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UNIT- I

• MANAGEMENT CONCEPT, NATURE, IMPORTANCE, MANAGEMENT


ART AND SCIENCE, MANAGEMENT AS A PROFESSION,
MANAGEMENT VS ADMINISTRATION, MANAGEMENT SKILLS,
LEVELS OF MANAGEMENT, CHARACTERISTICS OF QULAITY
MANAGERS
• EVOLUTION OF MANAGEMENT: EARLY CONTRIBUTION,TAYLOR
ND SCIENTIFIC MANAGEMENT, FAYOL’S ADMINISTRATIVE
MANAGEMENT, BUREAUCRACY, HAWHRONE EXPERIMENTS AND
HUMAN RELATIONS, SOCIAL SYSTEM APPROACH, DECISION
THEORY APPROACH
•BUSNIESS RTHICS AND SOCIAL RESPONSIBILTY, CONCEPT,
SHIFT TO ETHICS, TOOLS OF ETHICS
MANAGEMENT - CONCEPT
Traditionally management meant
getting things done by others. In this
context C.S.Geroge views,"
management consists of getting
things done through others, a
manager is one, who accomplishes
objectives by directing the efforts of
others”.
NATURE
 Management is goal oriented or purposive activity
 Management is group activity
 Management is a universal process or pervasive activity
 Management is multi-disciplinary
 Management is ongoing activity/continuous process
 Management is a social process
 Coordination of human and physical resources or
management integrates human and physical resources
 Activating employees
 Management is both a science and an art
IMPORTANCE
 Achieving business objective
 Optimum use of business resources
 Effective leadership and motivation
 Effective organization and co-ordination
 Establishing clear authority and
responsibility
 Solution of labour problems
 Fulfilling social responsibility
MANAGEMENT:ART AND SCIENECE
 MANAGEMENT AS  MANAGEMENT AS
AN ART SCIENCE
 Practical knowledge  Universally accepted
 Personal skill or principles
application is  A method of scientific
personalized enquiry
 Concrete result  Establishing
 Constructive objectives relationship between
causes and their
 Perfection through effects
practice  Verifiability of the
principles
 Predictability of results
MANAGEMENT AS A PROFESSION
 Specialized body of knowledge and
skill
 Formal training
 Social responsibility
 Code of conduct
DIFFERNCE BETWEEN MANAGEMENT
AND ADMINISTRATION
Points of administration management
difference
1.Primary Formulation of Implementing of
functions policies policies
2.Type of Decision making executive
functions
3.Nature of Decides what & Concerned with
functions when to be done who should do it
and how should
it be done
4.Level of Top level Middle level
functions

5.Phyical Thinking Doing function


involvement function
6.influence Influenced by Influenced by
external forces internal forces
such as public within the
opinion, enterprises
government
policies etc
MANAGEMENT SKILLS

CONCEPTUAL
TOP LEVEL SKILLS

HUMAN SKILLS

LOWER
LEVEL

TECHINCAL
SKILLS

MIDDLE
LEVEL
LEVELS OF MANAGEMENT
CHARACTERSTICS OF QULAITY
MANAGERS
 Education
 Training
 Leadership
 Personality
 Scientific outlook
 Ability to do and get work done
 Self confidence
 Honest
 Politeness
 Technical proficiency
 Human touch
EVOLUTION OF MANAGEMENT

MANAGEMENT
THOUGHTS

NEO CLASSICAL APPROACH


CLASSICAL APPROACH •HUMAN RELATIONS
MODERN APPROACH
•SCIENTIFIC MANAGEMENT APPROACH
•SYSTEM APPROACH
•ADMINISTRATIVE •SOCIAL SYSTEM APPROACH
•CONTINGENCY APPROACH
MANAGEMENT •DECISION THEORY
APPROACH
SCIENTIFIC MANAGEMENT
 In words of F.W
Taylor," scientific
management is the
art of knowing
exactly what you
want your men to
do and then seeing
that they do it in
the cheapest way.
ELEMENTS AND TOOLS OF
SCIENTIFIC MANAGEMENT
 SEPERATION OF PLANNING AND DOING
 FUNCTIONAL FOREMENSHIP
 JOB ANALYSIS
 STANDARDISATION
 SCIENTIFIC SELECTION AND TRAINING OF
WORKERS
 FINANCIAL INCENTIVES
 ECONOMY
 MENTAL REVOLUTION
PRINCIPLES OF SCIENTIFIC
MANAGEMENT
 HAMONY ON GROP ACTION
 COOPERATION
 MAXIMUM OUTPUT
 DEVELOPMENT OF WORKERS
FAYOL’S ADMINISTRATION
MANAGEMENT
 DIVISION OF WORK
 PARITY OF AUTHORITY AND
RESPONSIBILITY
 DISICIPLINE
 UNITY OF COMMAND
 UNITY OF DIRECTON
 SUBORDINATION OF INDIVIDUAL
INTEREST TO GENERAL INTEREST
 FAIR REMUNERATION TO
EMPLOYEES
 CENTRALISATION AND
DECENTRALISATION
 SCALAR CHAIN
 ORDER
 EQUITY
 STABILTY OF TENURE OF
PERSONNEL
 INITIATIVE
 ESPRIT DE CORPS
BUREAUCRACY
Bureaucracy is an  FEATURES
administrative  Administrative
system designed to class
accomplish large  Hierarchy
scale
administrative
 Division of work
tasks by  Official rules
systematically  Impersonal
coordinating the relationships
work of many  Official record
individuals
ELTON MAYO
THE HAWTHORNE EXPERIMENTS AND
HUMAN RELATIONS
 Studies carried out at the Hawthorne
Plant of the Western Electric
Company in Chicago between 1927
and 1932
EXPERIMENTS
 ILLUMINATION EXPERIMENTS
 RELAY ASSEMBLY TEST ROOM
EXPERIMENTS
 MASS INTERVIWING PROGRAMME
 BANK WIRING OBSERVATION ROOM
EXPERIMENTS
IMPLICATIONS OF HAWTHRONE
EXPERIMENTS
 SOCIAL FACTORS IN OUPUT
 GROUP INFLUENCE
 CONFLICT
 LEADERSHIP
 SUPERVISION
 COMMUNICATION
SOCIAL SYSTEM APPROACH
 Introduced by vilfredo pareto
 Developed by Chester barnard
CONTRIBUTION OF BARNARD
 CONCEPT OF ORGANISATION
 FORMAL AND INFORMAL ORGANISSATION
 ELEMENTS OF ORGANISATION
 AUTHORITY
 FUNCTIONS OF THE EXCUTIVE
 MOTIVATION
 EXCUTIVE EFFECTIVENESS
 ORGANISATIONAL EQULLIBRIUM
BUSINESS ETHICS &
SOCIAL
RESPONSIBILITY
 BUSINESS ETHICS: business
ethics is a specialized study of
the moral standards that apply
to business policies,
institutions, organizations, and
behavior.
 SOCIAL RESPONSIBILITY:
social responsibility of the
business is to follow those lines
of action, which are desirable in
terms of the objectives and
values of our society.
ETHICS TOOLS
 Codes of Ethics
 Codes of Conduct
 Policies and Procedures
 Resolving Ethical Dilemmas
 Training