Introduction to Management: Meaning, Nature, Importance; Principles; Levels and Functions
Table of Contents
Overview
Management is the coordinated effort of people, money, materials, machines and information to achieve organisational goals. In day-to-day life, we manage time, expenses and priorities; similarly, organisations manage resources to produce results. This chapter builds the foundation: what management means, why it is important, how it is different from administration, what are Fayol’s principles, and how the management process (functions) works at different levels.
Think of management like a “system”:
- Inputs: people, money, materials, machines, methods, information
- Process: planning → organising → staffing → directing → controlling
- Output: desired results (profit, service quality, customer satisfaction, growth)
- Feedback: performance reports, customer feedback, audit, review
Learning objectives
After studying this topic, you should be able to:
- Explain the meaning, nature and importance of management.
- List and explain major functions of management with examples.
- Describe levels of management and what each level mainly does.
- State Fayol’s principles of management and apply them in simple cases.
- Write short exam answers on art vs science, management vs administration, and efficiency vs effectiveness.
Key terms (quick meanings)
- Management: Getting work done through and with people to achieve goals.
- Efficiency: Using resources in the best way (minimum time/cost/waste) — “doing things right”.
- Effectiveness: Achieving goals and outcomes — “doing the right things”.
- Authority: Right to take decisions and give orders.
- Responsibility: Duty to perform assigned work.
- Accountability: Answerability for results (cannot be delegated fully).
- Delegation: Assigning authority + responsibility to subordinates for work.
- Coordination: Integrating efforts of different people/departments to achieve unity of action.
- Policy: General guideline for decisions (e.g., “credit only to approved customers”).
- Strategy: Long-term plan to achieve mission and gain advantage.
Meaning and definition of management
In simple words, management is the process of getting things done in an organised manner. It includes deciding what to do, arranging resources, guiding people and checking results.
Common exam-friendly definitions
- Mary Parker Follett: Management is the art of getting things done through people.
- Koontz and O’Donnell: Management is the process of designing and maintaining an environment in which individuals working together in groups efficiently accomplish selected goals.
Core idea (what every definition highlights)
Management is:
- Goal-oriented (it exists to achieve objectives)
- A continuous process (not a one-time act)
- A group activity (achieved through people)
- Dynamic (adjusts to environment and changes)
- Universal (needed in business, hospitals, colleges, NGOs, government)
Efficiency vs effectiveness (very common in exams)
- A manager must be effective (achieve goals) and efficient (save resources).
- Example: If a factory produces 1,000 units at low cost but the units are defective, it may be efficient in cost but not effective in quality goals.
Objectives and importance of management
Management is important because resources are limited and goals are many. Without management, work becomes random, uncoordinated and wasteful.
Key objectives/importance (write 5–7 points in exams)
- Achieving organisational goals: converts plans into results.
- Optimum utilisation of resources: reduces waste of time, material and money.
- Coordination and teamwork: unites different departments and people.
- Adaptation to change: helps handle competition, technology and market changes.
- Improved productivity and performance: better methods, better supervision, better control.
- Employee development and motivation: training, leadership, incentives, good communication.
- Innovation and growth: new ideas, expansion, improved processes.
Nature/characteristics of management
Write these points with brief explanation and example:
- Goal-oriented: Every decision is taken to achieve objectives (profit, quality, growth).
- Group activity: Achieved through coordinated efforts of people.
- Continuous process: Planning–organising–directing–controlling are ongoing.
- Intangible force: You cannot “see” management, but you see its results (orderliness, discipline, timely output).
- Pervasive/universal: Required in all organisations and at all levels.
- Dynamic: Changes with environment (laws, customers, technology).
- Science as well as art: Uses systematic knowledge (science) and personal skill (art).
Management: art, science and profession
Management as an art
Management is an art because it needs personal skills and creativity:
- Practical knowledge (learned through experience)
- Personal skill (leadership, communication, decision-making)
- Result-oriented (success measured by outcomes)
Management as a science
Management is also a science because it has:
- Systematic body of knowledge (principles, concepts, theories)
- Cause–effect relationships (e.g., incentives often improve performance)
- Predictability (not perfect like physics, but useful generalisation)
Management as a profession (partial)
It is becoming a profession because of:
- Specialised knowledge (MBA, training, certifications)
- Code of conduct (ethics, professional standards in many fields)
- Service motive (balancing profit with stakeholders’ interest)
However, it is not a fully developed profession everywhere because entry is not strictly controlled like medicine/law.
Principles of management (Henri Fayol—overview)
Principles are general guidelines for managers. Fayol gave 14 principles; you can write any 6–8 with meaning and one example.
Important principles (exam-focused)
- Division of work: Specialisation increases efficiency (separate purchase, sales, accounts).
- Authority and responsibility: Authority should match responsibility.
- Discipline: Respect for rules, agreements and behaviour standards.
- Unity of command: One employee should receive orders from one superior only.
- Unity of direction: One plan and one head for activities with same objective.
- Subordination of individual interest: Organisational interest comes first.
- Scalar chain: Clear line of authority from top to bottom.
- Centralisation and decentralisation: Balance depending on size and nature.
- Order: Right person/material at right place (system and arrangement).
- Equity: Fairness to employees creates loyalty and motivation.
- Stability of tenure: Reduce unnecessary turnover; it improves performance.
- Initiative: Encourage employees to suggest and implement ideas.
- Esprit de corps: Team spirit and harmony.
Tip: For writing 3-mark answers, pick any three principles and explain in 2–3 lines each with an example.
Functions of management (management process)
Functions are the major activities performed by managers. A common sequence is:
Planning → Organising → Staffing → Directing → Controlling
1) Planning
Deciding objectives and the best course of action in advance.
- Includes: setting goals, forecasting, selecting alternatives, budgeting, scheduling
- Example: A college plans admissions targets and marketing activities before the new session.
2) Organising
Arranging resources and assigning work.
- Includes: creating structure, grouping activities, defining authority–responsibility, delegating
- Example: Creating departments like HR, Accounts, Operations.
3) Staffing
Placing the right people at the right job.
- Includes: manpower planning, recruitment, selection, training, appraisal, promotion
4) Directing
Leading and guiding people to do work.
- Includes: motivation, leadership, communication, supervision
- Example: A supervisor instructs workers and resolves conflicts.
5) Controlling
Checking whether work is according to plan and correcting deviations.
- Includes: standards → measurement → comparison → corrective action
- Example: Monthly sales targets vs actual sales; take corrective actions.
Levels of management and their roles
Management works at different levels, each with different focus.
Top level management
Examples: Board of Directors, CEO, MD, President.
- Sets vision, mission and long-term goals
- Frames policies and major strategies
- Maintains relations with government, investors and society
Middle level management
Examples: Department heads, branch managers.
- Converts top policies into departmental plans
- Coordinates between top and lower levels
- Takes tactical decisions (budgets, schedules, departmental targets)
Lower/supervisory level management
Examples: supervisors, foremen, team leaders.
- Direct supervision of workers and day-to-day operations
- Ensures discipline, quality and timely completion
- Maintains records, reports problems upward
Managerial roles and skills (brief)
Roles (Mintzberg—quick idea)
- Interpersonal: leader, liaison
- Informational: monitor, spokesperson
- Decisional: entrepreneur, disturbance handler, resource allocator
Skills (Katz)
- Technical skill: job-specific knowledge (important at lower levels).
- Human skill: ability to work with people (important at all levels).
- Conceptual skill: ability to see organisation as a whole (more important at top level).
Management vs administration (short distinction)
These terms are often used interchangeably, but in exams you can show a simple distinction:
- Administration: sets objectives/policies; concerned with “thinking” function (often linked with top level/government).
- Management: implements policies and gets work done; concerned with “doing” function (often linked with business/execution).
In modern organisations, both activities overlap. The key is: policy making + decision + execution are all part of the managerial process.
Common exam points + short mnemonics
- Functions: P-O-S-D-C (Planning, Organising, Staffing, Directing, Controlling)
- Effectiveness vs Efficiency: “Goals vs Cost” (achieve goals; minimise cost/waste)
- Unity of command vs unity of direction:
- Unity of command = one boss
- Unity of direction = one plan
Quick recap (1-minute revision)
- Management is a goal-oriented, continuous, group process of using resources.
- Importance: achieves goals, improves efficiency, coordinates, adapts to change, motivates people.
- Nature: universal, dynamic, intangible; both art and science.
- Fayol principles: division of work, authority–responsibility, discipline, unity of command/direction, scalar chain, equity, initiative, esprit de corps.
- Functions: P-O-S-D-C.
- Levels: top (policy/strategy), middle (tactical coordination), lower (supervision/operations).
