Professional Documents
Culture Documents
Management
In this chapter we will be studying:
Introduction Definition Nature Characteristics Management Art or Science Management as a profession Types and Levels of Management Administration Vs Management Skills of Managers Roles of Management
Management
Introduction : Management is as old as human civilization. Universal necessity in organisation. Definitions: Management is a multipurpose organ that manages a business, manages manager and manages worker and works. Peter Drucker Management is knowing exactly what you want men to do and then seeing that they do it in the best and cheap way. F W.Taylor Management is the process consisting of planning, organsing, activating and controlling performance to determine and accomplish the objectives by the use of human beings and other resources George Terry.
Management
Nature of Management:
Management
Is a social process Is a system of authority Is a dynamic function Is an art and science Is a profession Is an intangible force Is situational Influences behaviour Is an integrative force Balances effectiveness and efficiency
Management
Functional Areas of Management: Production Management Marketing Management Financial Management Personnel/Human Resource Management Materials Management Office Management Is Management ART or SCIENCE: Management is the oldest of Art and youngest of science
Management
Management as an Art: Systematic application of skill( or Knowledge in accomplishment of result) Practical and is concerned with creation of something Identifies ways of doing specific things and indicates how an objective is to be achieved. Essential features of art: Personal skill Practical knowledge
Result-oriented approach
Regular practice creativity
Management as a Science:
Systematic application of knowledge, uses scientific methods for establishing relationships between cause and effect. Based on continued observation Universal application. Creates cause and effect relationship[ Validity and predictability.
Management as a Profession:
Occupation backed up with specialized knowledge and training Formal method of training
Levels of Management
Management Functions
Planning
Organizing
Management Functions
Controlling Leading
Process / Functions of Management Planning : involves selecting missions and objectives as well as the actions to achieve them, which requires decision making. Organising: Establishing an intentional structure of roles for people to fill in an organisation. it also prescribes Formal relationships among people and resources to accomplish the goals/objectives. Staffing: involves Filling, and keeping filled , the positions in the orgn structure. Activities aimed at attracting and selecting individuals for positions to facilitate the achievement of orgl goals. Leading: is influencing people so that they well contribute to the organisational and group goals. Factors influencing Leading are Motivation, Communication, Group dynamics, Synergism or synergy, Power, Politics and Corporate culture.
contd.
Controling: is measuring and correcting individual and organsiational performanmce to ensure that events conform to plans. Ie comparing actual performance with standards and taking necessary corrective action if required.
Coordination, the essence of Managership: for achieving harmony among individuals efforts towards the accomplishment of group goals.
Administration Vs Management
Administration
It is concerned with the determination of objectives and policies It takes major decisions and is wider term than management Function of top mgmt Consists of owners of the enterprise General term used in government, military educational and regional organisation. Decisions are influences by external factor-political, legal and social etc.
Management
Is concerned with implementation of plans and policies Decisions are taken within the framework of administration Lower level management function. Consists of managerial personnel/specialists Used in business firms which have economic motives Decisions are influenced by internal factors like values, beliefs, opinions, culture etc.
EXHIBIT
1-1a
EXHIBIT
1-1b
EXHIBIT
1-1c
Management Skills
Human Skills
Technical Skills
The agricultural economy was changed to an industrial economy in Britain Technology development and firms began to increase their output to cope up with the demands of consumer goods of a rapidly growing population. Increased mechanization and increase in size of the manufacturing units( to facilitate mass production) led demand for hierarchical system of management Mass production techniques evolved during 1900 to 1930s. In post industrial era (from mid 1950s) many advancements in technology such as computerization and automation, nuclear poser, growth of electronic industries etc..
Behavioral School
As: People are social and self actualizing. Robert Owen, Elton Mayo, Maslow's, McGregor
Quantitative School
As: People can use applied maths Mgmt science, operations research, MIS
Organisation School
Henry Fayol, Weber, Mooney & Reily, Bernard Simon
Integration School
As: There is no one best way to manage contingency theory , systems theory
Contemporary school
As: People are complex Global Perspective, Theory Z, McKinsey 7S,& Productivity.
Classical School of Management thought: emerged in the late 1800s and early 1900s)
The Scientific Management School: F.W.Taylor-Father of Scientific Mgmt(1792-1871)
Principles of F.W.Taylor: 1. Scientifically select each element of an individuals task and develop the best method for performing the task. This replaces the old rule-of-thumb method. 2. Carefully select workers and train them to perform the task by using the scientifically developed method. 3. Cooperate fully with the workers to ensure that they use the proper method. 4. Divide the work and responsibility so that management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly.
Followers of F.W.Taylor: Charles Babbage- 1792 1871- specialization of labour and time study Frank And Lilian Gilbreths(1868-1924)- Time and motion study.- Therbligs Henry Gantt- (1861-1919)-Gant chart-modern project planning and control techniques
The Human Relations Movement: Abraham Maslow(1908 -1970)- Hierarchy of needs theory. Douglas Mc Groegor(1906-1964)- Theory X and Theory Y.
2.
3.
4.
5.
Physiological Needs: These needs are most basic physical needs of human beings such as food, water, clothing, shelter, and other physical requirements. Safety and security needs: When physical needs are adequately met, the next higher level of needs assume importance. Safety and security needs include needs for security and proetection from Physical and emotional harm. Need for safe and secure environment in work place. Social needs: These are also known as belongingness needs they include need for love, affection. Esteem needs: represent a persons needs for intrnal factors such as self respect, autonomy, and achivement. External factors like staus, power, recognition, and attention. Self-actualisation: desire to bcome more and more what one is, to become everything one is capable of becoming. This means individual will realise fully the potentialities of his or her talents and capabilities. These needs include self fulfillment and competency. Personal growth, development and self-respect.
Theory Y
The Expenditure of physical and mental effort in work is as natural as play or rest. Most people prefer to exercise selfdirection and self-control if they are committed to the achievement of objectives. Commitment to objectives is a function of the rewards associated with achievement. People learn, under proper conditions, not only to accept but also to seek responsibility. People want job security but also have other needs such as esteem or ego-satisfaction and also the need for self-actualization. People are interested in displaying imagination, ingenuity, and creativity to solve organisational problems.
3 Major Applications:
Management science or Operations Research: Development of mathematical models for decision making. Operations Management: Application of quantitative methods to the organisation task of production & operations control. MIS: is a set of integrated programs for collection, analysis & dissemination of information to support mgmt decision making.
Contingency Approach: View point that argues that appropriate managerial action depends on a particular set of parameters of the situation.
Global awareness:
Culture, managing work-force diversity
Environment Concerns
Crises
Competitive Advantage
Social Responsibility
Scope
Relevance
Learning Organization
In the competitive environment of the present millennium, only a learning organization will survive. A learning organization is understood as the one that has developed the capacity to adopt and change. Learning organizations, like individuals, constantly learn. In a learning organization, old shibboleth are demolished and a new order is created a new order that not only encourages managers to look at their people differently. But actually teaches them to look at the world afresh.
Innovation is a key element of staying ahead of the game and business leaders who are able to mobilise the energies and passions of their workforces will be the ones that succeed. The term smart working has in recent years been associated with flexible and mobile working, that is anytime, anywhere ways of working enabled by communication technologies. Business thinker Gary Hamel proposed that three of the most pressing challenges facing businesses today are: adapting to the pace of change, making innovation everyones job and creating highly engaging work environments that inspire people to give the best of themselves.
Social computing and collaborative communication technologies are creating immense possibilities for stimulating and harnessing collective intelligence within and beyond organizational boundaries. As the world changes, there are calls for management re-invention and claims of new paradigms emerging. *****************