Download VTU (Visvesvaraya Technological University) MBA 1st Semester (First Semester) 17MBA11-Management and Organizational behaviour MOB Module 1 Important Lecture Notes (MBA Study Material Notes)
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
The Open-Systems View
? Closed system
? A self-contained system that is not affected by
changes in its external environment.
? Likely to experience entropy and lose its ability
to control itself
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
The Open-Systems View
? Closed system
? A self-contained system that is not affected by
changes in its external environment.
? Likely to experience entropy and lose its ability
to control itself
The Open-Systems View
? Synergy
? the performance gains that result from the
combined actions of individuals and
departments
? Possible only in
an organized system
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
The Open-Systems View
? Closed system
? A self-contained system that is not affected by
changes in its external environment.
? Likely to experience entropy and lose its ability
to control itself
The Open-Systems View
? Synergy
? the performance gains that result from the
combined actions of individuals and
departments
? Possible only in
an organized system
Contingency Theory
? Contingency Theory
? The idea that the organizational structures and
control systems manager choose are
contingent on characteristics of the external
environment in which the organization
operates.
? ?There is no one best way to organize?
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
The Open-Systems View
? Closed system
? A self-contained system that is not affected by
changes in its external environment.
? Likely to experience entropy and lose its ability
to control itself
The Open-Systems View
? Synergy
? the performance gains that result from the
combined actions of individuals and
departments
? Possible only in
an organized system
Contingency Theory
? Contingency Theory
? The idea that the organizational structures and
control systems manager choose are
contingent on characteristics of the external
environment in which the organization
operates.
? ?There is no one best way to organize?
Contingency Theory
FirstRanker.com - FirstRanker's Choice
MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
The Open-Systems View
? Closed system
? A self-contained system that is not affected by
changes in its external environment.
? Likely to experience entropy and lose its ability
to control itself
The Open-Systems View
? Synergy
? the performance gains that result from the
combined actions of individuals and
departments
? Possible only in
an organized system
Contingency Theory
? Contingency Theory
? The idea that the organizational structures and
control systems manager choose are
contingent on characteristics of the external
environment in which the organization
operates.
? ?There is no one best way to organize?
Contingency Theory Type of Structure
? Mechanistic Structure
? An organizational structure in which authority
is centralized, tasks and rules are clearly
specified, and employees are closely
supervised.
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MANAGEMENT
& ORGANIZATIONAL
BEHAVIOUR
SEMESTER I
MADHUKAR SM
madhukar.sm@gmail.com
+91-9342437135
Part A - Principles of Management
? Module 1: Introduction: Management:
? Introduction
? Definition of management
? Nature, Purpose and Functions,
? Levels and types of managers
? Managerial roles,
? Skills for managers,
? Evolution of management thought,
? Fayol?s fourteen principles of management,
? Recent trends in management.
Module 1: Introduction: Management
What is Management?
? Management is the accomplishment of results through the
results of other people.
? Management is the art of getting things done through and
with the people in formally organised groups.
? Management is the force that unifies human as well as non-
human resources in the service of organisational goals.
? ?MANAGEMENT IS THE PROCESS OF DESIGNING AND
MAINTAINING AN ENVIRONMENT IN WHICH
INDIVIDUALS WORKING TOGETHER IN GROUPS,
EFFICIENTLY ACCOMPLISH SELECTED AIMS.?
Characteristics/Nature of
Management
? Management is intangible.
? Management is goal oriented.
? Management is universal.
? Management is a group activity.
? Management is dynamic.
? Management is both a science as well as
an art.
Importance of Management
? Optimum use of resources.
? Effective Leadership and Motivation.
? Establishes sound relations.
? Achievement of goals.
? Change and Growth.
? Improves standard of living.
Evolution of Management
Limited stories Many stories
Struggling
Bouncing Back
Hermit Form Householder form
Rigid in Form Adaptable in Form
Engagement via family Engagement via philosophy
EVOLUTION OF MANAGEMENT
Pyramid of Giza Functions of Management Functions of Management
Planning
? According to KOONTZ, ?Planning is deciding in advance -
what to do, when to do & how to do. It bridges the gap from
where we are & where we want to be?.
? It deals with chalking out a future course of action & deciding
in advance the most appropriate course of actions for
achievement of pre-determined goals.
? Thus, planning is a systematic thinking about ways & means
for accomplishment of pre-determined goals.
Functions of Management
Organizing
? According to Henry Fayol, ?To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel?s?.
? It is the process of bringing together physical, financial and
human resources and developing productive relationship
amongst them for achievement of organizational goals.
? Organizing as a process involves:
? Identification of activities.
? Classification of grouping of activities.
? Assignment of duties.
? Delegation of authority and creation of responsibility.
? Coordinating authority and responsibility relationships.
Functions of Management
Staffing
? It is the function of manning the organization structure
and keeping it manned.
? The main purpose of staffing is to put right man on right
job
? Staffing involves:
? Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
? Recruitment, Selection & Placement.
? Training & Development.
? Remuneration.
? Performance Appraisal.
? Promotions & Transfer.
Functions of Management
Leading
? "Leading is the use of influence to motivate employees to
achieve organizational goals" .
? Managers must be able to make employees want to
participate in achieving an organization's goals.
? Components make up the leading function:
Motivating employees
Influencing employees
Forming effective groups.
Functions of Management
Controlling
? It implies measurement of accomplishment against the
standards and correction of deviation if any to ensure
achievement of organizational goals.
? The purpose of controlling is to ensure that everything
occurs in conformities with the standards.
? Therefore controlling has following steps:
? Establishment of standard performance.
? Measurement of actual performance.
? Comparison of actual performance with the standards and
finding out deviation if any.
? Corrective action.
Levels and Types of Managers Managerial Roles Skills of Managers
? TECHNICAL SKILLS - specialized procedures,
techniques and knowledge required to get the job done.
? HUMAN SKILLS- Ability to work well with others.
? CONCEPTUAL SKILLS - Ability to see the organisation
as a whole, understand how the different parts affect
each otherand recognize how the company fits into its
environment.
? MOTIVATIONAL SKILLS - abiltiy to influence
subordinates to perform better on their respective jobs
Skills of Managers Mistakes Managers Make
1. Insensitive to others: abrasive, intimidating,
bullying style
2. Cold, aloof, arrogant
3. Betray trust
4. Overly ambitious: thinking of next job, playing
politics
5. Specific performance problems with the business
6. Overmanaging: unable to delegate or build a team
7. Unable to staff effectively
8. Unable to think strategically
9. Unable to adapt to boss with different style
10.Overdependent on advocate or mentor
The Evolution of Management Theory
Job Specialization and
the Division of Labor
? Adam Smith (18th century economist)
? Observed that firms manufactured pins in one
of two different ways:
? - Craft-style?each worker did all steps.
? - Production?each worker specialized in one step.
? Smith found that the performance of the factories
in which workers specialized in only one or a few
tasks was much greater than the performance of
the factory in which each worker performed all
pin-making tasks
Job Specialization and
the Division of Labor
? Job Specialization
? process by which a division of labor occurs as
different workers specialize in specific tasks
over time
F.W. Taylor and Scientific Management
? Scientific Management
? The systematic study of the relationships
between people and tasks for the purpose of
redesigning the work process to increase
efficiency.
? Identify Best Practices
? Standard Operating Procedures
? Match workers skills and abilities to needs
and tasks
? Pay and performance
Problems with Scientific Management
? Managers
frequently
implemented only
the increased
output side of
Taylor?s plan.
? Workers did not
share in the
increased output.
? Specialized jobs
became very
boring, dull.
? Workers ended up
distrusting the
Scientific
Management
method.
The Gilbreths - TIME & MOTION
STUDY
1. Analyze every individual action necessary to
perform a particular task and break it into each
of its component actions
2. Find better ways to perform each component
action
3. Reorganize each of the component actions so
that the action as a whole could be performed
more efficiently-at less cost in time and effort
Administrative Management Theory
? Administrative
Management
? The study of how to
create an
organizational
structure that leads
to high efficiency
and effectiveness.
Administrative Management Theory
? Max Weber
? Developed the principles of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
Weber?s Principles of Bureaucracy Rules, SOPs and Norms
? Rules
? formal written instructions that specify actions to
be taken under different circumstances to achieve
specific goals
? Standard Operating Procedures (SOPs)
? specific sets of written instructions about how to
perform a certain aspect of a task
? Norms
? unwritten, informal codes of conduct that
prescribe how people should act in particular
situations
Fayol?s Principles of Management
Division of
Labor
Authority and
Responsibility
Unity of
Command
Line of
Authority
Centralization
Unity of
Direction
Equity Order
Fayol?s Principles of Management
Initiative Discipline
Remuneration
of Personnel
Stability of
Tenure of
Personnel
Subordination of
Individual Interest
to the Common
Interest
Esprit de
corps
Behavioral Management Theory
? Behavioral Management
? The study of how managers should personally
behave to motivate employees and encourage
them to perform at high levels and be
committed to the achievement of
organizational goals.
Behavioral Management
? Mary Parker Follett
? Concerned that Taylor ignored the human side
of the organization
? Suggested workers help in analyzing their jobs
? If workers have relevant knowledge of the task,
then they should control the task
The Hawthorne Studies And Human
Relations
? Studies of how characteristics of the work
setting affected worker fatigue and
performance at the Hawthorne Works of
the Western Electric Company from 1924-
1932.
? Worker productivity was measured at various
levels of light illumination.
The Hawthorne Studies
and Human Relations
? Human Relations Implications
? Hawthorne effect ? workers? attitudes
toward their managers affect the level of
workers? performance
The Hawthorne Studies
and Human Relations
? Human relations movement
? advocates that supervisors be behaviorally
trained to manage subordinates in ways that
elicit their cooperation and increase their
productivity
The Hawthorne Studies
and Human Relations
? Behavior of managers and workers in the
work setting is as important in explaining
the level of performance as the technical
aspects of the task
? Demonstrated the importance of
understanding how the feelings, thoughts,
and behavior of work-group members and
managers affect performance
Theory X and Theory Y
Douglas McGregor proposed two different
sets of assumptions about workers.
? Theory X
? A set of negative assumptions about workers
that leads to the conclusion that a manager?s
task is to supervise workers closely and
control their behavior.
Theory X and Theory Y
? Theory Y
? A set of positive assumptions about workers
that leads to the conclusion that a manager?s
task is to create a work setting that
encourages commitment to organizational
goals and provides opportunities for workers
to be imaginative and to exercise initiative and
self-direction.
Theory X vs. Theory Y Management Science Theory
? Management Science Theory
? Contemporary approach to management that
focuses on the use of rigorous quantitative
techniques to help managers make maximum
use of organizational resources to produce
goods and services.
Management Science Theory
? Quantitative management
? utilizes mathematical techniques, like linear
programming, modeling, simulation and chaos
theory
? Operations management
? provides managers a set of techniques they
can use to analyze any aspect of an
organization?s production system to increase
efficiency
Management Science Theory
? Total quality management
? focuses on analyzing an organization?s input,
conversion, and output activities to increase
product quality
? Management information systems
? help managers design systems that provide
information that is vital for effective decision
making
Organizational Environment Theory
? Organizational Environment
? The set of forces and conditions that operate
beyond an organization?s boundaries but
affect a manager?s ability to acquire and utilize
resources
The Open-Systems View
? Open System
? A system that takes resources from its
external environment and transforms them
into goods and services that are then sent
back to that environment where they are
bought by customers.
The Open-Systems View
? Input stage
? organization acquires resources such as raw
materials, money, and skilled workers to produce
goods and services
? Conversion stage
? inputs are transformed into outputs of finished
goods
? Output stage
? finished goods are released to the external
environment
The Organization as an Open System
The Open-Systems View
? Closed system
? A self-contained system that is not affected by
changes in its external environment.
? Likely to experience entropy and lose its ability
to control itself
The Open-Systems View
? Synergy
? the performance gains that result from the
combined actions of individuals and
departments
? Possible only in
an organized system
Contingency Theory
? Contingency Theory
? The idea that the organizational structures and
control systems manager choose are
contingent on characteristics of the external
environment in which the organization
operates.
? ?There is no one best way to organize?
Contingency Theory Type of Structure
? Mechanistic Structure
? An organizational structure in which authority
is centralized, tasks and rules are clearly
specified, and employees are closely
supervised.
Type of Structure
? Organic Structure
? An organizational structure in which authority
is decentralized to middle and first-line
managers and tasks and roles are left
ambiguous to encourage employees to
cooperate and respond quickly to the
unexpected
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This post was last modified on 18 February 2020