Scribd
Upload
24 views28 pages

1 Introduction

The document discusses various definitions and perspectives on management. It is summarized as follows: 1. Management involves planning, organizing, leading and controlling resources to achieve organizational goals. It involves both human and physical resources. 2. Management is viewed as a science, art, profession, and process. As a process, it involves functions like planning, organizing, directing, and controlling. 3. The document traces the evolution of management thought over time from classical, administrative, behavioral, and modern perspectives. Key thinkers and their contributions are discussed.

Uploaded by

hari_krishnan_27
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
24 views28 pages

1 Introduction

The document discusses various definitions and perspectives on management. It is summarized as follows: 1. Management involves planning, organizing, leading and controlling resources to achieve organizational goals. It involves both human and physical resources. 2. Management is viewed as a science, art, profession, and process. As a process, it involves functions like planning, organizing, directing, and controlling. 3. The document traces the evolution of management thought over time from classical, administrative, behavioral, and modern perspectives. Key thinkers and their contributions are discussed.

Uploaded by

hari_krishnan_27
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 28

Management

Meaning –
 Economists – factor of production
 Sociologists – treat it as a process
 “Management is the process of – planning, organizing,
leading and controlling” -
 “Management is process – all managers of all level in
organization engage in certain inter-related activities in
order to achieve the desired goals”.
 “Manager use all the resources of organization, both
physical as well human”
 “Management aims at achieving the organizations goals”.
 “Art of getting things done through people” – Mark
Parker Follet
 “To manage is to forecast and plan, to organize, to
command, to co-ordinate and to control ‘’- Henry Foyal
 “Management is what manager does”- Louis Allen
 “Management is the process of getting things done
through the agency of a community. The functions of
management are the handling of a community with a
view to fulfilling the purpose for which it exists” – Sir
Charles Reynold
 “Management is simply the process of decision – making
and control over the actions of human being for the
expressed purpose of attaining predetermined goals” –
Stanley Vance
 “Management is a process of releasing and directing human energies
towards attaining definite goal” – Wilson
 “Management is the process of optimizing human, material and
financial contributions for the achievement of organizational goals”-
Pearce and Robinson
 “Management is the art of directing and inspiring people” – Mooney
and Reiley
 “Management is the creation and maintenance of an internal
environment in an enterprise where individuals, working in groups,
can perform efficiently and effectively towards the attainment of group
goals. It is the art of getting the work done through and with people in
formally organized groups” – Koontz and O’Donnel
 “Management is the art of knowing exactly what you want men to do
and then seeing that they do it the best and cheapest way” – F.W.
Taylor
Management as a Science
 Systematic body of knowledge.
 Principles have to be evolved on the basis of constant
enquiry and examination.
 Establishing cause – effect relationship.
 Amenable for verification (in put – out put)

Management as an Art
 Know – how to accomplish a desired result.
 Practice makes a man perfect.
 Constant practice of the theoretical concepts contributes for
the formation of skills.
 Skill acquired only through practices – medicine, eng.,
accountancy.
Management as Profession
 Organized and systematic knowledge

 Formalized methods of acquiring knowledge

and skills.
 Professionalism and goal.

 Ethical code to regulate the behavior of

members
 Fee

 Social responsibilities
Management is a process
Series of functions
 Henry Fayol - identifies five functions –

planning, organizing, commanding, co-


ordinating and controlling.
 Seven functions of management – planning,

organizing, staffing, directing, co-ordinating,


responding and budgeting.
 Koontz & O’Donnel classify as – planning,

organizing, staffing, directing and controlling.


 Outline for future course of action
 Deciding the objectives
 Formulating the policies and procedures to
achieve them.
 What to do, how to do, who to do
 Performed by managers at all levels.
 Achieve objectives by using physical and
human resources.
 Group functioning requires organized.
 Activities to achieve goal.
 Assigning groups of activities.
 Delegation of authority.
 Co – ordination horizontally and vertically.
 Directing – what to do.
 Communication – process of passing
information.
 Leadership – process of guiding and
influencing
 Motivation – stimulate to do the best.
 Interpersonal in nature
 Understanding people
 Establishing standard of performance.
 Measuring the actual performance.
 Monitoring.
 Appropriate and corrective measure.
 Level A – Conceptual skills
 Level B – Human relation skills
 Level C – Technical skills
Administration

 Top level function


 Makes / takes policy decisions
 Owns the concern
 Interested in results – profit, sales, future etc.
 Do not take part in the daily activities
 Decisions made are influenced by the availability
of capital, govt. regulations
 Always permanent body
 
Management
 Concerned with implementation of policy and

decisions made on less important matters


 Paid employees

 Work for remuneration and goal setting

 Responsible for daily work

 Empowered to talk decisions on daily routine

 Not static body – retire, resign etc


Management – “oldest of the arts and youngest of the
science”. 18th &19th centuries

Search for principles and theories


1800 – Charles Babbage –
Division of labour various skills to be executed.
Robert Owen – an entrepreneur of cotton mill.
Facilitated the workers with accommodation.
Gave better working conditions.
Evaluate the employees.
 
Frederick Winslow Taylor (1856-1915) father of scientific mgmt
approach and classicist
He defined mgmt as the art of – “knowing exactly what you want
men to do and then seeing that they do it the best and cheapest
way”.
Main feature of scientific mgmt
1. Separation of planning and doing
Planning –supervisor
Actual working-workers
2. Job analysis
 Time study
 Motion study (movements)
 Fatigue study (rest)
3. Functional foremanship
Supervision system
4 Standardization
Tool required
Period of work
Amount of work
Working conditions
Cost of production (depends on job analysis)
5 Scientific selection and training of workers
Education
Work experience
Aptitude
Physical strength
Proper training
6 Financial incentives
Wages based on individual performance

7 Economy
Cost
Control
Eliminating wastages

8 Mental revolution
Attitude of employers
Mutual conflict may be replaced by mutual co-operation
 
Henry Fayol (1841 – 1925) – Administrative
mgmt approach
Founder / father of modern mgmt school
Six business activities –
 technical

 commercial

 financial

 security

 accounting

 managerial
1. Division of labour
2. Authority (right of command)
3. Discipline (rewards and penalties)
4. Unity of command
5. Unity of direction
6. Sub – ordination of individual interest to common good
7. Remuneration
8. Centralization
9. The hierarchy (line of authority)
10. Order (order of work right person/right job)
11. Equity (friendly atmosphere)
12. Stability of staff
13. Initiatives (freedom to carry out plans)
14. Team spirit
Also called as behavioural school
Hawthrone experiments –
 Conducted by Elton Mayo (1924 – 33) at electric
company.
 Relationship between the physical conditions at work
place and the productivity of workers.
 Test group (put workers in groups)
 Control group – (test group –production increase and
control group-production decreases)
 Influencing worker’s performance – changes in work
performance.
 Introducing rest periods
 Reducing the work days and work week
Chester.I.Barnard’s – management thought
Organisation’s goals – individual needs.

 “an enterprise can operate efficiently and survive


only when both the organisation’s goals & the
needs of the individuals working for it are kept in
balance”.

 Three conditions for organization exists


There are persons able to communicate each other.
They are willing to contribute to the action.
They attempt to accomplish a common purpose.
 Identified three types of functions
Maintenance of organizational communication.
The securing of essential service from individual in the
organization so as to achieve the overall purpose.
The formulation and definition of organizational purpose.
 Importance of orders obeying
It is possible only when an individual –
understands the communication
believes that it is not inconsistent with the organizational purpose
believes it to be compatible with his personal interest as a whole
is mentally and physically able to comply with it.
 
Insights into supervision, general management system and
dynamic of interpersonal relationship.
Likert classified supervisors into 2 categories – i) job centered ii)
Employee centered
i) Job centered – performance of assigned tasks and
maintenance of prescribed standards.
ii) Employee centered – human aspects of their sub-ordinate
and effective team – building for high task performance.

Argument of high performing managers and argument of low


performing managers –
High performing managers improved the performance of low
production units.
Low performing managers placed in high production units
brought down their output a span of time.
Theory X and Theory Y (human beings – presents
contrasting nature of man)
 Theory X – dislike of work
Controlled, directed with punishment
Avoid responsibilities.
 Theory Y – physical and mental effort in work
Punishment not only for organization goals but,
exercise self direction and self control in the
service of objectives to which they are committed.
Degree of commitment to objectives is in proportion to
the size of the rewards.
Learn under proper conditions.
 Laid emphasis on how decisions are made and
how they can be made more effectively.
 Organization as a structure of decision –
makers
 Decision – making process into three phases -
intelligence activity, design activity, choice
1 Management as a practice – two function a) innovation
b)marketing
Goal oriented
New products should drive out the existing products
Knowledge based organization
Describe modern workers as knowledge workers – skills
and innovative.
2 Function of management – 3 points
The action of mgmt should contribute to – the
achievement of purpose and mission of the institution.
More the work production and the worker achieving.
Effective mgmt of social responsibility.
3 Objective setting – tool called as MBO
“MBO is a process where by supervisor or sub-ordinates jointly identify the
common objective, set the results that should be achieved by sub-
ordinates and assess the contribution of each individual”.
4 Orientation towards future
Visualizing the future trends
5 Federalism
Involves centralized control in a decentralized structure.
Federalism has certain positives
 It sets the top mgmt free to devote itself to major policy formulation
and strategy development.
 If defines the functions and responsibilities of the operating people
 It creates yardsticks to measure twin success and effectiveness in
operating jobs.
 It helps to resolve the problem of continuity through giving education
to the managers of various units while in an operating positions.

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy