UNIVERSITY OF VOCATIONAL TECHNOLOGY

RATHMALANA

FACULTY OF ENGINNERING TECHNOLOGY

B. TECH IN BUILDING SERVICES TECHNOLOGY

ASSIGNMENT
PRINCIPLES OF INDUSTRIAL MANAGEMENT

INSTRUCTED BY : Ms. Samantha Manawadu

NAME : D.M.S, Isuru Abethunga
DEPARTMENT : Building Services Technology
REG. NO. : BST/22/B1/49
DATE OF PER. : 5/30/2023
DATE OF SUB. : 5/31/2023
 CONTENT

A. DEFINE MANAGEMENT

B. IS MANAGEMENT – AN ART OR SCIENCE?

C. WHAT ARE THE ESSENTIAL SKILL OF MANAGERA?

D. WHAT ARE THE FOUR MANAGERIAL FUNCTIONS AND HOW

DO THEY INTERRELATE WITH EACH OTHER

E. EXPLAIN THREE WAYS OF CLASSIFYING MANAGERS

 DEFINE MANAGEMENT

Planning, organizing, directing, and controlling resources, activities, and people within
an organization in order to accomplish specific goals and objectives is the process of
management. To ensure that organizational goals are achieved effectively and efficiently, it
entails making decisions, allocating resources, coordinating activities, and supervising the work
of individuals or teams
Following are some of the main management duties:
1. Planning : Creating action plans, defining strategies, and setting goals to achieve desired
results.
2. Organizing : arranging duties, obligations, and assets to achieve the desired outcomes. The
creation of departments or teams, the formation of reporting relationships, and the overall
organizational structure are all included in this.
3. Directing : directing and overseeing individuals or groups as they complete their assigned
tasks. Clear instructions, employee motivation, and conflict resolution are all part of it.
4. Controlling : monitoring performance, evaluating actual outcomes against predetermined goals,
and applying corrections as necessary. Creating performance benchmarks, tracking
advancement, and putting in place feedback systems are all included in this.

A variety of skills, including leadership, decision-making, communication, problem-

solving, and interpersonal abilities, are necessary for effective management. To ensure the efficient
operation and success of the organization, managers at various levels within it, including top-level,
middle-level, and front-line managers, carry out a variety of management tasks.
 IS MANAGEMENT – AN ART OR SCIENCE?

It has long been a point of contention among academics and industry professionals as to
whether management is a science or an art. There are arguments in favor of each side, and the
choice ultimately comes down to how one defines art and science and how they are applied to
management.

Those who make the case that management is an art hold the view that it necessitates a
certain amount of creativity, intuition, and subjective judgment. In order to effectively manage
people and organizations, they stress the significance of individual skills, experience, and personal
style. From this viewpoint, management is more of an art than a science because effective
managers have innate skills and abilities that cannot be fully learned or imitated.

On the other hand, those who view management as a science contend that it employs a
methodical process that can be investigated, evaluated, and repeated. They place a strong emphasis
on the application of theories, facts, and data to the development of organizational management
principles and practices. According to this point of view, management can be learned and
improved through investigation, testing, and the use of scientific principles.

As a matter of fact, management combines elements of both art and science. It depends on
systematic analysis, planning, and decision-making as well as creativity, intuition, and subjective
judgment. In order to achieve desired results, effective managers frequently combine their unique
knowledge and expertise with research-proven techniques.

Additionally, the field of management is dynamic and constantly changing as new theories,
methods, and technologies are developed. The ability to adapt and be receptive to both artistic and
scientific approaches is crucial for managers, depending on the situation and the difficulties they
are facing.

In conclusion, management is a mix of the two, rather than being solely an art or a science.
It calls for a delicate balancing act between irrational judgment and dispassionate analysis, as well
as the capacity for flexibility and methodical thought.
 WHAT ARE THE ESSENTIAL SKILL OF MANAGERA?

Depending on the sector, size of the organization, and nature of the position, a manager
may need different fundamental skills. However, the following fundamental abilities are typically
critical for managers:
1. Leadership : Setting objectives and giving direction are all things that managers must be able to
do for their teams. They ought to be able to decide, assign duties, and inspire their staff.
2. Communication : Managers must have effective communication skills. They must be able to
communicate ideas clearly, pay attention to their team members, and offer feedback. In order to
write emails, reports, and other types of written correspondence, managers must also be
proficient in written communication.
3. Problem-solving : In their roles, managers frequently run into a variety of difficulties. They
ought to have the ability to analyze issues, find potential answers, and make wise decisions.
The ability to think critically, creatively, and strategically are all components of problem-
solving abilities.
4. Decision-making : Managers are in charge of making choices that may have an effect on their
team and organization. They should be able to gather pertinent information, evaluate various
options, take potential risks and benefits into account, and decide quickly.
5. Time management : The amount of tasks, projects, and responsibilities that managers must
manage at once is frequently overwhelming. To prioritize tasks, meet deadlines, and guarantee
that the team's goals are met, it is crucial to have strong time management abilities.
6. Emotional intelligence : A high level of emotional intelligence is necessary for managers,
which entails being conscious of one's own emotions and sensitive to those of others. With the
help of this ability, managers can resolve disputes, offer assistance, and foster goodwill among
their team members.
7. Adaptability : Managers must be flexible enough to adjust to new circumstances, technologies,
and market trends because the business environment is constantly evolving. Managers must be
adaptable and willing to accept change in order to successfully navigate changing conditions.
8. Team building : Effective teams should be able to be formed and developed by managers. This
entails choosing and hiring the best candidates, encouraging teamwork, fostering a positive
workplace culture, and offering opportunities for professional advancement.
9. Financial acumen : A working knowledge of financial theory and budgeting may be required,
depending on the managerial position. Managing budgets, deciphering financial reports, and
coming to sound financial decisions are all skills that managers should possess.
10. Networking : Managers may find it useful to establish and maintain professional networks. By
networking, they can build relationships that will help their team and organization while
keeping up with industry trends, getting mentorship, and learning from others.

Keep in mind that these are general skills, and that depending on the organization and
industry, other skills may be necessary for a given managerial position. These abilities can help
managers perform their jobs more successfully by developing and maintaining them.
WHAT ARE THE FOUR MANAGERIAL FUNCTIONS AND HOW DO THEY
INTERRELATE WITH EACH OTHER

Planning, organizing, leading, and controlling are the four managerial duties, also known as
the management functions. These activities are linked and related, and they serve as the
cornerstone of efficient management within an organization. Let's examine each function and how
it relates to the others:
1. Planning : Setting organizational objectives, choosing the best path to take in order to achieve
those objectives, and creating an all-encompassing strategy are all part of planning. Making
decisions about resource allocation, deadlines, and activities entails assessing the current
situation, imagining the future, and performing an analysis. Planning aids managers in
foreseeing potential difficulties and opportunities while providing direction and guidance for
the other functions.
2. Organizing : In order to accomplish the intended goals, organizing entails setting up and
structuring resources, both human and non-human. Designing the organizational structure,
outlining roles and responsibilities, establishing communication pathways, and developing
coordination techniques are all parts of this function. To achieve the desired results, organizing
makes sure that the right people are in the right places, resources are used efficiently, and tasks
are divided and coordinated.
3. Leading : In order to motivate people or teams to work toward the objectives of the
organization, a leader must inspire and influence them. This responsibility involves inspiring
workers, giving them direction and advice, effectively communicating, and encouraging
teamwork and cooperation. In order to ensure that people are committed to their jobs and in
line with the organization's vision, leadership is essential. It entails both the ability to direct and
the ability to build relationships.
4. Controlling : Monitoring progress, comparing actual outcomes to anticipated goals, and
implementing corrective measures as needed are all parts of the controlling process. It entails
assessing performance, locating variances or deviations, and making necessary adjustments to
make sure objectives are met. Managers can maintain performance standards, identify and fix
issues, and evaluate the effectiveness of other functions with the aid of controlling.

Functions and their relationships with one another:

Planning lays the groundwork for organizing by identifying the resources and organizational
structure needed to accomplish the objectives.
By establishing the roles, responsibilities, and communication channels that support effective
leadership, organizing creates the framework for leading.

In order to implement the plans and make use of the organized resources, leadership encourages
and influences individuals or teams.

Controlling keeps track of the outcomes of the planning, organizing, and leading functions, makes
sure they are on course, and implements corrective measures as needed.

Each of these tasks is dependent on the others and constantly engages in communication. Planning
influences organizing, leading directs organizing and controlling, and controlling offers feedback
to improve the planning and leading processes. This is the cycle of effective management.
 EXPLAIN THREE WAYS OF CLASSIFYING MANAGERS
According to different criteria, managers can be categorized in a variety of ways. The
following three methods of grouping managers are typical:
1. Hierarchical Levels :
Depending on where they are in the organizational hierarchy, managers can be divided into
different categories. Usually, there are three main levels in this classification:
 Top-level Managers : These are the top executives in the company, such as the
CEO, president, or managing director. They are in charge of establishing the overall
objectives of the organization, developing plans, and making crucial choices.
 Middle-level Managers : These managers hold positions that fall between those at
the top and those at the bottom. Department heads, division managers, and regional
managers are a few examples of these positions. Middle-level managers oversee
lower-level managers, plan activities, and turn top-level strategies into workable
plans.
 Lower-level Managers : They are also referred to as frontline managers or first-line
managers and are in charge of overseeing daily operations and directly managing
staff. Team leaders, bosses, or shift managers are a few examples. They oversee the
effective completion of work, put higher-level managers' instructions into action,
and counsel staff members.
2. Functional Areas : According to the functional divisions they are in charge of, managers
can be categorized. Large organizations frequently employ this classification because
various departments each have a focus on a particular task. Here are a few typical
functional areas:
 Finance Managers : These managers are in charge of setting the organization's
budget, planning its finances, and keeping an eye on their progress. They are in
charge of accounting, financial reporting, and resource management tasks.
 Human Resources (HR) Managers : Managing the organization's human capital is
the main priority of HR managers. In addition to other HR-related tasks, they
manage employee relations, compensation, performance management, training and
development, and employee relations.
 Operations Managers : Managing an organization's production or service delivery
processes is the responsibility of an operations manager. To maximize productivity
and satisfy customers, they ensure effective resource allocation, keep an eye on
quality, control logistics, and streamline operations.
3. Managerial Roles : Based on the various roles that managers fill within an organization,
different categories of managers are possible. The framework for managerial roles
developed by Henry Mintzberg, which lists ten roles and divides them into three categories,
serves as the foundation for this classification.
 Interpersonal Roles : These positions require communication with people on both
the inside and outside of the organization. Examples include the figurehead (who
represents the organization), the leader (who offers direction and inspiration), and
the liaison (who cultivates relationships with third parties).
 Informational Roles : These positions entail gathering, processing, and
disseminating information. Examples include monitor (gathering and analyzing
information), disseminator (sharing information within the organization), and
spokesperson (interacting with stakeholders outside the organization).
  Decisional Roles : Making choices and acting on them are part of these roles. As
examples, consider the roles of an entrepreneur (who seeks out new opportunities),
a disturbance handler (who handles conflicts and emergencies), and a resource
allocator (who allocates resources wisely).
Organizations can ensure a properly structured management hierarchy and gain a better understanding
of the roles and responsibilities of various managers by taking these classifications into account.