Вы находитесь на странице: 1из 32

Management

The process undertaken by one or


more persons to coordinate the
activities of other persons to
achieve the results not attainable
by anyone person acting alone.
Meaning
 Management is a process
 --- --- ---”---- ------ Discipline
 --------- “ ----------- Science
 --------- “ ----------- Human Activity
 ---------”------------- Profession
Management is a process

Planning

Controlling
Organizing

Leading
Management process
 Planning – Managers use logic & method to
think through goals and actions
 Organizing – Manager arrange &allocate
work authority & resource to achieve
organizational goals.
 Leading – Manager direct influence and
motivate employees to perform essential
task.
 Controlling – Manager make sure an
organization is moving towards
organizational objectives.
Introduction to Mgmt

Planning Controlling
Organization Leading Elements
Elements
.job design Production
Strategic Elements of
leadership
planning org.structure Operations
Motivation
Managerial Interpersonal Financial
decision Interpersonal controls
Organizational
making communication Communication.

Work groups &


Teams
Characteristics of
Management
 Management is universal interpersonal
phenomenon.
 Management is the individual or
personal skill of getting the work done
through others.
 It is the creation of human intellect and
rational thinking ability.
 It is result oriented & action oriented.
Characteristics
 Management uses the organisation as the
tool for result orientation & is the system
of authority in any organisation.
 It is dynamic, relative, multisciplinary in
nature.
 It creates socio- psychological impact on
human life.
 It changes with time, organisation,
environment, people, method, need,
objective etc.
 It has several meanings & interpretations
depending on context & purpose.
Significance & Importance
 Accomplishment of goals &
objectives

 Integration
of individual &
organisational goals and objectives

 Efficiency & Effectiveness


Accomplishment of goals & objectives

 Exploration, identification, utilization & control


of resources for effective efficient, economic
organizational working & success.
 Effective adaptation of the origination as the
structure & process with prevailing
environment.
 Evaluation of the organisational working in
terms of achieve
Integration of individual & organizational
goals and objectives
 Various personal reasons of the
people.
 The management has to maintain
the balance among the conflicting
objectives, goals and objectives of
members & org.
 The management has to consider the
input output expenditure &
expenses, demand and needs of the
members groups and organisation.
Efficiency & Effectiveness

 Efficiency refers to the ability to get


things done correctly

 Effectiveness is the ability to do the right


things.
E2 requires…

 Selecting the most appropriate ,achievable


objectives,
 Optimum utilization of available recourses
 Proper division of work,
 Effective delegation of authority &
responsibility,
 Creation of good work environment and
 Suitable method for achieving objectives.
Efficiency & effectiveness of
organization depends on the
knowledge of management and
manager
Knowledge about

 Functional information & skills related to the


functional areas, methods, processes and skills of
management & managers.
 Organizational information related to the nature,
need significance, utility, objectives, structure size
& working.
 Environmental information related to the social
political. Economic condition.
 Insight, Assessment & evaluation
 Foresight, forecasting & anticipation.
Different schools of
Management
 Classical
 Behavioral
 Scientific Management
 System
 Contingency
Classical Approach
 The classical approach can be better understood
by examining it from two perspectives. These two
perspectives are based on organizational
problems.
 Problems of lower level managers
(dealing with the everyday problems of
workplace) this is known as Scientific
Management.
 The problems of Top level managers of large
Organizations.
( dealing with problem of managing the large
org.)
Classical & Behavioral Approach
classical Behavioral
More emphasizes on More emphasizes on
 Production, productivity ,  The people/ workers &
efficiency as main carried on many
objectives of the experiments at workplaces
management.  Human relations & behavior
 Identification & at work.
Development of  Developed as a reaction to
methodology & practices the overemphasis of
of management classical theories on
 Methods of work Rationality & efficiency.
Management & Followed Humanistic
motivation approach( Robert
Owen, Follet, Meyo
Followed the
Mechanistic
approaches (Taylor,
Scientific
 Scientific Management practices
introduced by Fredrick W.Taylor .

 Scientific management meant the


application of logical & systematic
techniques to work processes.

 Scientific management concentrated the


key word to harmony was…
Aims of scientific
management
 Discover the one best way to do a
job.
 Scientific selection & training of
workers for the new methods of work
 Linking of the financial incentives
 Increase in employees productivity
through systematic scientific analysis
of his work.
Scientific Aspects of Scientific
Management
• Scientific management is a Science &
Not Rule of Thumb
Scientific analysis for determining
the Standard Time & Standard
Methods for doing the work, task, job
with maximum efficiency
• Developing the each man to his
greatest efficiency
• Cooperation & Harmony
Behavioral
A management approach that
emphasizes people and how the
structure of an organization affects
their behavior and performance.
 Behavioral approach to management
developed partly because it was
observed that following the ideas of
classical approach did not achieve
total efficiency and work place
harmony.
Branches of behavioral school

Two branches
 Human relation
 Behavioral sciences
Human Relation Approach
The manner in which managers
interact with subordinates.
Became very popular in the 1950s
To develop good human relations,
- the followers must know
subordinates behavior, and the
psychological & social factors
affects them .
Human behavior school

This school emphasizes heavily on


application of social sciences to study
management on three levels-
 Individual
 Group
 Organization relationship at work
situations.
This school tend to treat all group activities
as manages & deals with motivation,
group dynamics, individual and group
relation etc…
Behavioral Science Approach
 BSA believes that human are more
complex.
 It focuses on the human dynamics of
the workplace.
 It concentrates on the nature of work
& the degree to which it can fulfill
the human need to express skills and
abilities
Scientist believe that
 An individual is motivated to work for
many things in addition to making
money & social relationships these
are
 Recognition
 Making meaningful contribution to
society
 Personal fulfillments
The Hawthorne studies

Base of the human relations


movement
A well known series of research studies
conducted in Western Electrical
Works in USA. During 1924 -32
Elton Mayo also involve himself in
these studies.
Series of studies
 “Illumination experiments”

it was observed that improved


productivity could be brought by not
only improved working conditions but
also by promoting informal social
relationships among workers as
group members.
2nd study
• “Relay assembly test room experiment”

several new elements in working


atmosphere –
- small homogeneous cohesive work group
- friendly and informal supervision
- shorter the working hours/days
- free interaction among the work group
- appropriate rest periods
- improved working conditions
- better working conditions
- better wages
Observation
 Productivity and morale of the increased
consistently during the period of the
experiment.
 Even when the improvements of working
conditions were withdrawn, productivity
and morale of the were maintained.
 The researcher concluded that socio-
psychological factors such as feeling of
importance, recognition. attention and
participation etc.. Held the key for higher
worker productivity.
3rd study

 Based a massive interviewing


programme was undertaken with
view to elicit information on the
perceptions and orientation of
workers on their working life
 The result conformed the importance
of informal relations, social
psychological needs and their
influence on the behavior of the
workers.
4th study
 Bank wiring observation room experiment
 In which a group of 14 workers were
observed with regard to their work
behavior, revealed the prevalence of
informal production norms set by workers
which were restrictive in nature and which
were lower than the officially required
production norms.
 The study also revealed the existence of
internal cliques in the groups.

Вам также может понравиться