There are twin purposes of the management process: They are
(i) Maximum productivity or profitability; and
(ii) Maximum human welfare and satisfaction.

According to peter Drucker three jobs of management are:
(i) Managing a business
(ii) Managing a manager
(iii) Managing workers and work.

(i) The span of management refers to the number of subordinates who can be managed efficiently by a superior.
(ii) Simply, the manager having the group of subordinates who report him directly is called as the span of management.

(i) Manager is a dynamic and life-giving element in every business.
(ii) Without efficient management it cannot be secure the best allocation and utilisation of human, material and financial resources.

Management is the process of giving direction and controlling the various activities of the people to achieve the objectives of an organisation.

	Basis	Unity of command	Unity of direction
1.	Meaning	One subordinate should receive orders from one boss only	Each group of activities should have one head and one plan
2.	Aim	It avoids dual subordination	It avoids overlapping of activities
3.	Implication	It affects individual employee	It affects the entire organisation

The two terms 'management' and 'administration' are used inter changeably.
(i) While management is more executive in nature. But the concept of administration denotes the art of decision - making.
(ii) Management is all about plans, actions, but the administration is concerned with framing policies and setting objectives.
(iii) The manager looks after the management of the organisation, whereas administration is responsible for the administration of the organisation.

(i) The substance of management should be identified as a process
(ii) A process is something that what a person does in the context of his individual duties and responsibilities assigned by his or her immediate higher authority.
(iii) A process also implies on going and unceasing cyclical operations.
(iv) In management, we have planning - action - control cycle.
(v) A process indicates the dynamic nature of management.
(iv) It also implies that change is a constant reality of organisational life and management is the management of change.

(i) The Span ofManagement has two implications:
1. Influences the complexities of the individual manager's job
2. Determine the shape or configuration of the Organization
(ii) The span of management is related to the horizontal levels of the organization structure, There is a wide and a narrow span  of management.
(iii) With the wider span, there will be lesshierarchical levels,and thus, the organizational structure would be flatter.
(iv) Whereas,with the narrow span, the hierarchical levels increases,hence the organizational structure would be tall.
 

Is Management a Science:
(i) Management is an in exact science, because in pure science, the principles are put into test in a laboratory and they are either proved or disproved exactly and precisely.
(ii) Similarly the management principles can be put to test in an organization where men, machine, money, and materials (4 Ms) are practically integrated towards achieving some chosen organizational goals.
(iii) These principles cannot be exactly proved or disproved either as they tend to be flexible to changing environment, policies and practical difficulties while synchronizing them together.
(iv) Everyone believes that management is an art. No, it is not an art in Toto. Because, the concept of art denotes the learning of skills and practicing them in day to day life.
(v) To conclude, Management is neither a science nor an art, but a combination of both requiring people holding managerial positions.

The management concept can be understood from its profound characteristic features as follows:
1. Body Knowledge:
(i) Management has now developed a specialised body of management theory and philosophy.Management literature is growing in all countries.
2. Management Tools:
Tools of management have been developed such as, accounting, busines law, psychology, statistics, econometrics, data processing, etc.
3. Separate Discipline:
Management studies in many universitis and institutions of higher learning are recognised as a separate discipline.
4. Specialisation:
There is a growing tendency to select and appoint highly qualified, trained and experienced persons to manage the business in each functional area of management.
5. Code of Conduct:
Enlightened businessmen have recognised that business management is a social institution and it has social responsibilities to be fulfilled - towards customers, employees, and the public or community.
 

Henry Fayol is the father ofmodern management. The following are the major principles of modern management are,
1. Division of Work:
According to this principle the whole work is divided into small tasks. The specialization of the workforce according to the skills of a person,creating specific personal and professional development within the labour force and therefore increasing productivity.
2. Authority and Responsibility:
Authority means the right of a superior to give the order to his subordinates; whereas responsibility means obligation for performance.
3. Discipline:
It is obedience, proper conduct in relation to others, respect of authority, etc. It is essential for the smooth functioning of all organisations.
4. Unity of Command:
This principle states that each subordinate should receive orders and be accountable to one and only one superior.
5. Unity of Direction:
All related activities should be put under one group, there should be one plan of action for them and they should be under the control of one manager.
 

1. Science, Not Rule of Thumb:
(i) Rule of Thumb means decisions taken my manager as per their personal judgements.
(ii) This principle is concerned with selecting the best way of performing a job through the application of scientific analysis and not by intuition or hit and trial methods.
(iii) The work assigned to any employee should be observed and analyzed the time involved, so as to decide the best way of performing that the work to achieve the standard output.
2. Harmony, Not Discord:
(i) Taylor emphasized that there should be complete harmony between the workers and the management.
(ii) Both the management and the workers should realize the importance of each other.
(ii) It becomes possible by
(a) sharing a part of surplus with workers,
(b) training of employees,
(c) division of work,
(d) team spirit,
(e) positive attitude,
(f) sense of discipline,
(g) sincerity etc.
(iv) Management should always be ready to share the gains of the company with the workers and the latter should provide their full co-operation and hard work for achieving organizational goals.
3 Mental Revolution:
(i) The technique of Mental Revolution involves a change in the attitude of workers and management towards each other.
(ii) Both should realize the importance of each other and should work with full co-operation.
(iii) Management as well as the workers should aim to increase the profits of the organisation.
4. Co-operation, Not Individualism:
(i) Co-operation, Mutual confidence, sense of goodwill should prevail among both, managers as well as workers.
(ii) The intention is to replace internal competition with co-operation.
(ii) Workers should be considered as part of management and should be allowed to take part in decision making process of the management.
(iv) Management should always their suggestions and should also reward them if their suggestions prove to be beneficial for the organization for example reduction of costs or increase in production etc.
5. Development of each and every person to his or her greatest efficiency and prosperity:
(i) Efficiency of any organization also depends on the skills and capabilities of its employees to a great extent.
(ii) To attain the efficiency, steps should be taken right from the process of selection of the employees. Employees should be selected.
(iii) The work assigned to each employee should suit his/her physical, mental and intellectual capabilities
(iv) Efficient employees produce more to earn more. This ultimately helps to attain efficiency and prosperity for both organisation and the employees.

"Management is a multipurpose organ that manages a business and manages manager, and manages worker and work.- Peter F. Drucker: The Practice of Management.
Drucker stresses three jobs of management:
(i) Managing a business;
(ii) Managing manager; and
(iii) Managing workers and work.
Even if one is omitted, It would not have management anymore and it also would not have a business enterprise or an industrial society. According to P. Drucker, the manager has to balance and integrate the above mentioned three major jobs of a business enterprise.