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Definition, According to J.N. Shulze “ Management is the force which leads, guides and directs an, organisation in the accomplishment of pre-determined object”, , ರ್ಯ ರ್ಸಾೆ ಪನೆಯ ವಾಯ ಖ್ಯಯ ನ, ಜೆ.ಎನ್ ಶುಲ್ಜ್ ಪಿ ಕಾರ. "ನಿರ್ವಹಣೆಯು ಪೂರ್ವ-ನಿರ್ವರಿತ್ ರ್ಸುಿ ವಿನ ಸಾರ್ನೆಯಲ್ಲಿ, ಸಂಸ್ಥೆ ಯನ್ನು, , ಮುನು ಡೆಸುರ್,, , ಮಾಗವದಶವನ, , ಮಾಡುರ್, , ಮತ್ತಿ, , ನಿರ್ದವಶಿಸುರ್, , ಶಕ್ರಿ ರ್ಯಗಿದೆ", , Characteristics of Management, , , Universal: All the organizations, whether it is profit-making or not, they require, management, for managing their activities. Hence it is universal in nature., , , , Goal-Oriented: Every organization is set up with a predetermined objective and, management helps in reaching those goals timely, and smoothly., , , , Continuous Process: It is an ongoing process which tends to persist as long as the, organization exists. It is required in every sphere of the organization whether it is production,, human resource, finance or marketing., , , , Multi-dimensional: Management is not confined to the administration of people only, but it, also manages work, processes and operations, which makes it a multi-disciplinary activity., , , , Group activity: An organization consists of various members who have different needs,, expectations and beliefs. Every person joins the organization with a different motive, but, after becoming a part of the organization they work for achieving the same goal. It requires, supervision, teamwork and coordination, and in this way, management comes into the, picture., , , , Dynamic function: An organization exists in a business environment that has various factors, like social, political, legal, technological and economic. A slight change in any of these, factors will affect the organization’s growth and performance. So, to overcome these changes, management formulates strategies and implements them., , , , Intangible force: Management can neither be seen nor touched but one can feel its existence,, in the way the organization functions

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maximum utilization of scarce resources by selecting its best possible alternate use in, industry from out of various uses. It makes use of experts, professional and these, services leads to use of their skills, knowledge, and proper utilization and avoids, wastage. If employees and machines are producing its maximum there is no under, employment of any resources., 3. Meeting the Challenge of Change:- Challenge of change has become intense and, critical in recent years. The complexities of modern business can be overcome only, through scientific management., 4. Tackles Business Problems:- Good management serves as a friend, philosopher and, guide in tackling business problems. It provides a tool for the best way of doing a, task., 5. Essentials for Prosperity of Society - Efficient management leads to better, economical production which helps in turn to increase the welfare of people. Good, management makes a difficult task easier by avoiding wastage of scarce resource. It, improves standard of living. It increases the profit which is beneficial to business and, society will get maximum output at minimum cost by creating employment, opportunities which generate income in hands. Organization comes with new products, and researches beneficial for society., 6. Reduces Costs - It gets maximum results through minimum input by proper planning, and by using minimum input & getting maximum output. Management uses physical,, human and financial resources in such a manner which results in best combination., This helps in cost reduction., 7. Establishes Sound Organization - No overlapping of efforts (smooth and, coordinated functions). To establish sound organizational structure is one of the, objective of management which is in tune with objective of organization and for, fulfillment of this, it establishes effective authority & responsibility relationship i.e., who is accountable to whom, who can give instructions to whom, who are superiors &, who are subordinates. Management fills up various positions with right persons,, having right skills, training and qualification. All jobs should be cleared to everyone., 8. Establishes Equilibrium - It enables the organization to survive in changing, environment. It keeps in touch with the changing environment. With the change is, external environment, the initial co-ordination of organization must be changed. So it, adapts organization to changing demand of market / changing needs of societies. It is, responsible for growth and survival of organization.

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ಬದಲಾಗುತ್ತಿ ರುರ್ ಬೇಡಿಕ್ಕ / ಸಮಾಜಗಳ ಬದಲಾಗುತ್ತಿ ರುರ್ ಅಗತ್ಯ ಗಳಿಗೆ ಸಂಸ್ಥೆ ಯನ್ನು, ಅಳರ್ಡಿಸ್ತಕೊಳುೆ ತ್ಿ ದೆ. ಇದು ಸಂಸ್ಥೆ ಯ ಬೆಳರ್ಣಿಗೆ ಮತ್ತಿ ಉಳಿವಿಗೆ ಕಾರಣವಾಗಿದೆ., , Evolution of Management Thoughts, 1. CLASSICAL THEORY OF MANAGEMENT:, The theories that emerged under the classical evolution of management thought are:,  Scientific Management., Fredrick Winslow Taylor, an engineer, proposed and developed the Scientific, Management Theory. He is also known as the Father of Scientific Management and his, school of thought came to be known as Taylorism. He introduced a scientific approach, to productivity, which meant that an increase in efficiency can lead to higher, productivity and profits. He believed that research-backed and standardized, procedures were necessary for effective management., Principles of Scientific Management by Taylor:, F.W. Taylor or Fredrick Winslow Taylor, also known as the ‘Father of scientific, management’ proved with his practical theories that a scientific method can be implemented, to management. Taylor gave much concentration on the supervisory level of management and, performance of managers and workers at an operational level. Let’s discuss in detail the five, principles of management by F.W Taylor., 1. Science, not the Rule of Thumb, This rule focuses on increasing the efficiency of an organisation through scientific analysis of, work and not with the ‘Rule of Thumb’ method. Taylor believed that even a small activity, like loading paper sheets into boxcars can be planned scientifically. This will save time and, also human energy. This decision should be based on scientific analysis and cause and effect, relationships rather than ‘Rule of Thumb’ where the decision is taken according to the, manager’s personal judgment., 2. Harmony, Not Discord-

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Taylor indicated and believed that the relationship between the workers and management, should be cordial and completely harmonious. Difference between the two will never be, beneficial to either side. Management and workers should acknowledge and understand each, other’s importance. Taylor also suggested the mental revolution for both management and, workers to achieve total harmony., 3. Mental RevolutionThis technique involves a shift of attitude of management and workers towards each other., Both should understand the value of each other and work with full participation and, cooperation. The aim of both should be to improve and boost the profits of the organisation., Mental Revolution demands a complete change in the outlook of both the workers and, management; both should have a sense of togetherness., 4. Cooperation, not IndividualismIt is similar to ‘Harmony, not discord’ and believes in mutual collaboration between workers, and the management. Managers and workers should have mutual cooperation and confidence, and a sense of goodwill. The main purpose is to substitute internal competition with, cooperation., 5. Development of Every Person to his Greatest EfficiencyThe effectiveness of a company also relies on the abilities and skills of its employees. Thus,, implementing training, learning best practices and technology, is the scientific approach to, brush up the employee skill. To assure that the training is given to the right employee, the, right steps should be taken at the time of selection and recruiting candidates based on a, scientific selection.,  Administrative Management., Henry Fayol, a French mining engineer, laid down five functions and 14 principles of, management under the theory of Fayolism. This gave way to the school of, administrative management. He believed that these functions and principles can guide, managers to fulfill their responsibilities effectively and they should have the liberty to, determine how to use them.

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Henry Fayol, also known as the ‘father of modern management theory’ gave a new, perception of the concept of management. He introduced a general theory that can be applied, to all levels of management and every department. The Fayol theory is practiced by the, managers to organize and regulate the internal activities of an organization. He concentrated, on accomplishing managerial efficiency., The fourteen principles of management created by Henri Fayol are explained below., 1. Division of WorkHenri believed that segregating work in the workforce amongst the worker will enhance the, quality of the product. Similarly, he also concluded that the division of work improves the, productivity, efficiency, accuracy and speed of the workers. This principle is appropriate for, both the managerial as well as a technical work level., 2. Authority and ResponsibilityThese are the two key aspects of management. Authority facilitates the management to work, efficiently, and responsibility makes them responsible for the work done under their guidance, or leadership., 3. DisciplineWithout discipline, nothing can be accomplished. It is the core value for any project or any, management. Good performance and sensible interrelation make the management job easy, and comprehensive. Employees good behaviour also helps them smoothly build and progress, in their professional careers., 4. Unity of CommandThis means an employee should have only one boss and follow his command. If an employee, has to follow more than one boss, there begins a conflict of interest and can create confusion., 5. Unity of DirectionWhoever is engaged in the same activity should have a unified goal. This means all the, person working in a company should have one goal and motive which will make the work, easier and achieve the set goal easily., 6. Subordination of Individual Interest-

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This indicates a company should work unitedly towards the interest of a company rather than, personal interest. Be subordinate to the purposes of an organization. This refers to the whole, chain of command in a company., 7. RemunerationThis plays an important role in motivating the workers of a company. Remuneration can be, monetary or non-monetary. However, it should be according to an individual’s efforts they, have made., 8. CentralizationIn any company, the management or any authority responsible for the decision-making, process should be neutral. However, this depends on the size of an organization. Henri Fayol, stressed on the point that there should be a balance between the hierarchy and division of, power., 9. Scalar ChainFayol on this principle highlights that the hierarchy steps should be from the top to the, lowest. This is necessary so that every employee knows their immediate senior also they, should be able to contact any, if needed., 10. OrderA company should maintain a well-defined work order to have a favourable work culture., The positive atmosphere in the workplace will boost more positive productivity., 11. EquityAll employees should be treated equally and respectfully. It’s the responsibility of a manager, that no employees face discrimination., 12. StabilityAn employee delivers the best if they feel secure in their job. It is the duty of the management, to offer job security to their employees., 13. InitiativeThe management should support and encourage the employees to take initiatives in an, organization. It will help them to increase their interest and make then worth.

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14. Esprit de Corps-(Team Work), It is the responsibility of the management to motivate their employees and be supportive of, each other regularly. Developing trust and mutual understanding will lead to a positive, outcome and work environment., This 14 principles of management are used to manage an organization and are beneficial for, prediction, planning, decision-making, organization and process management, control and, coordination., 2. NEO CLASSICAL THEORY OF MANAGEMENT:, The theories that emerged under the neoclassical evolution of management practices, are:,  Human Relations Management., Developed by Elton Mayo, an Australian psychologist, the Human Relations Theory, of Management was proposed after a series of experiments, also known as Hawthorne, Studies or Hawthorne Experiments. This theory emerged as a response to the criticism, faced by the classical management theories, where social factors such as human, behavior and attitudes weren’t considered important.,  Behavioural Management., Behavioral approaches to management set the pace for how modern workplaces, build an employee-friendly culture. Abraham Maslow, an American psychologist,, proposed the hierarchy of need, where employee need and expectations were, prioritized. The theory suggests that human relations and behavior are essential in, driving efficiency in teams and managing the workforce successfully., 3. MODERN THEORY OF MANAGEMENT:, The theories that emerged with the modern evolution of management needs are:,  Systems Approach., The Systems Theory of organization has its roots in biology and systems science. This, concept broke away from classical management theory that viewed organizations as, machines and moved toward a more holistic view that sees them as networks of people,