Unit -I

Introduction

Q1) Explain the concept of Management.

A1) The management is a particular kind of movement fundamentally dependable to complete things through others. All administrative capacities are general and all chiefs in any field of human endeavors play out that common place administrative capacities independent of what they are overseeing. One approach to dissect the management is to think as far as what a supervisor does. Utilizing this methodology, we can show up at the management cycle which depicts crafted by any director. A portion of the basic meaning of the management given by popular essayists and masterminds are: According to Harold Koontz and Heinz Weihrich, Management is the way toward planning and keeping up a climate in which people, cooperating in gatherings, proficiently achieve chosen points. As indicated by Kreitner, "The board is the way toward working with and through others to accomplish authoritative goals by proficiently utilizing restricted assets in the evolving climate.

Q2) Explain the significance of Management.

A2) The management helps in accomplishing group objective. The management improves effectiveness by limiting the wastage of assets. The management makes a powerful association which adjusts the changing business climate. The management helps in accomplishing individual destinations. The board helps being developed of the general public. Significance of Management having perceived that administration is a general action that is basic to any association we currently analyze a portion of the reasons that have made administration so significant. The board helps in accomplishing bunch objectives. The board is required not for itself but rather for accomplishing the objectives of the association. The assignment of a chief is to provide a typical guidance to the individual exertion in accomplishing the general objective of the association.

Q3) What are the features of Management Process?

A3) Features of Management Process:

Management process is characterized by the subsequent features:

1. Social Process:

The entire management process is considered a social process as the success of all organizational efforts depends upon the willing co-operation of individuals. Managers guide, direct, influence and control the actions of others to attain stated goals. Even people outside the organization are influenced by the actions of managers.

2. Continuous Process:

The process of management is on-going and continuous. Managers continuously take up one or the opposite function. Management cycle is repeated over and once again, each managerial function is viewed as a sub-process of total management process.

3. Universal:

Management functions are universal in the sense that a manager has to perform them regardless of the size and nature of the organization. Each manager performs similar functions no matter his rank or position in the organization. Even during a non-business organization managerial functions are the same.

4. Iterative:

Managerial functions are contained within each other the performance of the next function doesn't start only when the earlier function is finished. Various functions are taken together. For instance, planning, organizing, directing and controlling may occur within staffing function. Similarly, organizing may require planning, directing and controlling. So all functions are often thought of as sub-functions of each other.

5. Composite:

All managerial functions are composite and integrated. There cannot be any sequence which may be strictly followed for performing various functions. The sequential concept could also be true in a newly started business where functions may follow a specific sequence but the same won't apply to a going concern. Any function may be taken up first or many functions may be taken up at the same time.

Q4) What are the managerial roles as given by Mintzberg.

A4)  Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.

The ten roles are:

The 10 roles are then divided up into three categories, as follows:

Interpersonal Category:

Informational Category:

Decisional Category:

Let's look at each of the ten managerial roles in greater detail.

Interpersonal Category:

The managerial roles in this category involve providing information and ideas.

Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.

Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.

Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational Category:

The managerial roles in this category involve processing information.

Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.

Disseminator – This is where you communicate potentially useful information to your colleagues and your team.

Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.

Decisional Category:

The managerial roles in this category involve using information.

Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.

Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.

Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.

Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.

Q5) Explain the neo-classical theory of management.

A5) Neo-Classical Theory of Management -

This hypothesis manages the human factor. Elton Mayo and Mary Parker Follett are the fundamental patrons of human relations approach. This methodology additionally causes 'Conduct Science Management' which is a further refinement of human relations approach.

1. Human Relations Theory: It has focused on individual conduct. This considers bunch struggle as a negative power that influences authoritative effectiveness. It sees the laborers as a 'Social Man'. It offers significance to formal association structure. It sees association as social framework. It doesn't give logical vision to contemplate human conduct. Self-course and restraint methods are utilized in a restricted degree. It grants collective choice creation somewhat just to the normal choices.

2. Behavioral Science Theory: It has focused on gathering conduct. This considers bunch struggle as wellspring of new and inventive thoughts. It sees the laborers as a 'Self-Actualizing Man. It stresses on similarly an adaptable association structure. It sees as socio-specialized framework. It gives logical comprehension of human conduct. Self-bearing and discretion procedures are utilized to build bunch proficiency. It empowers collective choice creation for both daily schedule and significant issues.

Q6) What is Unity of Command?

A6) Unity of Command: The administration standard 'Solidarity of order' implies that an individual representative ought to get orders from one administrator and that the worker is liable to that supervisor. In the event that assignments and related obligations are given to the representative by more than one supervisor, this may prompt disarray which may prompt potential clashes for workers. By utilizing this standard, the obligation regarding missteps can be set up more without any problem.

Q7) What is Unity of Direction?

A7) Unity of Direction: This administration guideline is about concentration and solidarity. All workers convey the very exercises that can be connected to similar targets. All exercises must be completed by one gathering that frames a group. These exercises must be portrayed in a strategy. The administrator is eventually liable for this arrangement and he screens the advancement of the characterized and arranged exercises. Center zones are the endeavors made by the representatives and coordination.

Q8) Explain the standard Esprit De Corps.

A8) Esprit de Corps: This standard represents taking a stab at the inclusion and solidarity of the workers. Directors are liable for the improvement of spirit in the work environment; exclusively and in the territory of correspondence. Esprit de corps adds to the improvement of the way of life and makes an air of shared trust and comprehension.

Q9) Explain the Contingency Approach.

A9) Contingency Approach -

The all-inclusive cycle approach is the most established and one of the most mainstream ways to deal with the board thought. It is otherwise called the Universalist or useful methodology. As indicated by the all-inclusive cycle approach general cycle approach. It requires a similar reasonable administration measure In the organization, all things considered, public or private or huge or little, requires a similar balanced cycle. The Universalist methodology depends on two fundamental suspicions. To begin with, in spite of the fact that the motivation behind associations may shift for instance, business, government, training, or religion and so forth A center administration measure stays as before over all associations. Fruitful chiefs, thusly, are compatible among associations of contrasting purposes. Second, the general administration cycle can be decreased to a bunch of isolated capacities and related standards. In 1916, at 75 years old, Fayol's work has left a perpetual blemish on 20th century the executives thinking. Fayol was initial an architect and later a fruitful head in an enormous French mining and metallurgical concern, which is maybe why he didn't turn to hypothesis in his spearheading the management book. Or maybe, Fayol was a chief who endeavored to interpret his wide managerial experience into viable rules for the fruitful administration of a wide range of associations.

Q10) Classify the Management functions.

A10) Classification of Management Functions:

Different authors have given different managerial functions. Henry Fayol was the first to define specific functions of management. In his words, “To manage is to forecast and plan, to organize, to command, to co-ordinate and to control.”

He has given the subsequent functions:

(i) Forecasting and planning.

(ii) Organizing.

(iii) Commanding.

(iv) Co-ordination.

(v) Control.

Luther Gulick used the word POSDCORB to explain various functions.

This initial describes the subsequent functions: Planning (P). Organizing (O), Staffing (S), Directing (D), Controlling (CO), Reporting (R) and Budgeting (B).

Ralph Davis gave three functions of management: Planning, Organizing and Control. He was of the view that command and co-ordination facilitate control so these should be a part of it.

Koontz and O’ Donnell have adopted the subsequent functions:

(i) Planning,

(ii) Organizing,

(iii) Staffing,

(iv) Directing and

(v) Controlling.