MANAGEMENT THOUGHT

INTRODUCTION

CONCEPT OF ORGANISATION
Organization is the assemblage of role-related people with a common goal.-Edger Schein. Organization is a group of people working together in a structured and coordinated fashion to achieve a set of goals -Ricky W. Griffin . Organization is a system of consciously coordinated activities or forces of two or more persons.Chester I Barnard.

CHARACTERISTICS OF ORGANISATION

A Group of people. A Role-relationship among people. A Common Goal i.e. mutually agreed purpose. A Continuing System A Consciously Rational activity. A Pattern of Behaviour/ action. A Highly Differentiated System of Operation. A Coordinated Activity. A Conversion System. An interactional operation.

CONCEPT OF MANAGEMENT

Management is getting things done by and through others. Management is set of activities (including planning and decision making,organizing, leading and controlling) directed at an organizations resources ( human, financial, physical and information) with the aim of achieving organizational goals in an efficient and effective manner. - Ricky W. Griffin

CONCEPT OF MANAGEMENT

Management is the process of designing and maintaining an environment in which individuals, working in a group, efficiently accomplish selected aims. --- Heinz Weihrich and Harold Koontz

FEATURES OF MANAGEMENT

Management is a functional process consisting of Planning, Organizing, Leading and Controlling. Management is a universal knowledge. It applies to any kind of organization and activity. It applies to managers at all levels of organization. The aim of management is to create a surplus. It is concerned with productivity, which implies effectiveness and efficiency. Management is a guiding or supervisory task. Management is a dynamic process.

PRINCIPLES OF MANAGEMENT

What is Principle? Principle is the fundamental truth. Principle is the tested guideline for a course of action. Henri Fayol in 1916 has given 14 principles of management. Others too have given principles of management. But Fayol in the pioneer in modern time.

Principles of Management

Division of work (Specialization belongs to natural order) Authority and responsibility. Discipline. Unity of command. Unity of direction. Subordination of individual interest to the general interest. Remuneration Fair, reasonable , rewarding to effort.

Principles of Management
Centralization. Scalar chain- line of authority i.e. chain of command into the organisation. Order- A place of everything and everything in its place. Equity Fair and equitable behaviour to all. It is combination of kindliness and justice. Stability of tenure. Initiative. Subordinates should have freedom to take initiative. Managers should sacrifice personal vanity. Esprit de corps.

Functions of Management

Planning (and Decision making) Planning is the process of making a blueprint of future courses of action. Organizing Organising is the process of grouping tasks, assigning tasks and authority, coordinating tasks and staffing positions with right persons. It involves with
Departmentation / Departmentalization. Organization Structure and Chart. Span of Supervision Centralization and Decentralization of authority. Delegation of Authority. Staffing

Leading
Leading is the process of influencing people so that they will contribute to organizational and group goals enthusiastically. Involves with Communication Motivation Leadership

Continues

Controlling Controlling is the process of ensuring conformity of actual performance with planned performance Controlling involves following activities: 1. Plan /Set standard performance 2. Measure actual performance. 3. Compare actual performance with set standard performance. 4. Take corrective action.

Skills of Management
Conceptual skill Diagnostic skill

Interpersonal skill

Technical skill

Skills of Management

1. Conceptual Skill It is the ability to see the big picture view, to recognise significant elements in a situation, and to understand the relationships among the elements. It is the ability of a manger to think in the abstract. It is the ability to see the reality as it is.

Skills of Management

2. Diagnostic Skill It is the ability of a manger to visualise the most appropriate response to a situation. It is the ability to design a practical solution of a problem. 3. Interpersonal Skill It is the ability to develop and maintain relationship with others. It is the ability to work with people. It is cooperative effort. It is a team work ability.

Skills of Management

4. Technical Skill It is the ability to do right job in right manner. It is the knowledge and proficiency in activities involving methods, processes, and procedures. Other skills Communication skill. Decision making skill. Time management skill.

Management Process

Planning

Organising

Controlling

Leading

Managerial Roles Henry Mintzberg, 1973

A. Interpersonal Roles

1. Figurehead Role 2. Leader Role 3. Liaison Role

4. Monitor Role 5. Disseminator Role 6. spokesperson Role 7. Entrepreneur Role 8. Disturbance handler Role 9. Resource allocator Role 10. Negotiator Role.

B. Informational Roles

C. Decisional Roles

10 Top Reasons for Managerial Derailment

1. Insensitive to others. 2. Cold, aloof and arrogant. 3. Betrayal of trust. 4. Overly ambitious. 5. Specific performance problems. 6. Over managing . 7. Unable to stff effectively. 8. Unable to think strategically. 9. Unable to adapt to boss with different styles. 10. Over-dependent on advocate or mentor. Ref. Morgan W. McCall Jr. and Michael M. Lombardo (1983) , What Makes a Top Executive.

Environment of Management

Internal Environment /Micro/Controllable/Direct action environment/Internal stakeholders. External Environment/ Mega/ Indirect-action/General envrionment/ External Stakeholers.

Internal Environment

Internal environment consist of those actors and forces upon which management has control. It has direct influence on the operation of the organization. It includes workers, board of directors, customers, own technology, shareholders, financial position, quality of management, lenders etc.

External Envrionment

External environment consists of those actors and forces upon which management has no control. It has indirect influence on the operations of the organization. It is homogeneous for all the organisations. It includes- demographic, economic, political legal, socio-cultural, technological, ecological, international