Concept of Management Is the process of designing and maintaining an environment in which

Dr Zulfiquer Ahmed Amin individuals, working together in groups, efficiently accomplish selected aims.
M Phil, MPH, PGD (Health Economics), MBBS Management Functions/Process
Department of Hospital Administration 1. Planning – setting objectives and determining how to accomplish them.
AIIMS, Delhi  Planning cycle = self-goals – gather data – analyse data – create
plan – implement plan – monitor plan
Whenever there are group of people, having a common goal to attain, 2. Organising – arranging resources (including people) to work together to
there has to be a system, called ‘management to plan, organize, coordinate, and accomplish a goal.
direct the group efforts to bring harmony and success.  Organizing is the process of identifying and grouping the tasks to
Introduction be performed, delegating responsibilities with appropriate
Why and when Management is important? authority, and establishing relationship for the purpose of
40,000 years before, a group of people called Neanderthal habited our enabling people to work more effectively together for
planet earth. They had unique pattern of living. They lived a lonely life confined in accomplishing the objectives. (Luis Allen)
the boundary of family. So, there was no social effort in any activities, and there  Organizing and creating relationship
was no exchange of skill among themselves. 3. Leading – inspiring oneself (or others) to work hard to accomplish
Nearly, 10,000 years before, another group of people called the important tasks
Cromagnon came to our earth. They lived a different life. They were social, got  Is the process of influencing others to engage in the work
involved in any activities in group. In doing so, there evolved a pattern of behaviors necessary to reach the organization goals
‘management’ among themselves to organize the collective action. When,  Tasks
Neanderthal and Cro-magnan faced each other in the race for limited food o Motivating people
resources, Cro-magnan better organized by the skill of ‘management’, eliminated o Provide direction
the Neanderthal. o Implementing plans
Thus, in any group effort a sound management is the key to survival. 4. Controlling – measuring performance and taking action to ensure the
Any organization is a combination of multiple inputs, process and planned outcomes are achieved
outcome. This complex activity cannot be successfully accomplished, unless they  The process of monitoring and adjusting organizational activities
are bound by a management system to plan, organize, direct and control the to ensure they are being accomplished as planned.
activities. Levels of Management
Management and Organizational Resources  First-line Management have direct responsibility for producing
Organizational Resources Finished Products goods or services Foreman, supervisors, clerical supervisors
People Goods  Middle Managers assistant manager, manager (section head)
Money Inputs Production Outputs Services o Coordinate employee activities
Raw Materials process o Determine which goods or services to provide
Capital Resources
o Decide how to market goods or services to costumers
 Top Managers provide the overall direction of an organization
MANAGEMENT
chief executive officer, president, vice president
Management is the art of getting things done with and through people, in
a formally organized group. (Harold Koontz)
Managerial Skills (low-level, middle-level, top-level)
 Conceptual skills – the ability to think analytically and achieve
integrate problem solving
 Human skills – the ability to work well in cooperation with other
persons; emotional intelligence
 Technical skills – the ability to apply expertise and perform a
special task with proficiency
Ten Roles Managers Play – Managers play various roles as necessary while
performing their management functions, so as to achieve organizational
objectives.
 Interpersonal Roles – figurehead, leader, liaison
 Informational Roles – monitor, disseminator, spokesperson
 Decisional Roles – entrepreneur, disturbance handler, resource allocator,
negotiator
SCIENTIFIC MANAGEMENT THEORY BY F.W.TAYLOR
Taylor’s contribution to management
 Frederick Winslow Taylor (20 March 1856-21 March 1915), widely known
as F. W. Taylor, was an American mechanical engineer who sought to
improve industrial efficiency.
 He is regarded as the father of scientific management, and was one of the
first management consultants.
 He is sometimes called as “Father of Scientific Management”.
SCIENTIFIC MANAGEMENT
 It is the art of knowing what exactly you want from your men to do &
then seeing that it is done in best possible manner.
 In simple words it is just an application of science to management.
MANAGEMENT THEORY BY TAYLOR
 Analyzing the work – One best way to do it.
 He is remembered for developing time and motion study.
 He would break a job into parts and measure each of 100 th of a minute.
 The efforts of his disciples (most notably H.L.Gantt) made the industry to
implement these ideas.
Taylor’s view about management
 Taylor believed that the industrial management of his day was
amateurish, that management could be formulated as an academic
discipline.
 Best results would come from the partnership between trained and
qualified management and a cooperative and innovative workforce.
 Each side needed the other and there is no need for trade unions.
Principles of scientific management
 Science not the rule of thumb: scientific investigation should be used for
taking managerial decisions instead of basing on opinion, institution or
thumb rule.
 Harmony not discard/ cooperation between employers and employees:
Harmonious relationship between employees and employers.
Cooperation of employees that managers can ensure that work is carried
in accordance with standards.
 Scientific selection training and development: selection means to choose
the best employee according to the need. Their skill and experience must
match the requirement of the job.
 Scientific development refers to criteria for promotions, transfers etc.. So
that work is done with full efficiency.
 Division of work/ responsibility: The responsibility of workers and
management should be properly divided & communicated so that they
can perform them in an effective way and should be reward for the same.
 Mental revolution: Acc. To Taylor, the workers and managers should have
a complete new outlook; a mental revolution in respect to their mutual
relations.
 Workers should be considered as a part of Organization.
 Employers shouldn’t treat workers as mere wage earners.
His principles of management
 The four principles of management.
1. The development of a true science.
2. The scientific selection of the workman.
3. The scientific education and development of the workman.
4. Intimate and friendly cooperation between the management and the
men.
 Taylor created planning departments, staffed them with engineers, and
gave them the responsibility to:
1. Develop scientific methods for doing work.
 2. Establish goals for productivity.
3. Establish systems of rewards for meeting the goals.
4. Train the personnel in how to use the methods and thereby meet the
goals.
“In the past the man has been first; in the future the system must be first.”
Criticism for scientific management
 The main argument against Taylor is this reductionist approach to work
dehumanizes the worker.
 The allocation of work "specifying not only what is to be done but how it
is to done and the exact time allowed for doing it" is seen as leaving no
scope for the individual worker to excel or think.
 1. The belief that increased output would lead to less workers.
2. Inefficiencies within the management control system such as poorly
designed incentive schemes and hourly pay rates not linked to
productivity.
3. Poor design of the performance of the work by rule-of-thumb.
How do today’s managers use Scientific Management
 1. It was important because it could raise countries’ standard of living by
making workers more productive and efficient.
 2. Also it’s important to remember that many of the tools and techniques
developed by the scientific management practitioners are still used in
organizations today.
 New management model (three managers skills set)
 Balanced manager – leadership, management, coaching
 Burdened manager

None of us is as good as all of us – how McDonalds prospers by embracing

inclusion and diversity

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