Management is a universal phenomenon. It is a very popular and widely used term.

All
organizations - business, political, cultural or social are involved in management because it is the
management which helps and directs the various efforts towards a definite purpose. 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. According to F.W.
Taylor, Management is an art of knowing what to do, when to do and see that it is done in the
best and cheapest way.
Management is a purposive activity. It is something that directs group efforts towards the
attainment of certain pre - determined goals. It is the process of working with and through others
to effectively achieve the goals of the organization, by efficiently using limited resources in the
changing world. Of course, these goals may vary from one enterprise to another. E.g.: For one
enterprise it may be launching of new products by conducting market surveys and for other it
may be profit maximization by minimizing cost.
MANAGEMENT AS PROFESSION
Over a large few decades, factors such as growing size of business unit, separation of ownership
from management, growing competition etc have led to an increased demand for professionally
qualified managers. The task of manager has been quite specialized. As a result of these
developments the management has reached a stage where everything is to be managed
professionally.
A profession may be defined as an occupation that requires specialized knowledge and intensive
academic preparations to which entry is regulated by a representative body. The essentials of a
profession are:
1. Specialized Knowledge - A profession must have a systematic body of knowledge that
can be used for development of professionals. Every professional must make deliberate
efforts to acquire expertise in the principles and techniques. Similarly a manager must
have devotion and involvement to acquire expertise in the science of management.

2. Formal Education & Training - There are no. of institutes and universities to impart
education & training for a profession. No one can practice a profession without going
through a prescribed course. Many institutes of management have been set up for
imparting education and training. For example, a CA cannot audit the A/Cs unless he has
acquired a degree or diploma for the same but no minimum qualifications and a course of
study has been prescribed for managers by law. For example, MBA may be preferred but
not necessary.
3. Social Obligations - Profession is a source of livelihood but professionals are primarily
motivated by the desire to serve the society. Their actions are influenced by social norms
and values. Similarly a manager is responsible not only to its owners but also to the
society and therefore he is expected to provide quality goods at reasonable prices to the
society.
4. Code of Conduct - Members of a profession have to abide by a code of conduct which
contains certain rules and regulations, norms of honesty, integrity and special ethics. A
code of conduct is enforced by a representative association to ensure self discipline
among its members. Any member violating the code of conduct can be punished and his
membership can be withdrawn. The AIMA has prescribed a code of conduct for
managers but it has no right to take legal action against any manager who violates it.
5. Representative Association - For the regulation of profession, existance of a
representative body is a must. For example, an institute of Charted Accountants of India
establishes and administers standards of competence for the auditors but the AIMA
however does not have any statuary powers to regulate the activities of managers.


Importance of Management
The points below bring out the significance or importance of management.
1. Encourages Initiative
Management encourages initiative. Initiative means to do the right thing at the right time
without being told or influenced by the superior. The employees should be encouraged to make
their own plans and also to implement these plans. Initiative gives satisfaction to employees and
success to organisation.
2. Encourages Innovation
Management also encourages innovation in the organisation. Innovation brings new ideas, new
technology, new methods, new products, new services, etc. This makes the organisation more
competitive and efficient.
3. Facilitates growth and expansion
Management makes optimum utilisation of available resources. It reduces wastage and increase
efficiency. It encourages team work and motivates employees. It also reduces absenteeism and
labour turnover. All this results in growth, expansion and diversification of the organisation.


4. Improves life of workers
Management shares some of its profits with the workers. It provides the workers with good
working environment and conditions. It also gives the workers many financial and non-financial
incentives. All this improves the quality of life of the workers.
5. Improves corporate image
If the management is good, then the organisation will produce good quality goods and services.
This will improve the goodwill and corporate image of the organisation. A good corporate image
brings many added benefits to the organisation.
6. Motivates employees
Management motivates employees by providing financial and non-financial incentives. These
incentives increase the willingness and efficiency of the employees. This results in boosting
productivity and profitability of the organisation.
7. Optimum use of resources
Management brings together the available resources. It makes optimum (best) use of these
resources. This brings best results to the organisation.
8. Reduces wastage
Management reduces the wastage of human, material and financial resources. Wastage is
reduced by proper production planning and control. If wastage is reduced then productivity will
increase.
9. Increases efficiency
Efficiency is the relationship between returns and cost. Management uses many techniques to
increase returns and to reduce costs. Higher efficiency brings many benefits to the organisation.
10. Improves relations
Management improves relations between individuals, groups, departments and between levels of
management. Better relations lead to better team work. Better team work brings success to the
organisation.
11. Reduces absenteeism and labour turnover
Absenteeism means the employee is absent without permission.
Labour Turnover means the employee leaves the organisation.
Labour absenteeism and turnover increases the cost and causes many problems in the smooth
functioning of the organisation. Management uses different techniques to reduce absenteeism
and labour turnover in the organisation.
12. Encourages Team Work
Management encourages employees to work as a team. It develops a team spirit in the
organisation. This unity bring success to the organisation.

As a manager, you probably fulfill many different roles every day.
For instance, as well as leading your team, you might find yourself resolving a conflict,
negotiating new contracts, representing your department at a board meeting, or approving a
request for a new computer system.
Put simply, you're constantly switching roles as tasks, situations, and expectations change.
Management expert and professor, Henry Mintzberg, recognized this. He argued that there are
ten primary roles or behaviors that can be used to categorize a manager's different functions.
In this article we'll examine these roles, and we'll see how you can use your understanding of
them to improve your management skills.
Roles of Manager
Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside
our Strange World of Organizations," in 1990.
The ten roles are:
1. Figurehead.
2. Leader.
3. Liaison.
4. Monitor.
5. Disseminator.
6. Spokesperson.
7. Entrepreneur.
8. Disturbance Handler.
9. Resource Allocator.
10. Negotiator.
The 10 roles are then divided up into three categories, as follows:
Category Roles
Interpersonal
Figurehead
Leader
Liaison
Informational
Monitor
Disseminator
Spokesperson
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Let's look at each of the ten roles in greater detail.
Interpersonal Category
The roles in this category involve providing information and ideas.
1. 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.
2. 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.
3. 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 roles in this category involve processing information.
4. 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.
5. Disseminator This is where you communicate potentially useful information to your
colleagues and your team.
6. 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 roles in this category involve using information.
7. Entrepreneur As a manager, you create and control change within the organization. This
means solving problems, generating new ideas, and implementing them.
8. 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.
9. 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.
10. Negotiator You may be needed to take part in, and direct, important negotiations within your
team, department, or organization.


Managerial Skills

Management is a challenging job. It requires certain skills to accomplish such a challenge. Thus,
essential skills which every manager needs for doing a better management are called as
Managerial Skills.
According to Professor Daniel Katz, there are three managerial skills, viz.,
1. Conceptual Skills,
2. Human Relations Skills, and
3. Technical Skills.
According to Prof. Daniel Katz, all managers require above three managerial skills. However,
the degree (amount) of these skills required varies (changes) from levels of management and
from an organisation to organisation.

The above picture or diagram shows the managerial skills which are required by managers
working at different levels of management. The top-level managers require more conceptual
skills and less technical skills. The lower-level managers require more technical skills and fewer
conceptual skills. Human relations skills are required equally by all three levels of management.
1. Conceptual Skills
Conceptual skill is the ability to visualise (see) the organisation as a whole. It includes
Analytical, Creative and Initiative skills. It helps the manager to identify the causes of the
problems and not the symptoms. It helps him to solve the problems for the benefit of the entire
organisation. It helps the manager to fix goals for the whole organisation and to plan for every
situation. According to Prof. Daniel Katz, conceptual skills are mostly required by the top-level
management because they spend more time in planning, organising and problem solving.
2. Human Relations Skills
Human relations skills are also called Interpersonal skills. It is an ability to work with people. It
helps the managers to understand, communicate and work with others. It also helps the managers
to lead, motivate and develop team spirit. Human relations skills are required by all managers at
all levels of management. This is so, since all managers have to interact and work with people.
3. Technical Skills

A technical skill is the ability to perform the given job. Technical skills help the managers to use
different machines and tools. It also helps them to use various procedures and techniques. The
low-level managers require more technical skills. This is because they are incharge of the actual
operations.
Apart from Prof. Daniel Katz's three managerial skills, a manager also needs (requires) following
additional managerial skills.
4. Communication Skills
Communication skills are required equally at all three levels of management. A manager must be
able to communicate the plans and policies to the workers. Similarly, he must listen and solve the
problems of the workers. He must encourage a free-flow of communication in the organisation.
5. Administrative Skills
Administrative skills are required at the top-level management. The top-level managers should
know how to make plans and policies. They should also know how to get the work done. They
should be able to co-ordinate different activities of the organisation. They should also be able to
control the full organisation.
6. Leadership Skills
Leadership skill is the ability to influence human behaviour. A manager requires leadership skills
to motivate the workers. These skills help the Manager to get the work done through the workers.
7. Problem Solving Skills
Problem solving skills are also called as Design skills. A manager should know how to identify a
problem. He should also possess an ability to find a best solution for solving any specific
problem. This requires intelligence, experience and up-to-date knowledge of the latest
developments.
8. Decision Making Skills
Decision-making skills are required at all levels of management. However, it is required more at
the top-level of management. A manager must be able to take quick and correct decisions. He
must also be able to implement his decision wisely. The success or failure of a manager depends
upon the correctness of his decisions.