Ms.
Neha Goel
Introduction to Management
Organization- Two or more people who work together in a structured way to achieve a specific goal or set of goals.
Management: The practice of consciously and continually shaping organizations. Managers: Responsible for directing efforts aimed at helping organizations achieve their goals.
Management Process
Planning
Establish goals Course of action
Controlling
Establish performance standards Measure current performance Compare current to standard Take corrective measures
Management Process
Organizing
Arrange Allocate
Leading
Directing Influencing Motivating
Managerial roles
Interpersonal
Figurehead role Leadership role Liaison
Informational
Monitor- study industry environment Disseminator- transmit info to organizational members Spokesperson
Decisional
Entrepreneur Disturbance Handler Negotiator Resource Allocator
Management Skills
Technical Skills Ability to apply specialized knowledge and expertise learned through extensive formal education Civil engg., surgeons
Human Skills
Understand, communicate with, motivate & support other people
Conceptual Skill Mental ability to analyze and diagnose complex situations Decision making ability Integrate new ideas with existing process
Management Theories
Management theories evolved with:
Matters of relationships At particular times in history
Schools of management thought:
Scientific Management School Classical Organization Theory School Behavioral School Management Science School
Scientific Management School
Arose from the need to increase productivity
By Frederick W. Taylor (1856-1915) Major principles:
Development of true science of management
Scientific selection of workers Scientific education & development of workers Intimate, friendly cooperation b/w management and labor
Management and labor had common interest in increasing productivity
Scientific management Theory cont
Differential rate system: using scientifically correct rate to pay
employees Product line time studies: break down of work for efficiency
Contributions: Modern assembly lines can produce products much faster Efficiency techniques are also applied to non-industrial orgs like fast-food chains. Limitations: Unions and workers feared exhaustion of work leading to layoffs. Led some managers to exploit the worker and customers. More workers joined unions reinforcing pattern of mistrust and suspicion.
Classical Organization Theory School
Arose from need to identify principles and skills that underlie effective management.
By Henry Fayol(1841-1925)
Functions of management described by Fayol:
o o o
o
o
to forecast and plan to organize to command to coordinate to control
Fayols 14 Principles of Management
Division of work. Specialization increases output by making
employees more efficient. Authority. Note that responsibility arises wherever authority is exercised. Discipline. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organization's rules, and the judicious use of penalties for infractions of the rules. Unity of command. Every employee should receive orders from only one superior. Unity of direction. Each group of organizational activities that have the same objective should be directed by one manager using one plan. Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole
Remuneration. Centralization. Centralization refers to the degree to which
subordinates are involved in decision making. The task is to find the optimum degree of centralization for each situation. Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. Order. Equity. Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies. Initiative. Esprit de corps. Promoting team spirit will build harmony and unity within the organization.
Behavioral School
Emerged because the classical approach did not achieve sufficient production and efficiency and workplace harmony.
Helping managers deal with the people side of their org Adding insights of psychology and sociology
Hawthorn Studies
Elton Mayo conducted the famous Hawthorne
Experiments. Defined the Hawthorne Effect
Productivity increased because attention was paid to the workers in the experiment. Phenomenon whereby individual or group performance is influenced by human behavior factors.
His work represents the transition from scientific
management to the early human relations movement.
Behavioral Science Approach
Maslow and McGregor: Concept of self-actualizing people Instantaneous pleasures or rewards Scientists studied how people behaved in orgs as
whole entities- scientific investigation
Maslows hierarchy of need
McGregors Theories
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