The definitions by some of the leading management thinkers and practitioners are given below: Management is the coordination of all resources through the process of planning, organizing, directing and controlling in order to attain stated objectives. —Henry L. Sisk. (2) Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way. —F.W. Taylor (3) Management is the creation and maintenance of an internal environment in an enterprise where individuals, working in groups, can perform efficiently and effectively towards the attainment of group goals.—Harold Koontz and Cyril O’Donnell The term management has been interpreted in several ways; some of which are given below: Management as an Activity—As an activity management has been defined as the art of getting things done through the efforts of other people. Management as a Process---The management process includes planning, organizing, staffing, directing and controlling functions. Management as a Economic Resource-----Like land, labor and capital, Management is important factor of production. Management as a Team---who have the responsibility of guiding and coordinating the efforts of other persons. These persons are called as managers who operate at different levels of authority (top, middle, operating). Management as a Academic Discipline--- Management has emerged as a specialized branch of knowledge.

1. NATURE ,SCOPE AND PRINCIPLES OF
MANAGEMENT/MECHANIZATION
© 2007 Prentice Hall, Inc. All rights reserved. 1–1

2. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
Selection and Management of Farm
Machinery
By Biniam Zewdie
MSc in Agricultural Mechanizatin
Contact Address
e-mail: nzg2001nzg@gmail.com
1–2

3. Adama, Ethiopia
Biniam Zewdie G/Kidan *
•Haramaya Institute of University
P.O.Box:138; Dire Dawa, Ethiopia
•Mobile: +251910408218/+25191582832
•E-mail: nzg2001nzg@gmail.com/zewdienico@gmail.com

5. DEFINITION OF MANAGEMENT
The definitions by some of the leading management
thinkers and practitioners are given below:
(1) Management is the coordination of all resources through the
process of planning, organizing, directing and controlling in
order to attain stated objectives. —Henry L. Sisk.
(2) Management is the art of knowing what you want to do and
then seeing that it is done in the best and cheapest way. —
F.W. Taylor
(3) Management is the creation and maintenance of an internal
environment in an enterprise where individuals, working in
groups, can perform efficiently and effectively towards the
attainment of group goals.—Harold Koontz and Cyril O’Donnell
1–5

6. The term management has been interpreted in several ways; some of
which are given below:
1.Management as an Activity—As an activity management has
been defined as the art of getting things done through the efforts
of other people.
2.Management as a Process---The management process
includes planning, organizing, staffing, directing and controlling
functions.
3.Management as a Economic Resource-----Like land, labor
and capital, Management is important factor of production.
4.Management as a Team---who have the responsibility of
guiding and coordinating the efforts of other persons. These
persons are called as managers who operate at different levels
of authority (top, middle, operating).
5.Management as a Academic Discipline--- Management has
emerged as a specialized branch of knowledge.
1–6

7. Principles of Management
 Division of work
 Authority and responsibility
Discipline
Unity of Command
Unity of Direction
Subordination
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of Tenure
Initiative
1–7

8. Objectives of Management
The objectives of management are narrated as
under.
1.Organizational objectives: Management is
expected to work for the achievement of the
objectives of the particular organisation in which it
exists.
2.Personal objectives: An organisation consists of
several persons who have their own objectives.
3.Social objectives: Management is not only a
representative of the owners and workers, but
is also responsible to the various groups
outside the organization.
1–8

9. AEGN 3192 Lecture- 1: Introduction on Management

10. AEGN 3192 Lecture- 1: Introduction on Management

11. ROLE AND IMPORTANCE OF MANAGEMENT
(i) Achievement of group goals: Managers provide inspiring leadership
to keep the members of the group working hard.
(ii) Optimum utilization of resources: Managers ensure that the
organisation has adequate resources and at the same time does not have
idle resources.
(iii) Minimization of cost: Management directs day-to-day operations in
such a manner that all wastage and extravagance are avoided.
(iv) Survival and growth: Management takes steps in advance to meet the
challenges of changing environment.
(v) Generation of employment: By setting up and expanding business
enterprises, managers create jobs for the people
(vi) Development of the nation: Efficient management is equally important
at the national level. Management is the most crucial factor in economic
and social development. 1–11

12. CRITICAL FACTORS IN THE DEVELOPMENT OF MECHANIZATION
• Microeconomic and Social Factors
• Macroeconomic and Political Factors
Microeconomic: when the economic of scale is small. @local economy
The factors may be:
Income of the individual farmer: if the income is high the farmers may need
to introduce new source of power. Example: changing from HTT to DAT or
from DAT to EPT/MT.
Local market availability: if there are good market in the area, farmers will
be eager to produce more quantity and quality of products using high
technology.
Social factors: may be
Culture or tradition of the specific society.
Educational level of the specific community.
Demographic growth (population pressure), etc.
1–12

13. Macroeconomic and Political Factors…Cont’d
Macroeconomic: when the economic of scale is large. @ national economy
The factors may be:
Financial capital of the nation (GDP): if the country has good capital, the
farming system may change from lower level to higher level.
Local / international market availability: if there are good export oriented
market, farmers may need to change their farming system to modern technology
and produce more.
Per capita income.
Political factors: may be,
Environment Policy
Land use policy
Land tenure policy.
Market policy.
Agricultural and rural development policy, etc.
Good governance.
Political stability. 1–13
AEGN 3192 Lecture- 1: Introduction on Management

14. AEGN 3192 Lecture- 1: Introduction on Management 1–14
Who Are Managers?
• Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

15. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
LEVELS OF MANAGEMENT

16. © AEGN 3192 Lecture- 1: Introduction on Management
1–16
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial
employees.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans and
goals that affect the entire organization.

17. 1–17
Managerial Levels

18. AEGN 3192 Lecture- 1: Introduction on Management.
1–18
What Is Management?
• Mgt is the study of Selection,
Operation & Replacement of
farm Machinery
• Managerial Concerns
Efficiency
 “Doing things right”
– Getting the most output for the
least inputs
Effectiveness
 “Doing the right things”
– Attaining organizational goals

19. © 2007 Prentice Hall, Inc. All rights reserved. 1–19
Effectiveness and Efficiency in Management

20. © AEGN 3192 Lecture- 1: Introduction on Management 1–20
What Do Managers Do?
1. Functional Approach
Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
 Arranging and structuring work to accomplish organizational
goals.
Leading
 Working with and through people to accomplish goals.
Controlling
 Monitoring, comparing, and correcting work.

21. AEGN 3192 Lecture- 1: Introduction on Management 1–21
Management Functions

22. AEGN 3192 Lecture- 1: Introduction on Management 1–22
What Do Managers Do? (cont’d)
2. Management Roles Approach
Interpersonal roles
 Figurehead, leader, liaison
Informational roles
 Monitor, disseminator, spokesperson
Decisional roles
 Disturbance handler, resource allocator, negotiator

23. Cont’d
A. Interpersonal/ Human roles
The three roles of figurehead, leader, and liaison result from formal
authority. By assuming them, the manager is able to move in to the
informational roles that in turn lead directly to the decisional roles.
• Figurehead role: In this role, the manager represents the organizations at
ceremonial and symbolical roles. The president who greets a touring
dignitary, a college dean hands out diplomas at graduation .These duties
(roles) are expected of managers, because they symbolize management’s
concern for various stake holders.
• Leadership role: This role involves directing and coordinating the
activities of subordinates in order to accomplish original objectives.
• Liaison role: The liaison role gets managers involved in interpersonal
relationships outside of their area of command. This may involve contacts
both within and out side the organization.
AEGN 3192 Lecture- 1: Introduction on Management 1–23

24. Cont’d
B. Informational roles: This set of roles establishes the
manager as the central focus for receiving and sending non-
routine information.
• The monitor role: The monitor role involves seeking out, receiving, and
screening information. Just as a radar unit scans environment, managers
scan their environments for information that may affect their organization.
• Disseminator Role: This involves providing important or privileged
information to subordinates that they might not ordinarily known about or
be able to obtain.
• Spokesperson Role: In this role the manager represents the department
to other people. Managers transmit information to others, especially those
outside the organization, as the official position of decision making.
AEGN 3192 Lecture- 1: Introduction on Management 1–24

25. Cont’d
C. Decisional roles:
• Entrepreneurial Role: This role involves designing and initiating planned
change in order to improve the organization’s position. Managers play this
role when they initiate new projects, launch a survey, test a new market,
or enter a new business.
• Disturbance handler role: Managers make decisions or take corrective
actions in response to pressure that is beyond their control. Because there
are disturbances, the decisions usually must be made quickly, which
means that this role takes priority over other roles.
• Resource allocator role: This role places a manager in the position of
deciding who gets which resources including money, people, time, and
equipment.
• The Negotiator role: In this role, managers must bargain with other
departments and individuals to obtain advantages for their own units. The
negotiations may be over work, performance, objectives, resource or
anything influencing the department.
© AEGN 3192 Lecture- 1: Introduction on Management
1–25

26. © AEGN 3192 Lecture- 1: Introduction on Management
1–26
What Do Managers Do? (cont’d)
3. Skills Approach
Technical skills
 Knowledge and proficiency in a specific field
 Human/Interpersonal Skills
 The ability to work well with other people
Conceptual skills
 The ability to think and conceptualize about abstract and complex
situations concerning the organization

27. Cont’d
A. Technical Skills
Technical kills involve the ability to apply specific methods,
procedures, and techniques in a specialized field. It is easy to
visualize the technical skills of design engineers, market
researchers, accountants, musicians, and in on-the-job
training programs.
B. Interpersonal Skills
Interpersonal skills include the ability to lead, motivate,
manage conflicts, and work with others. Whereas technical
skills emphasize working with things (techniques or physical
objects), interpersonal skills focus on working with people. In
long run organizations have only one resource, people. Thus,
interpersonal skills are a vital part of every manager’s job
regardless of level or function.
AEGN 3192 Lecture- 1: Introduction on Management
1–27

28. Cont’d
C. Conceptual Skills
• Conceptual skill involves the ability to view the organization as a whole
and recognize its relationships to the environment (business world). In
other words, conceptual skills involve visualizing the different parts of an
organization as one big whole and understand the whole’s interaction with
its relevant environment.
More specifically:
• How the organization’s various parts and functions depend on each other
and thus, how changes in one area can affect other areas?
• How each part contributes to the achievement of the overall or
organizational goal?
• The manager uses conceptual skills to diagnose and assess different
types of management problems because they depend on an
understanding of the interrelationships of various factors. Conceptual skills
are among the most difficult to develop. The conceptual skills are
especially important to managers in making decisions.
. 1–28
© AEGN 3192 Lecture- 1: Introduction on Management

29. 1–29
Skills Needed at Different Management Levels
© AEGN 3192 Lecture- 1: Introduction on Management

30. 1–30
Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of data
• Understanding of business uses of technology
• Understanding of organization’s business model
© AEGN 3192 Lecture- 1: Introduction on Management

31. 1–31
Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
© AEGN 3192 Lecture- 1: Introduction on Management

32. 1–32
Human/Interpersonal Skills (cont’d)
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
© AEGN 3192 Lecture- 1: Introduction on Management

33. 1–33
Management Skills and Management Function Matrix
© AEGN 3192 Lecture- 1: Introduction on Management

34. 1–34
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.
© AEGN 3192 Lecture- 1: Introduction on Management

35. 1–35
Exhibit 1–8
Changes Impacting
the Manager’s Job
© AEGN 3192 Lecture- 1: Introduction on Management

36. 1–36
Why Study Management?
• The Value of Studying Management
The universality of management
 Good management is needed in all organizations.
The reality of work
 Employees either manage or are managed.
Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.
© AEGN 3192 Lecture- 1: Introduction on Management

37. © 2007 Prentice Hall, Inc. All rights reserved. 1–37
Universal Need for Management

38. © 2007 Prentice Hall, Inc. All rights reserved. 1–38
Rewards and Challenges of Being A Manager

39. Managerial Ethics
Ethics Defined
Principles, values, and beliefs that define what is right and
wrong behavior.
Ethical Leadership
• Managers must provide a good role model by:
 Being ethical and honest at all times.
 Telling the truth; don’t hide or manipulate information.
 Admitting failure and not trying to cover it up.
 Communicating shared ethical values to employees through symbols,
stories, and slogans.
 Rewarding employees who behave ethically and punish those who do
not.
 Protecting employees (whistleblowers) who bring to light unethical
behaviors or raise ethical issues.
1–39
© AEGN 3192 Lecture- 1: Introduction on Management

40. How Managers Can Improve Ethical Behavior in
An Organization???
1. Hire individuals with high ethical standards.
2. Establish codes of ethics and decision rules.
3. Lead by example.
4. Set realistic job goals and include ethics in
performance appraisals.
5. Provide ethics training.
6. Conduct independent social audits.
7. Provide support for individuals facing ethical
dilemmas.
1–40
© AEGN 3192 Lecture- 1: Introduction on Management

41. The Value of Ethics Training
Can make a difference in ethical behaviors.
Increases employee awareness of ethical
issues in business decisions.
Clarifies and reinforces the organization’s
standards of conduct.
Helps employees become more confident that
they will have the organization’s support when
taking unpopular but ethically correct stances.
1–41
© AEGN 3192 Lecture- 1: Introduction on Management

42. Twelve Questions for Examining the Ethics of a Business Decision
1–42
1. Have you defined the problem accurately?
2. How would you define the problem if you stood on the other side of the fence?
3. How did this situation occur in the first place?
4. To whom and to what do you give your loyalty as a person and as a member of the
corporation?
5. What is your intention in making this decision?
6. How does this intention compare with the probable results?
7. Whom could your decision or action injure?
8. Can you discuss the problem with the affected parties before you make the decision?
9. Are you confident that your position will be as valid over a long period of time as it
seems now?
10. Could you disclose without qualm your decision or action to your boss, your chief
executive officer, the board of directors, your family, society as a whole?
11. What is the symbolic potential of your action if understood? If misunderstood?
12. Under what conditions would you allow exceptions to your stand?
© AEGN 3192 Lecture- 1: Introduction on Management

43. Effective Use of a Code of Ethics
 Develop a code of ethics as a guide in handling
ethical dilemmas in decision making.
 Communicate the code regularly to all employees.
 Have all levels of management continually reaffirm
the importance of the ethics code and the
organization’s commitment to the code.
 Publicly reprimand and consistently discipline those
who break the code.
1–43
© AEGN 3192 Lecture- 1: Introduction on Management

44. Questions…?
Suggestion…?
Comments…..?