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MANAGEMENT
Nature of Management
What is Management:
# Management is vast and extensive
# Concerned with human beings who are highly
unpredictable ! ! !
# Young developing discipline concepts are continuously
changing.
Some definitions :
Lawrence A. Appley Management is accomplishment of
results through the efforts of the other people.
H. Koontz Management is art of getting things done
through and with people in formally organized groups.
G. Terry Management is process of planning, organizing,
actuating and controlling to determine and accomplish the
objectives by the use of people and resources.
Mc. Farland Management is process by which managers
create, direct, maintain and operate purposive organizations
through systematic, coordinated, cooperative human effort.
Importance of Management
# Optimum use of resources - Ensures optimum utilization of
resources at command. Creates right climate for employees to
put their best
# Effective leadership and motivation.
# Establish sound employee relations.
# Achievement of Organizational goals and objectives.
# Change and growth.
# Improves standard of Living.
# Management as Science:
Science is - Systematic body of knowledge
Scientific inquiry and Observation
Experimentation
Universal truths
Management is also body of knowledge has no. of principles
studied and put to application.
It is a social science deals with Human beings and their
behavior, which is unpredictable and defies experimentation.
It is not exact science like physics, chemistry and biology.
Therefore offers only guidelines for solving problems.
Management as a Profession
Characteristics of a profession
Well defined body of knowledge
Formal education and training
Minimum qualification
Representative body
Service above self
Ethical code of conduct.
Management as a profession
1.Management has a well defined body of knowledge
2. Management education through training is possible now.
3. Minimum qualification is required to be a manager.
Arguments for
Professionalization of
Management
Arguments against
professionalization
Improves knowledge
in a
systematic
Manner
Improves
professional status
and prestige
Promotes managerial
ethics
Promotes talent
Formal qualification
is difficult to set
Managers are
known by
performance
Managers are
responsible to many
groups !
Competent
education and
training facilities do
Levels of Management
# Top Management
Determines objectives and policies
Designs the basic operating and financial structure of an
organization
Provides guidelines and directions
Lays down the standards of performance
Maintains good public relations
# Middle Management
Interprets and explains the policies framed by the top
Issues detailed instructions
Participates in operating decisions
Trains other managers
TOP
Functional Heads and immediate
Subordinates
MIDDLE
LOWER
MMIMIDDLE
Managerial Skills
# Technical Skills: The activity to use specific knowledge,
methods and techniques in performing work.
Exa: Drilling Supervisor in Oil Exploration Company.
# Human Skills: Ability to understand, motivate and get along
with other people.
# Conceptual Skills: Ability to visualize the organization as a
whole, discern inter relationships among organizations parts
and understand how the organization fits into the wider
context of the industry, community and the world.
TE
SK C H
IL N I
LS C
A
LOWER MANAGEMENT
SK
IL
LS
AN
M
H
U
MIDDLE MANAGEMENT
C
SK ON
IL C E
LS PT
U
A
TOP MANAGEMENT
Knowledge
Decisiveness
Ability to handle conflict
Emotional stability
Evolution of Management
Development of Management has ancient roots.
# Pyramids and Great Wall of china mega projects needed
management.
# 200 Years ago Adam Smith talked about division of labor
and specialization and its advantages.
# However, study of management as science began recently,
especially after industrial revolution.
# Only last few decades it attracted attention of psychologists,
sociologists, anthropologists, mathematicians, political
scientists, economists and so on.
Classical Theory
Neo - Classical Theory
Modern theory
Classical Theory:
Classical means something traditionally accepted or Longestablished.
Does not mean they are static and outdated. Some of the
elements are still existing in one form or other.
1. Inter-related functions such as planning, organizing,
staffing, directing and controlling exercised in sequential
form and repeated over and over again to bring order.
2. Guiding principles in order to crystallize, the increasing
knowledge and thinking the writers have developed certain
principles based on practical experience.
EELEMENTS
Top Management
Middle management
Supervisory
Management
The Hierarchy
Division of Labor and
specialization
The scalar principle
Unity of command
Departmentalization
Span of control
Parity of authority
and responsibility
Centralization vs
Decentralization
Line and staff
relationship
CLSSICAL
SCHOOL
Bureaucracy :
A structure with highly routine operating tasks achieved
through
- specialization,
- very formalized rules, regulations and procedures and
impersonal,
- tasks that are grouped into functional departments,
- centralized and rigid hierarchy of authority - responsibility
relations,
- narrow spans of control and
decision making that follows the chain of command.
Elements of Bureaucracy:
Hierarchy
Division of work
Rules, regulations and procedures
Records
Impersonal relationships,
Administrative class
Advantages:
Specialization
Rationality
Predictability
Democracy
Disadvantages:
Rigidity
Impersonal
Displacement of objectives
Compartmentalization of activities
Empire building
Red tape
Scientific Management :
# An approach that emphasizes the scientific study of
work in order to improve worker efficiency.
# It arose from the need to increase productivity in US due
to shortage of skilled labor in early 20th Century.
# To enhance productivity, ways had to be found out
Work elimination
Combining some parts
Sequencing the tasks
Is there one best way of doing job.
Thus by putting the right person on the job with correct tools
and equipment, by having workers follow Taylors instructions
exactly and by motivating workers through economic
incentives of higher daily wage Taylor achieved significant
improvements in productivity.
Key Concept:
1. Scientific task planning: Management should decided in
advance as to what work is to be done, how, when, where and
by whom.
2. Time and motion studies: The time study would indicate
minimum time required to do a job. Time standards are
developed by these studies.
3. Standardization: Standards have to be set in advance for the
task, materials, work methods, quality, time and cost etc. This
helps in simplifying the process of production, reducing
waste and improving quality.
4. Differential piece rate system: Taylor advocated differential
piece rate system based on actual performance.
Contributions:
# Conservation and saving adequate utilization of every
piece of resource.
# Specialization and division of labor brought about second
Industrial Revolution in America and other developing
nations.
# American Production Miracle is result of Scientific
Management.
# Stress on work design encouraged managers to pursue one
best way philosophy and achieve the tasks with minimum
effort and cost.
Limitations:
1. Exploitative device Has two objectives; increasing
workers productivity and improve workers economic
welfare. While first objective was achieved, the second
objective never got realized.
2. Depersonalized work Standardized jobs led to straight
jacket. Workers made to repeat the same operations everyday.
This produced boredom and monotony.
3. Unpsychological No accurate information as to how
workers efficiency to be measured and how wages are to be
given.
4. Undemocratic Drucker questioned the idea of managers
planning and workers loaded with boring and routine work. It
overshadows workers independence. Treats workers as
unthinking animals.
focused
Management Functions :
Fayol argued that managers should perform five functions
1. Planning Devising a course of action that will help
organization to meet its objectives.
2. Organizing Mobilizing the material and human
resources of the organizations to put the plan into effect.
3. Commanding Giving directions to employees so that
they perform the needed tasks.
4. Coordination Make sure that the resources and
activities are working harmoniously.
5. Controlling Monitoring the plans to ensure that they
are being carried out properly.
Principles of Management:
At the operating level, Fayol asserted that managers should
apply fourteen principles. These principles can be applied
in all types, functions, levels, and sizes of organizations.
1. Division of work Principle of specialization. Applies to all
kinds of work. Increases output making employees more
efficient.
2. Authority and Responsibility Right to give orders and
power to obtain obedience. Official and personal authority.
3. Discipline Respect to rules and regulations.
4. Unity of Command Receiving command from one
supervisor.
Managerial Skills:
Fayol emphasized the need for following skills1. Physical ( Health and vigor )
2. Mental ( ability to understand, learn; apply judgment and
adapt to different situations )
3. Moral ( Energy, initiative, firmness, loyalty, tact and dignity)
4. Educational ( Acquaintance with matters not related to the
function performed)
5. Technical ( Specialized knowledge relating to ones area of
specialization, especially about machines and work
processes)
6. Experience ( Related to the work carried out )
Contribution of Fayol:
1. All operations in business can be classified into six major
heads.
2. Main elements of Management
3. Proposed fourteen principles of management which could
be applied universally
He always believed that managerial ability could be
applied to the home, the church, the military, the school,
politics as well as to industry.
Limitations:
1. Lack of empirical evidence The theory is not supported
by any data or empirical evidence.
2. Neglect of human factor Views human beings as passive
and capable of reacting to rules and economic incentives.
Human attributes such as emotion, attitude, creativity
have been totally ignored.
3. False assumptions assumes that all organizations can be
managed by the same set of rules and principles. It does
not recognize differences. Rules have to be applied
carefully looking at the internal and external dynamics of
the organization.
Hawthorne Experiments:
Conducted in Western Electric Company at Hawthorn
plant near Chicago during 1920s and early 1930s.
1. Changing intensity of lighting in test group
2. Keeping every thing constant in control group
Why ? ? ?
Hawthorn Effect ! ! !
Workers knew that they are part of an experiment.
Given special attention and treatment
Consulted for changes against imposed from above
Resulted in stimulating feeling of group pride and
belongingness.
The individual
The work
environment
The leader
# Participative Climate:
Workers discuss with supervisors and influence
decisions that effect them - is major aspect of
human relations theory.
Before changing any thing the group is consulted.
Their comments are listened and discussed.
The group unquestionably develops a sense of
participation.
Classical Theory
Impersonal, Mechanical
OB is a product of rules
Neo-classical Theory
Orgn. is a social system
Product of feelings, sentiments
Focus
and Regulations.
Work & economic needs
and attitudes
Small groups, emotional and
human qualities
Personal, security and social
needs .
Emphasis
Practices
Results
Maximize rewards,
Emphasis on order
and rationality
Authoritarian, rules
regulations
Work alienation,
dissatisfaction.
Democratic practices,
participation, Recognizes
importance of dignity and
Values.
Happy employee & trying
to produce more.
Criticisms :
- Philosophy - Economists fell that it develops loyalities to
their own self interests. Preaching collaboration instead of
competition and human relations will ultimately reduce
efficiency.
- Scientific validity Research by Mayo and associates had
many weaknesses in design, analysis and interpretation.
- Short-sighted The approach lacks adequate focus on work.
Overemphasis on psychological aspects at the cost of
structural and technical aspects. Tends to neglect economic
dimension of work satisfaction.
- Over concern with Happiness studies have failed to show
consistent relation between happiness and productivity. Quite
possible to have lot of happy but unproductive employees.
- Anti individualist. Individual losing to the group !
Systems Approach
# Systems theory is the Big picture approach that overcomes
the narrow approach.
# Systems theory tells us activity of an organization effects every
other part. Job of manager is to ensure that all parts of the
organization are coordinated internally.
# Systems view of management recognizes that regardless of how
efficient the production department might be, if the marketing
department does not anticipate the consumer tastes and work
with the product development department in creating what
consumer want the organization as a whole will suffer.
# System theory tries to solve problems by diagnosing within a
framework of inputs, transformation processes , outputs and
feed back.
INPUTS
MEN,MATERI
AL,MONEY,
TECHNOLOG
Y
PROCESSE
S
ACTIVTIES
,
OPERATIO
NS
EIN
TARGETS
ENVIRONMENT
An open system
OUTPUTS
GOALS,
SALES/PR
OFITS
System Vocabulary:
System : A set of inter-related parts ( sub systems ) which are
mutually related to each other. A change in one part may lead
to change in other parts.
Sub system: Parts which make up the whole system are called
sub-system. Basically there are five sub systems in an
organization 1. Goal sub-systems (Orgn., team and
individual) 2. Technical Subsystem( tools, equipment, skills,
knowledge) 3.Structural sub-systems (Authority and
relationships) 4.Managerial sub-system( Plan, lead, Control
etc) 5.Psychosocial sub-system( Psychological and social
factors influencing people at work)
Synergy : Whole is greater than sum of the parts. Challenge
is getting all elements of an organization functioning together
for optimal output.
Contingency Approach
# Also called situational approach.
# Research has found that non of the theories are universal in
their applicability. No single way is best for all occasions.
# Contingency theorists ( Selzenic, Burns and stalker,
Woodward, Lawrence and Lorsch, James Thomson and
others) that the method of managing must differ, since
organizations differ in character and content.
# It depends often managers answer for most questions.
ETHICS
Ethics is a Greek word Meaning Character
norms, morals and ideals prevailing in a group,
society.
# Standardized form of conduct/behavior understood
and accepted in a particular field of activity.
# Moral principles or set of values. They give an idea
of what is right or wrong, true or false, fair or unfair,
just or unjust, proper or improper
Business Ethics
# Rules of biz conduct, by which propriety (correct
conduct) of biz activities may be judged. Ethical
principles are dictated by society and underlie
broad social policies.
# Biz ethics also relate to the behavior of the
managers. Focus is in people, how individuals
fulfill the ethical requirements of business.
# Deepak Parekh : Do not do something that you
would be ashamed of, if it becomes public
Laws
Principles of morality
Policy of the company and fairness.