POM unit 1.docx
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Ramu V., MBA.,M.PHIL., SVCET Page 1 UNIT I OVERVIEW OF MANAGEMENT Definition – Management - Role of managers - Evolution of Management thought – Organization - and the environmental factors - Trends and Challenges of Management in Global Scenario. A. MANAGEMENT Synopsis 1. Management meaning & Definition 2. Basic concepts of management 3. Nature of management 4. Scope of management 5. Function of management 6. Needs of Management 7. Management as a science or art? 8. Difference between administration and management 9. Levels of Management MEANING Management is an art and science of getting work done through people. It is the process of giving direction and controlling the various activities of the people to achieve the objectives of an o rganization. 1. MANAGEMENT DEFINITION According to Harold Koontz, ―Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals‖. “Management is the art of knowing what do you want to do and then seeing that it is done in the best and cheapest way”. -F .W Taylor 2. BASIC CONCEPTS OF MANAGEMENT A. Management as a process B. Management as a activity C. Management as a group D. Management as a discipline E. Management as an economic resource. A. Management as a proc ess: Management as a process because it includes a series of actions .The management process consists of setting objectives for an enterprise and taking steps to ensure that these objectives are achieved. Management tigers the management functions 1. The management functions steps are 1. Planning. 2. Organising. 3. Staffing. 4. Directing and 5. Controlling 2. Management as a process may be said to c onsist of three aspects I. Management is a social process: The activities involved in the achievement of goals mainly concerned with relations between people. Basically all tasks are carried-out when employees interact with one another .
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