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Introduction of Management
Meaning of Management

Management refers to the process of planning, organizing, directing, and controlling

resources (including people, finances, and materials) to achieve specific goals and
objectives within an organization. It involves making decisions, coordinating activities,
and taking responsibility for achieving results.

Characteristics

Goal-oriented: Management is focused on achieving specific objectives or goals.

Managers are responsible for setting goals and objectives that align with the
organization's mission and vision.

Universal: Management is applicable in all types of organizations, whether they are

profit-oriented or non-profit oriented.

Continuous process: Management is an ongoing process that involves planning,

organizing, directing, and controlling resources to achieve the desired goals and
objectives.

Multi-disciplinary: Management involves various disciplines such as economics,

psychology, sociology, and statistics. Managers must have a broad knowledge base to
effectively manage the resources at their disposal.

Involves people: Management involves working with people, whether they are
employees, customers, suppliers, or other stakeholders. Managers must have strong
interpersonal skills to effectively manage people.

Dynamic: Management is constantly changing and evolving, requiring managers to be

adaptable and flexible to changing circumstances.

Value-driven: Management involves making decisions that are aligned with the
organization's values and ethics. Managers must make ethical and responsible
decisions that benefit the organization and its stakeholders.

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Continuous improvement: Management involves continuously improving processes

and systems to achieve better results. Managers must be proactive in identifying
opportunities for improvement and implementing changes to drive better performance.

The principal of management.

The principles of management are fundamental guidelines for effective management

practices. They serve as a framework for managers to make decisions, plan strategies,
and organize resources to achieve organizational goals. Here are some of the key
principles of management:

Unity of command: This principle states that each employee should receive orders from
only one superior. It ensures that employees are clear about their responsibilities and
reduces the potential for confusion and conflict.

Division of labor: This principle suggests that tasks should be divided and assigned to
different employees based on their skills and expertise. It allows for specialization,
which can increase efficiency and productivity.

Scalar chain: This principle emphasizes the importance of the formal hierarchy in an
organization. It specifies the chain of command, from the highest authority to the
lowest level, and the lines of communication that exist within the organization.

Span of control: This principle specifies the number of employees that a manager can
effectively supervise. It suggests that a manager's span of control should be limited to
ensure effective communication and coordination.

Unity of direction: This principle emphasizes the importance of all employees working
towards a common goal. It ensures that everyone is aligned and working towards
achieving the organization's objectives.

Centralization: This principle refers to the degree to which decision-making authority is

centralized within an organization. It suggests that decisions should be made at the
appropriate level of the organization based on the nature of the decision and the
expertise required.

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Authority and responsibility: This principle suggests that authority and responsibility
should go hand in hand. It means that a manager should have the authority to make
decisions but also be responsible for the outcomes of those decisions.

Equity: This principle emphasizes the importance of treating employees fairly and
impartially. It ensures that everyone is given equal opportunities and is treated with
respect.

Discipline: This principle emphasizes the importance of enforcing rules and regulations
within the organization. It ensures that employees are aware of the consequences of
their actions and behave in a responsible manner.

Unity of purpose: This principle emphasizes the importance of everyone working

towards a common purpose or goal. It ensures that everyone is aligned and working
towards achieving the organization's objectives.

The functions of management.

The functions of management are a set of interrelated activities that managers perform
to achieve organizational goals and objectives. The functions of management are
planning, organizing, leading, and controlling. Here's a brief description of each of these
functions:

Planning: Planning involves setting organizational goals, developing strategies to

achieve those goals, and determining the resources needed to implement those
strategies. It involves forecasting and anticipating future events, identifying
opportunities and threats, and developing plans to address them.

Organizing: Organizing involves arranging resources, such as people, materials, and

equipment, to accomplish the goals and objectives of the organization. It involves
designing the organizational structure, delegating tasks and responsibilities, and
establishing relationships among employees.

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Leading: Leading involves motivating and inspiring employees to achieve organizational

goals. It involves communicating the vision and goals of the organization, providing
guidance and direction to employees, and developing a positive work culture.

Controlling: Controlling involves monitoring and evaluating the performance of the

organization and making necessary adjustments to ensure that goals are being
achieved. It involves setting standards, measuring performance, identifying deviations
from the standards, and taking corrective action.

Overall, the functions of management are interrelated and require managers to engage
in a continuous cycle of planning, organizing, leading, and controlling to achieve
organizational success.

Managerial Hierarchy

Managerial hierarchy, also known as organizational hierarchy, is a way of structuring an

organization based on levels of authority and responsibility. It is a pyramid-shaped
structure that begins with the highest level of management and trickles down to the
lower levels.

In most organizations, there are three levels of managerial hierarchy: top-level

management, middle-level management, and lower-level management. Here's a brief
description of each level:

Top-level management: This level of management includes executives, such as the

CEO, COO, and CFO, who are responsible for making strategic decisions and setting the
direction for the organization.

Middle-level management: This level of management includes managers and directors

who are responsible for implementing the strategies developed by top-level
management. They are also responsible for managing the resources of the organization,
such as people, finances, and materials.

Lower-level management: This level of management includes supervisors and team

leaders who are responsible for overseeing the day-to-day operations of the

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organization. They are responsible for ensuring that tasks are completed on time and
within budget.

The managerial hierarchy ensures that there is a clear chain of command within the
organization, which allows for effective communication and decision-making. It also
ensures that each level of management has a specific set of responsibilities and is held
accountable for their actions.

Manager
A manager is a person who is responsible for planning, organizing, leading, and
controlling the resources of an organization to achieve its goals and objectives.
Managers can work at various levels within an organization, from top-level executives
to middle and lower-level managers.

Skills of Managers
Here are some of the skills required for managers:

Leadership skills: Managers need to have strong leadership skills to guide and
motivate their team towards achieving organizational goals.

Communication skills: Managers must be able to communicate effectively with their

team, superiors, and other stakeholders in the organization. Good communication skills
are essential for providing direction, feedback, and resolving conflicts.

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Decision-making skills: Managers need to make important decisions, often under

pressure and with limited information. They must be able to analyze information,
evaluate options, and make decisions that align with the organization's goals.

Planning and organizing skills: Managers must be able to plan and organize resources,
including people, finances, and materials, to achieve organizational goals.

Time management skills: Managers must be able to prioritize tasks and manage their
time effectively to ensure that projects are completed on time.

Problem-solving skills: Managers must be able to identify problems, analyze their root
causes, and develop effective solutions to address them.

Interpersonal skills: Managers need to be able to work effectively with people from
diverse backgrounds and with different personalities. They must be able to build strong
relationships and resolve conflicts when they arise.

Conflict Resolution: The ability to mediate and resolve conflicts within the team or
between team members is essential for maintaining a harmonious work environment.

Financial Management: Understanding budgeting, financial reports, and resource

allocation is vital for managing resources effectively.

Technical Proficiency: Depending on the industry, managers may need technical skills
relevant to their field.

These skills can vary in importance depending on the specific managerial role and the
organization's industry and size. Successful managers often combine these skills to
lead their teams and organizations to success

Careers of Managers
The scope of management careers is quite broad and encompasses various roles and
industries. Here are some key aspects of the scope of management careers:

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Diverse Industries: Management roles can be found in virtually every industry, including
finance, healthcare, technology, retail, manufacturing, and more. This diversity allows
professionals to choose a field that aligns with their interests.

Levels of Management: Management careers span various levels, from entry-level

positions like team leaders or supervisors to mid-level managers, senior managers, and
executives. Each level comes with different responsibilities and challenges.

Functional Specializations: Management roles can be specialized by function, such as

marketing management, human resources management, operations management, and
project management. These specializations require distinct skill sets and knowledge.

Entrepreneurship: Management skills are crucial for entrepreneurs and business

owners, as they need to manage their own enterprises, including staffing, finances, and
operations.

Non-Profit and Public Sector: Management skills are also valuable in non-profit
organizations and government agencies, where professionals work to achieve social or
public policy objectives.

Evolving Roles: The management field is continuously evolving, with new roles
emerging, such as data and analytics management, sustainability management, and
digital transformation management

Global Opportunities: Many management careers offer opportunities for international

exposure, as global businesses require managers who can navigate international
markets and cultures.

Conclusion :the scope of management careers is vast and dynamic, offering a wide
range of opportunities for individuals with strong leadership, communication, problem-
solving, and decision-making skills. The specific path one takes depends on their
interests, expertise, and career goals.

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Managerial Roles by Mintzberg

Henry Mintzberg, a renowned management scholar, proposed ten managerial roles that
can be grouped into three categories: interpersonal, informational, and decisional roles.
These roles describe the various functions and responsibilities that managers perform
within an organization:

Interpersonal Roles:

a. Figurehead: Managers often represent their organization in a ceremonial or symbolic

capacity, such as attending important events or signing official documents.

b. Leader: Managers provide leadership to their teams, motivating and guiding

employees to achieve organizational goals.

c. Liaison: Managers act as a bridge between different parts of the organization,

maintaining relationships with external stakeholders, and networking within the industry.

Informational Roles:

a. Monitor: Managers continuously gather information about their internal and external
environment to stay informed about changes, trends, and developments.

b. Disseminator: They share information collected from various sources with their
teams and other stakeholders, ensuring that everyone has access to relevant data.

c. Spokesperson: Managers communicate on behalf of the organization, conveying its

policies, plans, and achievements to external parties, such as the media or regulatory
agencies.

Decisional Roles:

a. Entrepreneur: Managers identify opportunities for innovation, development, or

improvement and take calculated risks to pursue these opportunities.

b. Disturbance Handler: When conflicts or crises arise, managers are responsible for

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resolving them and restoring stability within the organization.

c. Resource Allocator: Managers allocate resources (e.g., budget, personnel, time) to

various projects and tasks based on organizational priorities.

d. Negotiator: They engage in negotiations with external parties, such as suppliers,

unions, or other organizations, to reach agreements that benefit their organization.

Mintzberg's framework highlights the diverse and multifaceted nature of managerial

roles, emphasizing that managers often perform a combination of these roles to
effectively lead their teams and contribute to organizational success.

Emerging challenges of Modern management.

Modern management faces a range of emerging challenges, some of which are:

Technological advancements: The rapid pace of technological change presents a

challenge to managers to keep up with the latest trends and integrate new technologies
into their operations.

Globalization: The increasing globalization of business presents managers with the

challenge of managing diverse teams across different cultures and time zones.

Workforce diversity: Managers need to be able to manage teams that are diverse in
terms of gender, ethnicity, age, and other factors. This requires sensitivity to cultural
differences and an ability to create a positive work environment that promotes diversity
and inclusivity.

Environmental sustainability: Managers need to be aware of the impact of their

organization's activities on the environment and take steps to reduce their carbon
footprint and promote sustainability.

Ethics and corporate social responsibility: Managers need to be aware of the ethical
implications of their decisions and actions and ensure that their organization operates
in a socially responsible manner.

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Talent retention and development: Managers need to be able to attract, develop, and
retain talented employees. This requires creating a positive work environment that
fosters employee engagement and professional development.

Changing consumer behavior: Managers need to be aware of the changing needs and
preferences of their customers and adapt their operations accordingly. This requires a
customer-centric approach to management.

Modern management faces a range of challenges that require managers to be

adaptable, flexible, and proactive in their approach. They need to be able to embrace
change, think creatively, and work collaboratively to overcome these challenges and
achieve organizational success.

Old questionm
Very shorts ( 2marks)

State any two characteristics of management. ( 2079)

Put light on 'scalar chain' principles of management. (2077)

Which skills are essential for higher level manager? (2075)

What do you understand by ''inter-personal skills''? (2072)

Give the meaning of 'Unity of Command'. (2071)

Short Ans/Qus ( 10 marks)

Give the concept of management and explain the functions of management. (2076)

State and explain the emerging challenges of management. ( 2074)

Who is a manager? Explain required managers' skills and roles to be played by

managers. (2073)

Explain the managerial jobs of the managers at different hierarchical levels. (2072)

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Define management and describe the different skills required by managers at different

hierarchical levels. (2071)

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