UNIT I - Management Principles

1. MG 8591 Principles of
Management
Dr.A.NITHYA,
Associate Professor/MECH,
Kongunadu College of Engineering and Technology.

3. Nature of Management
• Multidisciplinary
• Continuous process
• Universal
• Science as well as art
• Dynamic
• Profession
• Group activity
• Wealthy result
• Skills
• System of authority
• Intangible
• Good leadership

4. Scope of management
• Functional areas
• Subject matter
• Inter disciplinary
• Agent of change
• Universal

6. Science as well as Art
• Science
• Systematic body of knowledge
• Scientific enquiry
• Verifiable
• Predict future events
• Arts
• Application of skills
• Practice and experience
• Creative

8. 1–8
Copyright © 2006 Thomson Business and
Economics. All rights reserved.
Differences Among Managers
• The Three Levels of Management
– Top managers
• CEO, president, or vice president
– Middle managers
• Sales manager, branch manager, or department head
– First-line managers
• Crew leader, supervisor, head nurse, or office manager
– Individual Contributors (ICs)
• Non-management operative employees
– Workers in the organization who are supervised by first-line
managers.
• Professionals/Specialists/Technicians (Knowledge Workers)

9. 1–9
Copyright © 2006 Thomson Business and
Economics. All rights reserved.
Management Levels and Functional Areas
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE
SOME ORGANIZATIONS
“FLIP” THIS CHART
UPSIDE DOWN

10. 1–10
Copyright © 2006 Thomson Business and
Economics. All rights reserved.
Management Roles
• Role
– A set of expectations of how one will behave in a
given situation.
• Management Role Categories (Mintzberg)
– Interpersonal
• Figurehead, leader, and liaison
– Informational
• Monitor, disseminator, and spokesperson
– Decisional
• Entrepreneur, disturbance handler, resource allocator,
and negotiator

11. 1–11
Copyright © 2006 Thomson Business and
Economics. All rights reserved.
Ten Roles Managers Play
Exhibit 1–
Managers play various roles as necessary while performing their management
functions so as to achieve organizational objectives.

13. 1-13
Managerial Skills
• Conceptual skills
– The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
– The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
• Technical skills
– Job-specific skills required to perform a particular type
of work or occupation at a high level.

14. 1-14
Relative Amount of Time That Managers Spend on the
Four Managerial Functions
Figure 1.4

15. 1-15
Skill Types Needed
Figure 1.5

16. Importance of Management
• Attainment of group goals
• Effective functioning of business
• Resource development
• Controls the organization
• Organization structure
• Integrate individuals efforts
• Motivation
• Communication
• Coordination
• Decision making
• Leadership
• Universal