Introduction to

Management
GROUP NUMBER - 1
 Team
Roll Number (Old) Roll Number (New) Name
001 20-S-001 Vidhan Agrawal
018 20-S-022 Shubham Deora
036 20-S-044 Kaushal Jain
053 20-S-062 Akshay Lahoti
070 20-S-112 Aditya Sridhar
087 20-S-107 Bajrang Rajput
104 20-S-131 Abhinav Karewad
122 20-S-153 Amol Wasnik
143 20-S-080 Prasad Nagare
NA 20-S-086 Qareena Nore
Introduction to
Management
and Managers
AKSHAY LAHOTI – 053, 20-S-062
 Introduction
Planning
Introduction to Management

Controlling Organizing
Functions of Management

Leading
Concept of Organization

Defining Manager

Principles of Management by Carpenter, Bauer and Erdogan - Pg. 13

Management by Robbins & Coulter – Pg. 5,6
 Who are Managers?
1. Highly professional, committed &
dedicated operator
2. Coordinate & Oversees the work of group
3. Drives the project to completion
4. Have excellent analytical & critical aptitude
5. Develops the Strategy of Organization

Introduction to Management by Richard Pettinger – Pg. 2

Principles of Management by Carpenter, Bauer and Erdogan - Pg. 16
Levels and types of Managers
• Line Manager – Responsible for output of
company

• Staff Manager – Provide specialist technical

expertise and support the efforts of line workers

• Functional Manager – Responsible for activity of

a single dedicated area

• General Manager – Responsible for managing

activities across multiple functional area

Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 10-12

Principles of Management by Ellen A Benowitz – Pg. 13,14
What do Managers Do?
SHUBHAM DEORA – 018, 20-S-022
 Functions of Management
Planning
01 Setting objectives and deciding actions. Identifying desired results –
Goals and Objectives and developing Plans to achieve them.

Organizing
02 Assigning Tasks, Allocating Resources, Co-ordinating activities
to accomplish plans.

Leading
03 Arousing People’s enthusiasm and inspiring them. Building
commitments to a common vision and goals.

Controlling
04 Measuring Work Performance, Comparing Results to
Objectives and taking corrective action where needed.

Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 14-16

Mintzberg’s Managerial Roles

Principles of Management by Carpenter, Bauer and Erdogan - Pg. 18

 Skills needed by a Manager
According to Robert L. Katz, a successful manager needs the following three skills :

Technical Skills – job specific knowledge

Human Skills – ability to communicate, motivate and inspire

Conceptual Skills – ability to understand the broader picture

Management by Robbins and Coulter – Pg. 12-13

Which Skills are important for each
level?

Management by Robbins and Coulter – Pg. 12-13

 How is Manager’s job
changing and Why study
Management?
VIDHAN AGRAWAL- 001, 20-S-001
Changes facing Managers

Management by Robbins and Coulter – Pg. 14

 Managerial Environments
Directly External Indirectly Internal
• Owners • Political and • Organizational mission
• Customers legal statements
• Suppliers • Technological • Company Policies
• Competitors • Economic • Formal structures
• Employees • Global • Organizational cultures
and Unions • Organizational climates
• Resources
• Managerial Philosophies

Principles of Management by Ellen A Benowitz – Pg. 26-32

Why study Management?
• Management is concerned with acquiring
maximum prosperity with a minimum effort

• Management is essential wherever group

efforts are required to be directed towards
achievement of common goals

• The inputs of labour, capital and raw material

never become productive without the catalyst
of management.

Management by Robbins and Coulter – Pg. 17

Introduction to Management by Dr. Karam Pal- Pg. 43
Different theories in the
classical approach to
Management
QAREENA NORE – NA, 20-S-086
 Two major theories of the classical
approach

Scientific Management
- Developed by Frederick Winslow Taylor
- Four Principles of Management
- Emphasis on finding ‘one-best way’ to do a
job

General Administrative
Theory
- Developed by Henri Fayol
- Fourteen Principles of Management
- Emphasized more on what managers do and
what constitutes a good management practice

Management by Robbins and Coulter, Pg no. 32, 33

 Principals of Scientific Management
- Frederick Winslow
Taylor
• Develop a systematic and consistent approach (or “science”) for
each operational activity. This should replace rule of thumb.
• Heartily cooperate with the workers to ensure that all work is
done in accordance with the principles of the science that has
been developed
• Divide work and responsibility almost equally between
management and workers
• Make use of systematic or scientific recruitment and training of
the workforce, so that the best available staff were trained to
perform their tasks most efficiently

Management by Robbins and Coulter, Pg no. 32

Principles of Management by Tony Morden, Pg no 14, 15
Fayol’s 14 Principles of Management
- Henri Fayol

Division of work Authority Discipline Unity of Command

Subordination of
Unity of Direction Individual Interests to Remuneration Centralization
the General Interest

Stability of Tenure of
Scalar Chain Order Equity
Personnel

Initiative Espirit De Corps

Management by Robbins and Coulter, Pg no. 33, 34

Behavioral Approach
PRASAD NAGARE – 143, 20-S-080
 Behavioral Management Approach
• Behavioral Management theory is also called Human relations movement.
• During 1920s emphasis on human side of the workplace began.
• Theorists who contributed to this school viewed employees as Individuals, Resources and Assets.

Organizations as Theory of Human

communities needs
Mary Parker Follett Behavioral Abraham Maslow
Management
Approaches
Hawthorne studies Theory X and Theory Y
Elton Mayo Douglas McGregor

Principles of Management by Ellen A Benowitz – Pg. 17

Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 29
Organization as communities - Mary Parker Follet
• Managers and worker should work in harmony without one party dominating the other.
• Managers should help workers cooperate with one another and integrate their goals.
• Groups help to combine individual talent towards a greater good.

Hawthorne Studies - Elton Mayo

• Consists of 2 studies - Effect of lightning levels and special privileges on Productivity of workers,
between 1924 to 1932.
• Conclusion 1- Intense interest of the supervisors in the workers helped increased motivation and
thus productivity increased. Also, called as Hawthorne effect.
• Conclusion 2 – Group standards and Group attitude determines individual worker output.
• Principle of human motivation helped revolutionize practises of management.
Principles of Management by Ellen A Benowitz – Pg. 17, 18
Management by Robbins & Coulter – Pg. 37
Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 30
Theory of Human needs - Abraham Maslow

• Managers who understand their employees and help them satisfy their important needs at work
will get more productivity out of the employees.

Principles of Management by Ellen A Benowitz – Pg.129

Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 31-32
Theory X and Theory Y - Douglas McGregor
Lazy,
Negative View
Theory X Untrustworthy
of Employees
etc.
Manager Types

Positive View of Trustworthy,

Theory Y
Employees Capable

• Belief - Such Managers create self-fulfilling prophecies.

• Employees under Theory Y managers show high performance and take initiative.
• Discovered that people worked for inner satisfaction and not materialistic rewards.

Principles of Management by Ellen A Benowitz – Pg.19

Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 33
 Quantitative Approach
and Theories in
Contemporary Approach
ABHINAV KAREWAD – 104, 20-S-131
 Quantitative Approach
•Also known as ‘Management Science’ 2.
Concern
•Involves applying different quantitative 1. Intense for
focus on the continual
techniques to management activities customer improvem
• Eg. Applying statistics, optimization models, ent
information models etc.
4. Quality
•They are frequently used in Total Quality TQM: 3. Process
focused
improveme
nt in
Management everything

•TQM: It is a management philosophy devoted 6.

to continual improvement and responding to 5.Accurate Empower
measurement ment of
customer needs and expectations employee
s

Source: Management by Robbins and Coulter – Pg. 37, 38

Introduction to Management by Schermerhorn Jr. and Bachrach - Pg. 35
Theories in Contemporary Approaches
1. System Approach: Organization as open system:
•A system is a set of interrelated and
interdependent parts
•Two basic types:
a) Closed systems: They are not influenced by
external environment and do not interact
with it.
b) Open systems: They are influenced by
external environment and do interact with it

•While describing organizations as systems, they

are considered as open systems

Source: Management by Robbins and Coulter – Pg. 39, 40

2. Contingency Approach:
•It says that organizations are different, face different situations and require different ways of
managing
•Sometimes called as the situational approach
•It stresses that there are no simplistic or universal rules for managers to follow
•Four popular variables: Routineness of
Organization
Task
Size
Technology

Environmental Individual
Uncertainty Differences

Source: Management by Robbins and Coulter – Pg. 40, 41

The basis of Global Management Theory and Practice by Heinz Weihrich – Pg. 17
The Manager: Omnipotent
view or Symbolic view
AMOL WASNIK – 122, 20-S-153
How much di­fference does a manager
make in how an organization performs?

Omnipotent view of Management: The view that managers are directly responsible
for an organization’s success or failure.

Symbolic view of Management: The view that much of an organization’s

success or failure is due to external forces outside managers’ control.

Management by Robbins and Coulter Pg no.80-81

 Omnipotent View
• Variation in organizations performance is assumed due to
the decisions and actions taken by the manager.
• Good managers anticipate change, exploit opportunities,
correct poor performance, and lead their organizations
• In this perspective someone has to be held accountable
when organizations perform poorly regardless of the
reasons, and that “someone” is the manager.
• This perspective is not limited to business organizations,
Eg. Sports team coaches

Management by Robbins and Coulter Pg no.80-81

 Symbolic View
• Part that managers play in organization success or failure
is limited according to this perspective.
• E.g. online auction site eBay led to success, but declining
interest in online auction posed long term threat.
Diversified its business portfolio by
acquiring PayPal, creating web design for companies but
struggled due to giant rivalries like amazon.
• In reality managers are neither all-powerful nor helpless.
But their decisions and actions are constrained.

External constraints - organization’s environment

Internal constraints - organization’s culture

Management by Robbins and Coulter Pg no.80-81

External Environment
BAJRANG RAJPUT – 087, 20-S-107
 What is external environment?
• The term external environment refers to factors and forces outside the organization that affects
its performance
• There are three basic characteristics of changing external environment
 Environmental change: Stable environment and dynamic environment
Environmental complexity: Simple environment and complex environment
 Resource scarcity
• Environmental change, Environmental complexity and resource scarcity affect environmental
uncertainty

Management by Robbins and coulter, Page no. 81

MGMT9 Principles of management by chuck Williams, Page no. 45
Environmental change, Environmental
complexity and Resource scarcity

MGMT 9 Principles of management by chuck Williams, Page no: 49

Components of external environment
Economi
c

Global Demographic

External
Natural disaster Environmen
and human
t Politica
induced problems
l /Legal

Technological Sociocultural

Management by Robbins and coulter, Page no. 81

Principles of Management by Anastasia H. Cortes, Page no. 85
How does External
environment affects
managers?
KAUSHAL JAIN – 036, 20-S-044
1. Jobs and employment
As any or all external environmental conditions (eco- nomic, demographic, technological,
globalization, etc.) change, one of the most powerful constraints managers face is the impact of
such changes on jobs and employment— both in poor conditions and in good conditions.
They do create challenges for managers who must balance work demands and having enough of
the right types of people with the right skills to do the organization’s work.
Not only do changes in external conditions affect the types of jobs that are available, they affect
how those jobs are created and managed.

Management by Robbins and Coulter – Pg. 84

2. Assessing Environment Uncertainty 3. Managing relation with Stakeholders
Another constraint posed by ex- ternal environments The nature of stakeholder relationships is another
is the amount of uncertainty found in that way in which the environment influences managers.
environment, which can affect organizational
outcomes. The more obvious and secure these relationships,
the more influence managers will have over
Environmental uncertainty refers to the degree of organizational outcomes.
change and complexity in an organization’s
environment

Management by Robbins and Coulter – Pg. 85, 86 & 87

Organizational culture:
constraints, challenges
and effects
ADITYA SRIDHAR – 070, 20-S-112
 What is Organization Culture?
• Culture is both a dynamic phenomenon that surrounds us at all times, being constantly enacted
and created by our interactions with others and shaped by leadership behavior, and a set of
structures, routines, rules, and norms that guide and constrain behavior.
• Culture is not primarily ‘inside’ people’s heads, but somewhere ‘between’ the heads of a group
of people where symbols and meanings are publicly expressed, e.g. in work group interactions,
in board meetings but also in material objects.
• Culture then is central in governing the understanding of behaviour, social events, institutions
and processes. Culture is the setting in which these phenomena become comprehensible and
meaningful.
• These dynamic processes of culture creation and management are the essence of leadership
and make one realize that leadership and culture are two sides of the same coin.

Organizational Culture and Leadership by Edgar N. Schein, Page No. 1

Understanding Organizational Culture by Mats Alvesson, Page No. 3, 4
 Constraints and Challenges
Planning Leading

• The degree of risk that plans should contain • The degree to which managers are concerned with
• Whether plans should be developed by individuals or increasing employee job satisfaction
teams • What leadership styles are appropriate
• The degree of environmental scanning in which • Whether all disagreements—even constructive ones
management will engage —should be eliminated
Organizing Controlling
• How much autonomy should be designed into
employees’ jobs
• Whether to impose external controls or to allow
• Whether tasks should be done by individuals or in employees to control their own actions
teams • What criteria should be emphasized in employee
• The degree to which department managers interact performance evaluations
with each other • What repercussions will occur from exceeding one’s
budget

Management by Robbins and Coulter, Page No. 57

Why does Organizational Culture Matter?
• Culture correlates with performance
• Culture is inherently difficult to copy: The quickening pace of innovation means that products
and business models face the constant threat of being replicated.
• Healthy cultures enable organizations to adapt: In a world where the one constant is change,
culture becomes even more important because organizations with high-performing cultures
thrive on change.
• Unhealthy cultures lead to underperformance: Over time, not only do unhealthy cultures
foster lackluster performance, but they can be your undoing. Daily headlines attest, culture can
bring corporate giants to their knees.

McKinsey – Our Insights – The Organization Blog “Culture: 4 keys to why it matters”
https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-blog/culture-4-keys-to-why-it-matters
Interview Question & Answer
Mr. Jitendra Girase, Head of Safety, JSW Steel Coated Products Ltd.
 1. How is a job in Safety Assurance different from a
typical desk job?
• No fixed Standard Operating Procedure in a Safety job like other domains
• Constant innovation required
• It is the most important, yet the most ignored aspect of life by the employees
• Difficult to implement since most people look for ways to bypass regulations
• There are 2 ways to implement safety protocols - Motivation and Punishment
• While Punishment is the easier route, an effective leader knows how to motivate people to
follow safety protocols
 2. How important is team bonding? As a Manager what
steps should be taken in order to ensure that the
bonding and team spirit is maintained?
• Team bonding is of utmost importance and one of the biggest challenges.
• Manager should have clarity of vision, goal and culture to be established within the team.
• Feeling of Equality should be developed within the team.
• Manager should have a team goal and should assign individual goal as per the individual’s
expertise.
• The employee should be made aware of the importance of her/his contribution.
• Manager should be aware of the Strength and Weakness of every individual in the team.
• Regular Team meetings should be conducted.
 3. People often have casual attitude regarding safety,
how did you bring ‘safety first’ mindset to your
organization? And how difficult it was?
• Employees often neglect safety rules and regulation by considering it as burden and
unnecessary stoppage during operations
• Most of the employees don’t follow rules out of over confidence that nothing will go wrong as
they are doing this task for many years
• Made employees understand that the safety is of utmost importance by showing them real life
recorded footage of accidents happened in industries because of negligence of safety
regulations
• Prohibited the entry to the employees in plant without personal protection equipment (PPE)
kit.
4. While managing the people in an organization which thing do
you consider the most?
• It’s important to build positive working relationships with your team, when you put the effort in
to get to know more about how your colleagues are doing and what they are interested in, it will
build a much better rapport among the team
• Part of why it is vital that you establish a relationship with your team and get to know them
individually is so you can assess what their strengths are. People perform better and are more
engaged in roles where they feel they are employing their best skills, so delegating proper
functions that suit each will have a significant impact on the productivity of the team
• Be a manager who gives not only feedback when you’ve something to criticize but also
encourages the team’s creativity and ensure that everyone is clear about what is expected of
them
 5. Sometimes conflicts arise between associates within
the organization. How do you try to resolve them?
• Conflicts start with discussion, then they turn into argument and get boosted by personal ego
and get complicated
• Think about the outcome of the argument, if it is positive then try to convince the person in a
polite way. If it Is negative, then look for a better and comfortable outcome
• Study about the different types of personalities. We know every person needs to be handled
differently. Hence, studying personality types can help in knowing the person and can help in
resolving conflicts
• If there is a difference of opinion then be a good listener and first listen to what the person
wants to say. Even a simple sorry can pacify the person and can narrow down the tensed
situation
• Conduct training sessions to encourage team bonding and learning how to create a win-win
situation for people indulging in conflict
 6. How do you keep yourself updated with the change
in safety equipment?
• Different suppliers should be asked to meet at different times in order to understand the
difference between the products and to know the pros and cons.
• In the second round identification of those areas should be done where the employees of the
company need to be updated and then look for that supplier that provides resources for the
same.
• Understand the quality of the product thoroughly and keep your expectations in mind. For e.g.
Some suppliers may pitch cheaper products which maybe beneficial for the organization but
unsafe for the employees and hence one should always think of their employees’ safety.
7. What are the key characteristics which helps individual to take
up senior leadership position within the organization?
• Individuals who want to be in a senior leadership position, should have definite values and
principles in their life
• Individuals should focus on being a leader than just being a boss
• Just like a strong foundation is necessary for building any sky scrapper, similarly, a senior leader
should be well thorough with all the fundamental knowledge of the subject
• Individuals must goes through the grind of corporate, spends time within the organization, make
and learns from their mistakes in the path, and keep improving with the experience
• Certain skills like people’s management, conflict management, anger management, time
management have to be learned by an individual
• Individual should be an amazing motivator.
• A person who can get work done from his team and know how to walk with his/her team, in the
long run, is ultimately considered worthy for a senior leadership position within any organization.
 8. Hiring during the pandemic hasn’t been easy. What challenges
have you faced in effectively managing employees that were hired
post-covid, with little to no idea how an organization operates?
• Retaining people was one of the biggest challenges, understanding the competency of new
employees and maintaining the same output was an even big challenge
• To retain people, everyone in the organization was assured that their jobs wouldn’t be affected.
• They were also assured that due to the lockdown, the necessities and money along with
hospitalization requirements would be fulfilled by the company
• An essential services pass was issued. Employees were asked to work for 12 hours once in a week,
with the manager himself working for 12 hours for all working days in a week
• Before debuting a new employee on site, he was given rigorous training and checked for practical
effectiveness
• 10 days after joining, the new employees training would be completed and the existing employees
would get a break from their 12-16 hour shift
9. Employee productivity being major driving factor for
successful organization, how do you track and increase
team productivity in such evolving workplace?
• Maintaining proper and structured yearly plan, making each employee aware about the
monthly and yearly goals.
• Know your expenditure, labour head count, prepare action plan to achieve your goals and
objectives. Do quarterly SWOT analysis to understand each employee.
• While preparing plan, find the critical path and do daily monitoring.
• Make each employee aware about their duties and repercussion for not abiding by the rules
and guidelines.
• Hiring right man for the right job at the right location. Train them, upgrade skills, motivate them
by giving rewards as incentives, show them their progress.
 10. What according to you is the best way of measuring
employee performance?
• Metrics to measure employee performance should be linked to company’s short term and long
term goals
• Focusing on only business outcomes such as profit/revenue might encourage unethical
practices
• SMART goals/targets should be set that are acceptable to the employee and employer
• Employees should not be ranked among each other because it could lead to reduced
collaboration and team-work which is not in the best interest of the company
 Case Study - Background
• K&K Limited is a well established pharmaceutical company running operations for the past 20
years in India.
• 2020 was a COVID affected year and all the employees had to work extra hard throughout the
year due to WFH policy.
• The company has recently managed to bag a project from GOI to work on preparation of an
antiviral drug for COVID-19.
• However, the company is going through a financial crunch because of the COVID19 outbreak
and hence management has decided not to give any bonus to employees for the 2021 year. The
promotion of people is also being put on hold for this year.
 Problem at Hand

• Rakesh was a subject matter expert in anti-viral drug department and had experience of more
than 15 years within the same team.
• Rakesh was expecting a huge bonus as well as a promotion to senior leadership position due to
outstanding work that he has done in the last year.
• However, now Rakesh comes to know about the latest policy decision of the company and
wants to leave the organization for another company Zen Labs – A direct competitor of K&K.
 Q&A
Q1. As a Manager, you can hire someone with at par qualification with Rakesh and pay him considerably less
than what Rakesh is expecting, however this will cause unwanted delay in antiviral project since the new joinee
will take time to get used to the processes of the company. The other alternative is to give in to the high
demands of Rakesh and retain him. What will you do as a manager?
Ans: As a Manager, the first priority is to convince Rakesh to stay within the organization. For this the manager can
try and have a one on one discussion with him. Here the Manager should focus on making Rakesh understand
severity of the project, the exposure he would be getting while working on this project and benefits of steep
learning curve in the project.
Along with this, as a Manager, A Designation upgrade to a Project Lead/Project Manager can be considered for
Rakesh to give him ownership and responsibility of the upcoming project. Apart from this, ESOP can be discussed
with Rakesh that will have the lock-in period of 5 years after which these ESOPs can be en-cashed in tranches. This
will help the company to tie down Rakesh in the organization for longer duration and also the value of ESOP will
directly be linked to the performance of the company. So this shall stand as an extra motivation for Rakesh to take
extra efforts in the anti-viral drug project.
 Q&A
Q2. The Board of Directors is not happy with such critical dependency on a single resource and wants a way
around to avoid such situations in the future. Suggest what course of action can be taken by the manager?
Ans: The company should have a knowledge management portal where every employee should contribute, so as
to make sure that entire knowledge base is well documented. Along with this, manager should focus on developing
cross functional skills within the team. In this, each team member should be involved in learning other team
members task, so that there is no single point of dependency within team. Identifying the critical resources within
the team and developing backup for such people can be adopted within the company. This can either be done by
fast tracking new younger talent within the team, or motivating other seniors of the team working as a
subordinate to the critical person to take up their task. As a safe resort, company should hire more than 1 person
with the similar skill set in a team in order to remove dependency from a single employee. However this option
should only be used as the ultimate step and only if company is in the mature stage of life cycle as additional
expense will be incurred in this.
Thank You