MANAGEMENT MANAGEMENT MANAGE

MANAGEMENT
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MANAGEMENT MANAGE

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MANAGEMENT M
MANAGEMENT MANAGE
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MANAGEMENT
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MANAGEMENT MANAGE

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MANAGEMENT MANAGEMENT MANAGE

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MANAGEMENT MANAGEMENT MANAGE
 INTRODUCTION
 PROCESS

 LEVELS

 SKILLS

 ROLES

 EVOLUTION OF MANAGEMENT

 CONCLUSION
Management can be defined as a set of
activities (including planning,
organizing, directing and controlling)

Directed at an organization’s resources

(human, financial, physical and
informational)

With the aim of achieving the

organizational goals in an efficient and
effective manner.
Efficiency :-
It means achieving result in the most
economical manner using minimum resources.
As per Peter Drucker (Management Guru) it
means “Doing the job right” .

Effectiveness :-
It means getting work done or achieving the
desired result.
As per Peter Drucker (Management Guru) it
means “Doing the right job” .
 Management as a Science

 Management as an Art

 Management as a Profession
 Planning :- It is a process of defining an
organization’s goals, making an overall strategies
and ways to integrate and coordinate the
organizational activities.
 Organizing :- It is the process of arranging
and allocating work, authority and resources
among organizational members.
 Directing :- It is the process of directing and
influencing people in such a way that they will put
in their effort to attain organizational objectives.
 Controlling :- It is the process of monitoring the
organization’s progress towards its goal.
 PLANNIN
G

INPUT CONTROLLIN ORGANIZING OUTPU

G T

DIRECTING
 Top level management

 Middle level management

 First line management

 THEY ARE AT TOP MOST IN ORG.

 RESPONSIBLE FOR SETTING UP THE STRATEGIES.

 RESPONSIBLE FOR TAKING DECISION.

 Responsible for performance of first
line managers.

 Implementing of plans made by top

level management.
 They are responsible for
supervising and coordinating the
activities of entry level
employees.
 Technical skills

 Human skills

 Conceptual skills
 Technical skill is need by first line managers
and supervisors.

 The human skill is interpersonal skill needed

by every person working in organization for
interaction.

 Conceptual skill is mostly needed by top level

managers for taking corporate decision.
Figureheads Inauguration of
new plans

Leader Inspiring the

employees to
produce more

Liaison Coordinating
activities of two
project group
Monitor He seeks the
information that is of
value

Disseminator He transmit the

relevant information.

Spokesperson Addressing a press

conference.
Entrepreneur Developing new ideas

Disturbance handler Review strategies

To tackle problems &
crises
Resources Allocater Revising budget plans

Negotiator Revolving conflict.

• Administrative Theory

• Scientific Theory

• Behavioral management Theory

• Management Science Theory

• Organizational Enviornment Theory

 This is the 2nd type of classical theory

 This is also called as Organizational

theory

 It’s main emphasis is on the development

of the
Management Principles

 Important contribution was made by:

 He was a German who was educated as a
lawyer

 He gave an ideal type of organization which he

called as

in
Bureaucracy
Create authority
Establish
Define Job and CHAIN OF Rules &
Tasks COMMAND Regulations

Recruit &
select Controls
On Quality

Assure UNIFORMITY
 Division of Max Weber’s Authority
Labour Bureaucracy hierchacy

Career
Orientation

Division of labour: Breaking down of jobs into well-

defined tasks

Authority Hierchacy: Position organized in a hierchacy

Career Orientation: Managers are career

professionals, not owner of unit they manage
Contd….
 Formal Rules
Formal Max Weber’s &
selection Bureaucracy Regulations

Impersonality

 Formal Selection: Selection based on qualification

 Formal Rules & Regulations: Standard working procedure

 Impersonality: Uniform application of rules and controls, independent of

the personality
Weber’s Ideal Bureaucracy
He was a MD of large French coal mining firm

Incontrast with Taylor, his concrened was specially

towards
Top-line managers

He introduced five functions of managers:

Planning
Organizing
Commanding
Coordinating
Controlling
 Technical Activity

 Commercial Activity

 Financial Activity

 Accounting Activity

 Managerial Activity

 Security
1) Division of work
2) Authority & Responsibility
3) Unity of Command
4) Line of Authority
5) Centralization
6) Unity of Direction
7) Equity
8) Order
9) Initiative
10) Discipline
11) Remuneration of personnel
12) Stability of tenure of personnel
13) Subordination of individual interest to the common
interest
14) Esprit of crops
 Evolution of Modern Management
 Began in the industrial revolution in the late
19th century as:
 Managers of organizations began seeking
ways to better satisfy customer needs.

 Large-scale mechanized manufacturing began

to supplanting small-scale craft production in
the ways in which goods were produced.

 Social problems developed in the large

groups of workers employed under the
factory system.

 Managers began to focus on increasing the

efficiency of the worker-task mix.
 Principles to increase efficiency:
 Study the ways jobs are performed now and
determine new ways to do them.
 Gather detailed time and motion information.
 Try different methods to see which is best.
 Codify the new methods into rules.
 Teach to all workers the new method.
 Select workers whose skills match the rules.
 Establish fair levels of performance and pay a
premium for higher performance.
 Workers should benefit from higher output
 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.

 Workers could purposely “under-perform.”

 Management responded with increased use of

machines and conveyors belts.
 Behavioral Management
 The study of how managers should
behave to motivate employees and
encourage them to perform at high
levels and be committed to the
achievement of organizational goals.
 Focuses on the way a manager should
personally manage to motivate
employees.
 Mary Parker Follett
 An influential leader in early managerial theory

 Held a horizontal view of power and authority in

organizations
 Suggested workers help in analyzing their jobs
for improvements—the worker knows the best
way to improve the job.
 If workers have relevant knowledge of the task,
then they should control the task.
 An approach to management that
uses rigorous quantitative
techniques to maximize the use of
organizational resources.
 Quantitative management—utilizes linear
programming, modeling, simulation
systems.
 Operations management—techniques to
analyze all aspects of the production
system.
 Total Quality Management (TQM)—
focuses on improving quality throughout
an organization.
 Management Information Systems (MIS)
—provides information about the
organization.
 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.
 Open System
 A system that takes resources for its external
environment and converts them into goods
and services that are then sent back to that
environment for purchase by customers.
 Inputs: the acquisition of external resources.
 Conversion: the processing of inputs into
goods and services.
 Output: the release of finished goods into the
environment.
 Closed system
 A system that is self-contained and
thus not affected by changes
occurring in its external environment.
 Often undergoes entropy and loses
its ability to control itself, and fails.
 Synergy
 Performance that results when
individuals and departments
coordinate their actions
 Performance gains of the whole surpass
the sum of the performance of the
individual components.
It is also known as the functional or empirical
approach. The main contributors to these theories
are Henri Fayol , Taylor, Max Weber
Salient features
Management is viewed as a systematic process of
interrelated functions.
Principles of management are used as a guideline
for the executives.
Functions , Principles and skills of management
are universal.
Formal education and training is needed for the
development of the required skills.
Emphasis is placed on the economic efficiency.
People are motivated by economic gains and
other incentives.
Classical theory pillar mainly stands on three
pillars :Bureaucracy, Scientific management and
Administration.
Though this approach provides Specialization,
structure, rationality, predictability and
democracy but at the same time a lot of
paperwork , compartmentalization of work rigidity
Neo classical theory is the sum total of three
parts Hawthorne experiments, Human relation
movements and behavioral approaches. Elton
Mayo , Herzberg, Mc Gregor were the major
contributors toward this theory.
Work Environment Leader

Individual Work Group

A work group is the sum total of the Techno
economic system and social system.

Workers are motivated by many others factor

as per the situation.

People may show different behavior when act

separately and different when act in group.

Performance is affected due to the factors

inside and outside the work place.

Interpersonal relation is more important.

Social and psychological needs play an
important role in the performance of
the employee.

People working in the organization

may have different goals than the
organizational goal/s but they should be
guided towards the pre stated
objectives.

Own informational group plays an

important role in the determination of
future course of action.

Individual may react differently in

different situations so they should be
carefully managed toward the common
goal.
Pioneered by Elton Mayo and his associates
Salient Features
Focus on individual, his needs and behavior
Highlight interpersonal relations
Emphasis on motivation morale and job satisfaction
Conflict in an organization is always destructive and
should be always avoided.
Based on Hawthorne experiments.
Emphasis on improving the working condition,
interpersonal relation, supervisory styles and
communication systems.
People working in the organization may have
different goals but it is the work of management to
guide them toward the common goal.
People behavior as a individual may be different
than his behavior in a group.
People working in the organization form their own
informal groups and these groups have a significant
 There is no one best theory or
approach to management.
 The evolution of management
has provided current researchers
and managers with some proven
principles that improve
management success.
 The study of management will
continue to build and improve
upon past research.
Submitted By:-

A
mit
nkit
nkita
nkur
nuja
nd S ulochana