o ‫ا‬ً‫م‬ْ‫ل‬ِ‫ع‬ ‫ي‬ِ‫ن‬ْ‫د‬ ِ
‫ز‬ ِِّ‫ب‬َّ‫ر‬
"O Allah increase us in Knowledge"
‫پروردگار‬ ‫میرے‬ ‫اے‬
!
‫فرما‬ ‫اضافہ‬ ‫میں‬ ‫علم‬ ‫میرے‬
-
‫آمین‬

Course: Educational Management and Supervision
Code : Edu (557)
MA 1st Semester
Department of education
Presented to : DR. Zubaida Raees
Presented by: Tayyaba Khalid
Roll no. 20

The concept of management
 Introduction of management3
 Definition of management
 What is management
 Concept of management
 Nature and Characteristics of Management
 Objectives of management
 Scope/importance of management
 Function and process of management
 Management Levels
 Roles of management
 Managerial skills
 Summary
 Reference

Introduction :
Management is an important element in every organization. It
is the element that coordinates currents organizational activities
and plans for the future.
The Management adapts the organization to its environment
and shapes the organization to make it more suitable to the
organization

definition
 "Management is a multi-purpose organ that manages
business and manages managers and manages workers
and work." This management definition was given
by Peter F. Drucker
According to Henri Fayol, "To manage is to forecast and to
plan, to organize, to command, to co-ordinate and to
control

•The term management is used in three alternative ways:
•Management as a discipline,
•Management as a group of people
•Management as a process.

What is management?
1. Field of Study -Management principles, techniques,
functions, etc-
2. Profession-Team or Class of people-Individual who
performs managerial activities or may be a group of
persons.
3. Process-Managerial activities -planning, organizing,
staffing, directing, controlling.

Conti…
1. Management is the process of getting things done through others with the
help of some basic activities like planning, organizing, directing and
controlling.
 Management as an activity – Interpersonal, Decisional, Informative.
 Management as a process – Social, Integrated, continuous, Interactive.
 Management as an economic resource.
 Management as a team.
 Management as an academic discipline.

Nature and Characteristics of Management
Management is goal–oriented.
Management is universal.
Management is an integrative force.
Management is a social process.
Management is multidisciplinary.
Management is a continuous process.
Management is intangible.
Management is an art as well as science.

Objectives of Management
 Organization Objectives – Reasonable profits, survival and growth of
business, improving the goodwill of the enterprise, etc.
 Personal Objectives – Fair remuneration for work performed, reasonable
working conditions, opportunities for training and development, reasonable
security of service, etc.
 Social Objectives – Quality of goods and services at fair price to customers,
honest and prompt payment of taxes, conversation of environment and
natural resources, preservation of ethical values of the society, etc.

Scope/ Importance of Management
 It includes the study of various theories of management science which
define and describe the roles and responsibilities of the educational
manager and develop managerial skill.
 Helps in decision and problem solving, communication and managing
information and building effective teams.
 Helps in planning of co-curricular activities, academics and preparations of
time-table.
 Help in the maintenance of school records, evaluating students
achievements.
 Financing and budgeting of the insituation.
 Help in education making and solving problems
 Motivating students and staff.
 Conducting staff, meetings and management conflicts and stress.

Functions of
management
•The following are the
functions of management:
1. Planning
2. Organizing
3. Staffing
4. Directing or Leading
5. Controlling.

 Planning means “the determination of what is to be done, how
and where it is to be done, who is to do it, and how the results are
to be evaluated.”

Staffing involves “man in the organizational structure through
proper and effective selection, appraisal and development of
personnel to fill the roles designed into the structure.”

Organizing refers to the systematic arrangement of different
aspects of the business operations to achieve the planned
objectives.

In Directing, managers determine direction, state a clear vision
for employees to follow, and help employees understand the
role they play in attaining goals.

In controlling, managers evaluate how well the organization is
achieving its goals and takes corrective action to improve
performance.

Management
levels
The management of large
organization may have three
levels.
1. Senior management
(or " top
management” or "
upper management”).
2. Middle level
management
3. Low-level
management, such as
supervisors or team
leaders.

They are executive in nature.
They have out to chalk out the plan and see the plan me be effective in future.
There are responsible for strategic decisions.
Their decisions are made using analytic, directive, conceptual and or
behavioral/participative process.
There decisions are generally of long-term nature.
They have to be very aware of external factors such as market.
Require an extensive knowledge of management roles and skills.
Consults subordinate managers on subjects or problems of general scope.
 Involved in selection of key personnel.
Evaluates overall performance of various departments and ensure cooperation.
Develops and reviews long range plans and strategies.

Mid-Level Managers have a specialized understanding of certain
managerial tasks.
They are responsible for carrying out the decisions made by top-Level
Management.
Make plans of intermediate range and prepares long-range plans for
review by top management.
Analyzes managerial performance to determine capability and readiness
for promotion.
Established department polices.
Reviews daily and weekly reports on production or sales.
Counsels subordinate on production, personnel or other problems.
Selection and recruitment of personnel.

This level of management ensures that the decisions and plans are
taken by the other are carried out.
Low-level managers decision are generally short-term ones.
Makes detailed, short-range operating plans.
Reviews performance of subordinates.
Supervises day to day operations.
Makes specific task assignments.
Maintains close contact with
Operative employees.

Roles of Management
 Roles of Manager A role is a set of specific tasks a person
performs because of the position they hold.
 Roles are directed inside as well as outside the
organization.
 There are 3 broad role categories:
1. Interpersonal
2. Informational
3. Decisional

Roles of management
 Interpersonal Roles: Roles managers assume to coordinate
and interact with employees and provide direction to the
organization. Figurehead role Leader role Liaison role.
 Figurehead role
 Leader role
 Liaison role
 Informational Roles: Associated with the tasks needed to
obtain and transmit information for management of the
organization.
 Monitor role
 Disseminator role
 Spokesperson role

Conti…
 Decisional Roles: Associated with the methods managers use
to plan strategy and utilize resources to achieve goals.
 Entrepreneur role
 Disturbance handler role
 Resource allocator role
 Negotiator role.

Managerial skills
 There are three skill sets that managers need to
perform effectively.
1. Conceptual skills
2. Human skills
3. Technical skills
 Conceptual Skills: The ability to
process information about the
internal/external environment of the
organization and determine its
implications.
 Human Skills: The ability to work
effectively with one’s own group as
well as others within the organization
 Technical Skills: The ability to utilize
the knowledge of tools and procedures
that are specific to a particular field.

A Manager is a person who manages or is in charge of something. Managers can
control departments in companies, or guide the people who work for them.
Managers must often make decisions about things.
According to Henri Fayol,[1] a French management theorist, managers must be able
to do:
Planning
Organizing
Leading
Co-coordinating
Controlling
The manager is responsible for overseeing and leading the work of a group of
people in many instances. The manager is also responsible for planning and
maintaining work systems, procedures, and policies that enable and encourage the
optimum performance of its people and other resources within a business unit.

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