personalized process as every artist has his/her own style. Management is
essentially creative and the success of an artist is measured by the results he/she
achieves.
As an art, management requires subjective judgment and skills.
Thus, management is both an art and a science. Science and art are not mutually exclusive rather
they are complementary to each other.
1.10 Administration versus Management
There are three views
V1. The terms administration and management are used synonymously.
Some writers argue that both terms have same meanings. So, there is no difference between
these two terms.
V2. Others argue that, running of a business requires skill which is called Management. The
functioning of government departments and non-profit institutions requires skill which is
called Administration.

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Introduction to Management (Mgmt 211)

V3. Others argue that, administration is distinguished as a top level function while management
is a lower level function. In this case, administration is considered as broader as that it
includes management.
Differences between Administration and Management (based on V3)
Basis of distinction Administration Management
Policy and objective Determine policy to be followed & Implement the policy & achieve
Decide the objective to be achieved the objectives
Determining of human effor Don’t directly involve in the execution Directly involved in the
of plan & achievement of objectives execution of plan & objective
Main functions Planning, Organizing, & Staffing Directing & Controlling
Levels of executive Top level executives (Owners or BOD) Lower level executives
Position Act as principal Act as an agency
Knowledge e Requires administration/conceptual Requires technical ability
ability more than technical ability

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 Introduction to Management (Mgmt 211)

Chapter 2(individua Assignment)

Evolution of Management Thoughts
1. Brief History of Management/ Early Management Pioneers
2. Classical Management School of Thought
2.1 Scientific Management School of Thought
2.2 Classical Organization Theory (Administrative Management Theory)
2.3 Classical Bureaucratic Theory
3. Neo-Classical School of Management Thought
3.1 The Human Relation Movement
3.2 Behavioral Science Approach
4. Modern Management Theories
4.1 Quantitative Approach to Management
4.2 Systems Approach to Management
4.3 Contingency Approach to Management

Direction: Read course plan and acct accordingly

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