Management PDF

A Simple
Tohfa
For the student of Management
Compiled by
Gaffar Khan
15th Batch
Session: 2007-2008
Department of Management
Islamic University, Kushtia.
Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 1
Management Handbook
(Viva-Voce and academic Purpose only)
Career:
Career means a job which you are trained for and which you expect do all your life
- P. H. Collin
Management:
The word Management comes from a Latin or Italian word managgiare (to train up
the horses)
Management is a set of activities (including planning, organizing, leading,

controlling) directed at an organizations resources (human, financial, physical,
and information) with the aim of achieving organizational goals in an efficient
and effective manner.
Management is the co-ordination and integration of all resources, both human and
technical to accomplish various specific results.
In other words, management is the activities or process of proper utilization of the

organizational resources to achieve the optimal goal.
Who is Manager?
Manager is one who organizes other people’s doings.
Those who undertake the task and functions of managing at any level in any kind
of enterprise

Managerial Know-How:
Managerial knowledge applied effectively in practice; it includes both knowledge
of the science underlying managing and the artful ability to apply it to realities
Who is Father of Modern Management?

Henry Fayol
Define Scientific Management:

A set of principles to enhance worker productivity (Decenzo)
Who is Father of scientific Management?

Frederick Winslow Taylor (Born in 1856, Philadelphia, USA)
The famous book of FW Taylor

The principle of scientific Management
Management level
There are three levels TOP, Middle, lower level mgt.
What is the meaning of POSDCORB?

Given by Luther Gullick;
» Planning
» Organizing
» Staffing
» Directing
» Co-ordinating
» Recruiting
» Budgeting

Theory of Jungle
Given by Harold Koontz; there are six approaches in management school. These
altogether makes it confusing & perplexed that is theory of jungle
6M in Management:
-Man
-Machine
-Materials
-Money
-Market
-Method
Meaning of Espirit De corpse

-Unity is strength
Mackinsey’s 7s Model:
-Strategy
-Structure
-System
-Style
-Staff
-Shared values
-Skill
Pioneer of Z-Theory
Prof William Ouchi in 1981
Z theory: This is a combination of American management and Japanese

management system;
Features-
» Lifetime employment,
» Stable employment,
» High productivity,
» Decision making through open communication
» A great deal of collaboration
» Recognition of mutual dependence
What is the most important function of Management?

Planning; because other functions done on the basis of planning
Define Islamic Management.

Management in the light of Quran and Hadith or Islamic Management is the
process of planning, organizing, leading, and controlling the effort of
organizational members and of using all other organizational resources depending
upon the guidance of Allah (SWT) and His Prophet (SAW) with accountable
mentality, integrity, and skill to achieve the predetermined objectives.
Functions of Management:
Planning
Organizing
Staffing
Leading
Directing
Motivating
Coordinating
Controlling

Management art or science
It has been said that Management is an art struggling to become science, (Terry &
Franklin). So it can be said that Management is both art and science
Types of Managers
 Top level manager (conceptual & design skills)
 Middle level manager(Human skills)
 First line manager(Technical skill)
Managerial skill
Technical skill
Human skills or interpersonal skill
Conceptual
Diagnostic skills
Managerial role:
Interpersonal roles: An interpersonal role means the roles of figurehead,
leader and liaison, which involve dealing with other people.
Informational roles: Informational roles mean the roles of monitor,

disseminator, and spokesperson, which involve the processing information.
Decisional role: The roles of entrepreneur, disturbance handler, resource

allocator and negotiator which primarily relates to making decisions.
What are the difference between unity of command and unity of direction?
The principle of unity of command is concerned with functioning of people while
unity of direction is related to the activities.
Unity of Command: Employees get command from only one given authority.
A subordinate (employee) must have and receive orders from only one superior
(boss or manager)
Unity of direction: One head and one plan for a group of activities with the same
objective. All activities which have the same objective must be directed by one
manager, and he must use one plan. This is called Unity of Direction
Management environment:
The elements of environment which affects management process is called
management environment
What are the types of Management environment?

a) Internal environment; includes-
Shareholders
Owners
Board of directors
Employee
Internal culture
b) External environment
-Task environment:
Competitor
Customer
Supplier
Strategic alliance
Government agency
-General environment:
Physical,

Cultural,
Economic,
Political,
Technological,
Legal,
International
Business environment:
The environment includes factors outside the firm which can lead to opportunities
for or threat to the firm (Gluck and Joss)
What are the elements of Business Environment?

1. Physical or geographical elements
2. Socio-cultural elements
3. Economic elements
4. Political elements
5. Technological elements
6. Legal elements
7. International elements
Management Ethics:
Managerial ethics are standards of conduct and moral judgment used by managers
of organizations in carrying out their business.
SWOT means
Strength
Weakness
Opportunity
Threat

Approaches of management;
1. Pre Classical theory/approach
a. Robert Owen (1771-1858)- father of modern personnel management and
worked at NEW LANARK
b. Charles Babbage(1792-1871)- contribution:
Division of labor
Efficiency of production
Profit sharing plan
c. Henry R. Towne(1844-1924)
2. Classical Theory:
Henry Fayol
Max Weber (1824-1920)
Chester I Bernard (1866-1961)
3. Scientific Management theory:

F.W Taylor
Frank B. & Lilian Gilbredth
Henry L. Gantt
Harrington Emerson (1853-1931)
4. Behavioral School
5. Quantitative approach
6. The system approach
Contingency approach:
Define System:
A system is an interrelated set of elements functioning as a whole
The system approach to the management process
Reengineering System
Input Transformation process Output
External environment
Source: H, weirich, M.V Connice, H. Koontz (p-21)
Planning:
The word planning comes from Latin word planus which means drawing sketch.
Deciding in advance what is to be done; that is, a plan is a projected course of
action (Newman)
Plan is a trap to capture the future- L.A Allen
Plan is a predetermined course of action to achieve a special aim or goal- S.A
Sherlekar
Planning is the management function that involves setting goals and deciding how
best to achieve them (Bartol & Martin)

Types of Plan:
7 types- given by Terry and 8 types -given by Koontz

Franklin
Policy Mission
Procedures Goals
Method Strategies
Standard Policies
Budget Procedures
Program Rules
Techno factor Program
Budgets
Mission: The activities to be taken to achieve long term goal. What we do to meet
up vision.
The basic function of a business of it
Vision: The ultimate goal of a business is called of its vision. where we are going
that is called vision
Goal: A goal is a future target that an organization wishes to achieve(Bartol &

Martin)
Goal means the purpose that an organization strive to achieves (Ricky W.Griffin)
Goals are the ends toward which activity is aimed (koontz)
Specific objectives is called goals

Objectives: The intended goal which prescribes definite scope and suggests
direction to effort of a manager.
Strategies: strategy expresses the intention of management about the way to

achieve objectives of organization.
Or, A comprehensive plan for accomplishing an organizational goals.-Griffin
Strategic Plan: Strategic Plans are broad plans developed by top managers to
guide the general directions of the org.
Kinds of Strategy:
» Corporate level strategy
» Business level strategy
» Functional level strategy
Policies
Policies may be defined as the regular process of accomplishing a work, such as
selling product in cash.
Permanent/standing solutions for recurring problem
Procedure
Procedures are plans that establish a required method of handling future activities.
They are chronologically sequences of required actions. They are guides to action
rather than to thinking and they detail the exact manner in which certain activities
must be accompanied.
Rules

Rules spell out specific required actions or nonactions, allowing no discretion.
They are usually the simplest type of plan.
Program:
Program is a single use plan for a large set of activities.
Budget:
A budget is a statement of expected results expressed in numerical terms
What is SMART goal?

Goal should be SMART;
Specific
Measurable
Achievable
Result oriented
Time bound
Decision Making
Decision Making is defined as the selection of a course of action among
alternatives- Weirich and koontz
STEPS IN PLANNING:
 BEING AWARE OF OPPORTUNITIES

 SETTING OBJECTIVES OR GOALS
 CONSIDERING PLANNING PREMISES
 IDENTIFYING ALTERNATIVES
 COMPARING ALTERNATIVES IN LIGHT OF GOALS SOUGHT
 CHOOSING AN ALTERNATIVE
 FORMULATING SUPPORTING PLANS

 NUMBERIZING PLANS BY MAKING BUDGETS
Efficiency
Efficiency is the achievement of the ends with the least amount of
resources.(koontz).
Efficiency means doing things rights(R.M Hodgetts)
Effectiveness
Effectiveness is the achievement of objectives
Productivity
The output-input ratio within a time period with due consideration for quality. We
can express it as
Productivity = output ( within a time period , quality considered)

input
Organizing
Organizing is the process of allocating and arranging human and non human
resources so that plans can be carried out successfully (Bartol & Martin).
Organizing involves establishing an intentional structure of roles for people to

fill in an organization, it is hoped task assigned them who can do them best.
Organization:
Organization is harmonious adjustment of specialized parts for the accomplishment
of some common purpose or purposes-Prof Haney
The process of identifying and grouping the work to be performed, defining and
delegation responsibility and authority and establishing relationship for the purpose
of enabling people to work most effectively together in accomplishing objectives –
L. A Allen
Elements of Organization:
According to R. W Griffin-
1. Identify Jobs
2. Grouping jobs
3. Establishing relationships
4. Distributing authority
5. Coordinating activities
Organization Structure:
OS is the formal pattern of interactions and coordination designed by management
to link the tasks of individuals and groups in achieving organizational goals –
Bartol & Martin
Types of Organizational structure:

Org. structures are the following types-
A. Formal or Bureaucratic org.
1. Line org.
2. Line & staff org.
3. Functional org.
4. Committee org.
5. Matrix org.
B. Informal Org.
Line org.:
An org. in which there is direct flow of authority from the top of the org. to the
bottom.
Functional org.:
Combination or blend of functional and product departmentalization in which there
is a dual command system that emphasizes both inputs and outputs
Departmentalization:
The grouping into departments of work activities that are similar and logically
connected
Authority:
Authority means the right to give orders and the power to exact obedience –H
fayol
Line Authority:
Formal Authority based on the hierarchical positions in the chain of command.
Power is much broader then authority (Legal right to command)
Responsibility:
The obligation to carry out duties and achieve goals related to a position- Bartol &
martin
Centralization:
Centralization tends to concentrate decision making at the top of the org. ( Terry
and Franklin)
Decentralization:
Dispersion of power and decision making to successively lower levels of the org.
(Mosely)
Span of management/Supervision:
The number of people who report to a particular manager.
Co-ordination: a process of arranging activities in relation to time place and effort

htat each item will be taken care of according to the needs of the situation.
Cooperation:
The collective action of one person with another or other towards a common goal (
G. R Terry)
Types of organization:
Organization structure
Direction:
The process by which actual performance of subordinates is guided toward
common goals (J.L Massie)
Division of work:
Delegation of authority
Leadership:
The ability to influence and motivate others to achieve organizational goal (Bovee)
The process of encouraging and helping others to work enthusiastically toward

objectives (Keith Devis)
Types of leader:
Formal leadership:
What are the theories of Leadership?

1. The Trait theory of Leadership
2. Situation theory of leadership
3. Path-goal theory of leadership
4. Behavioral theory of leadership
Group
Group is a two or more persons who working together to achieve common goals
Team
A small number of people with complementary skill work together to achieve
common objectives
Functions of leader:
Characteristics of leader
Co-ordinating:
Coordination deals with synchronizing and unifying the actions of a group of
people.(prof. Newman)
Motivation:
Motivation is the act of stimulating someone or oneself to take a desired course of
action. (M.Jucius)
A force that cause people to behave in a certain ways
Motivation and productivity are related

Here,
p= production
P=M ( A+K) M=Motivation
A=Ability
K=Knowledge
What are the theories of Motivation?

1. Need Hierarchy theory- Abraham Maslow
2. ERG theory- Clayton Alderfer
a. Existence needs
b. Relatedness needs
c. Growth needs
3. Needs theory – David Macclealnd
a. Need for achievement( nAch)
b. Need for affiliation ( nAff)
c. Need for power ( nPow)
4. Two factor theory- given by Herzberg
a. Hygiene factors
b. Motivational factors
5. Theory x and theory Y- given by Douglas McGregor
6. Expectancy theory – Victor H Vroom
M=E*I*V
Motivation = Expectancy * Instrumentality* Valence
7. Equity theory- J. Stacy Adams

8. Re-enforcement theory- B. F Skinner
9. Social Learning theory- Albert Bandura
10. Participation theory
Theory X and theory Y:

Suggested by Douglas Mc Gregor, Theory X suggests that people dislike work and
will avoid if they can.
Theory Y suggests people think work is the part of their life.
Broadly ….
Douglas McGregor,
Theory x Assumptions
1. People do not like work and try to avoid it.
2. People do not like work, so managers have to control, direct, coerce, and
threaten employees to get them to work toward organizational goals.
3. People prefer to be directed, to avoid responsibility, to want security; they have
little ambition.
Theory Y Assumptions:
1. People do not naturally dislike work; work is a natural part of their lives.
2. People are internally motivated to reach objectives to which they are committed.
3. People are committed to goals to the degree that they receive personal rewards
when they reach
4. People seek and accept responsibility under favorable conditions their
objectives
5. People are bright, but under most organizational conditions their potentials are
underutilized.
6. People have the capacity to be innovative in solving organizational problems.
Maslow’s need hierarchy theory
Herzberg’s two factor theory

Hygiene Factors Motivational Factors
1. Pay 1. Achievement
2. Company Policy 2. Recognition
3. Working relation 3. Responsibility
4. Working condition 4. Advancement
5. Status 5. Learning
6. Security 6. Nature of work
Controlling:
Controls involve whether anything occurs conformity of the plan, the instruction
issued and principles established. (H.Fayol)
The process in which management evaluates performance using predetermined

standards and, in light of the results makes a decision regarding corrective actions
(R. M Hodgets)
Other way, Control measure performance against goals and plans, showing where
deviations from standards exist, and helping to correct them.
Controlling process
Controlling techniques
A. Budgetary Control technique
B. Non Budgetary control technique
a. Gantt chart
b. Milestone budgeting
c. PERT –Program evaluation review technique
d. Program budgeting
C. Controlling technique of overall performance
a. Budget summary & report
b. Breakeven point method
c. Control through ROI
Budgetary control:
A tool of management used to plan, carry out & control the operations of the
business (J.I Brown)
Theory:
Theory is a systematic grouping of interdependent concepts and principles that
gives a framework to, or ties together, a significant area of knowledge.
Science:
Science, application of the scientific method to the development of knowledge. It
comprises clear concepts, theory, and other accumulated knowledge developed
from hypothesis, experimentation and analysis. so it’s a organized knowledge.
Technique:
Techniques are essentially ways of doing things, methods of accomplishing a given
result.
Staffing:
Staffing is the process of recruiting, selecting, training and developing
organizational personnel (R. M Hodgets)
Recruitment:
The process of searching for prospective employees and stimulating them to apply
for jobs in the org. (EB Flippo)

Sources of Recruiting:
a. Internal sources
1. Promotion
2. Recommendation of employed personnel
3. Recommendation of trade union
b. External sources
1. Job seekers
2. Educational institutes
3. Advertisement
4. Employment exchange commission
Selection:
The process in which an enterprise chooses the applicants who best meet the
criteria for the available positions (RM Hodgetts)
Job Design:
The specification of task activities associated with a particular job ( Bartol and
Martin)
What method would you follow to select employees?

A. Pre-selection
1. Collecting departmental requision
2. Determination of sources
3. Serving notice
B. Involve in employee selection
1. Receiving and security of application
2. Conducting test
a. Efficiency test
b. Intelligence test
c. Aptitude test
d. Personality test
3. Taking interview
4. Primary Selection
5. Enquiry of personal history
6. Medical test
7. Final Selection
C. After selection task:
1. Sending letter of appointment
2. Receiving report of joining
Promotion:
Placing employee to the higher position with greater responsibility, greater
knowledge, and greater advantages.
Basis of promotion:
a. On the basis of seniority
b. On the basis of merit
c. On the basis of seniority and merit
HRM:
The management of various activities designed to enhance the effectiveness of an
organizations work force in achieving organizational goal ( Bartol & Martin)
Training :
The process of altering employees behavior and attitudes in a way that increases
the probability of goal attainment. *(Hodgets)
Organization Development (OD):
A systematic, integrated and planned approach in improving enterprise
effectiveness (Koontz)
Scientific management- concepts & contributor

Frederick Taylor (1856-1915), lead developer of scientific management
Scientific management, also called Taylorism, was a theory of management that

analyzed and synthesized workflows. Its main objective was improving economic
efficiency, especially labor productivity. It was one of the earliest attempts to apply
science to the engineering of processes and to management. Its development began
with Frederick Winslow Taylor in the 1880s and 1890s within the manufacturing
industries. Its peak of influence came in the 1910s; by the 1920s, it was still
influential but had begun an era of competition and syncretism with opposing or
complementary ideas. Although scientific management as a distinct theory or
school of thought was obsolete by the 1930s, most of its themes are still important
parts of industrial engineering and management today. These include analysis;
synthesis; logic; rationality; empiricism; work ethic; efficiency and elimination of
waste; standardization of best practices; disdain for tradition preserved merely for
its own sake or merely to protect the social status of particular workers with
particular skill sets; the transformation of craft production into mass production;
and knowledge transfer between workers and from workers into tools, processes,
and documentation.
Behavioral science
Industrial science:
Principles of Management (14)

a. Authority and responsibility: Refers to the rights inherent in a managerial
position to tell people what to do and to expect them to do it. Responsibility
means the obligation to perform any assigned duties.
b. Unity of command : The management principle that each person should

report to only one manager
c. Unity of direction
d. Centralization
e. Scaler chain
f. Espirit de corps
Span of control:
Span of control refers to the number of subordinates a supervisor has.

In a broad sense span of control or span of management is a dimension of
organizational design measured by the number of subordinates that report directly
to a given manager. This concept affects organization design in a variety of ways,
including speed of communication flow, employee motivation, reporting
relationships, and administrative overhead.
Industrial psychology –contributor
MBO:
Management by objectives (MBO)( popularized by Peter F Drucker in1954 )
MBO is the process of collaborative goal setting by a manager and subordinate-
Griffin

The essence of MBO is participative goal setting, choosing course of actions and
decision making
So it is a process of defining objectives within an organization so that management

and employees agree to the objectives and understand what they need to do in the
organization.
MBE:
Management by Exception is a "policy by which management devotes it’s time to
investigating only those situations in which actual results differ significantly from
planned results.
The idea is that management should spend its valuable time concentrating on the
more important items (such as shaping the company's future strategic course).
Attention is given only to material deviations requiring investigation."
Management Thought:
The schools of management thought are theoretical frameworks for the study of
management.
Disagreement exists as to the exact number of management schools. Different

writers have identified as few as three and as many as twelve. Those discussed
below include
 The classical school: Managing workers and organizations more
efficiently.
 The behavioral school: Understanding human behavior in the organization
 The quantitative or management science school: Increasing quality of
managerial decision-making through the application of mathematical and
statistical methods.

 The systems school: Understanding the organization as a system that
transforms inputs into outputs while in constant interaction with it’s'
environment.
 The contingency school: Applying management principles and processes
as dictated by the unique characteristics of each situation.
Gantt chart:
A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts
illustrate the start and finish dates of the terminal elements and summary elements
of a project.
Organizational conflict
Job enrichment
Job Enlargement
Hierarchy of Objectives
The hierarchy of objectives is a tool that helps analyze and communicate the
project objectives. It organizes these objectives into different levels of a hierarchy
or tree. Different organizations use different names for the various levels and the
types of objectives at each level, but otherwise there is a great deal of similarity in
approach.
This approach organizes objectives into three broad levels:
Policy
Strategic, and
Operational.
For example:

Equity theory
Sociological approach-Max weber
Hawthorne studies and its effect conducted at western electric factory outside
Chicago. (Contributor Elton Mayo)
The Hawthorne effect is a form of reactivity whereby subjects improve or modify
an aspect of their behavior being experimentally measured simply in response to
the fact that they are being studied, not in response to any particular experimental
manipulation. (Wiki)
Mayo is known as the founder of the Human Relations Movement, and is known
for his research including the Hawthorne Studies and his book The Human
Problems of an Industrialized Civilization (1933). The research he conducted
under the Hawthorne Studies of the 1930s showed the importance of groups in
affecting the behavior of individuals at work. Mayo's employees, Roethlisberger
and Dickson, conducted the practical experiments. This enabled him to make
certain deductions about how managers should behave. He carried out a number of
investigations to look at ways of improving productivity, for example changing
lighting conditions in the workplace. What he found however was that work
satisfaction depended to a large extent on the informal social pattern of the work
group. Where norms of cooperation and higher output were established because of
a feeling of importance, physical conditions or financial incentives had little

motivational value. People will form work groups and this can be used by
management to benefit the organization.
He concluded that people's work performance is dependent on both social issues

and job content. He suggested a tension between workers' 'logic of sentiment' and
managers' 'logic of cost and efficiency' which could lead to conflict within
organizations.
Grapevine:
A kind of informal organization network over which information tend to flow
usually regularly, between persons who know and trust each other.
Competitive Strategies of a business

» Cost leadership strategy
» Differentiation strategy
» Innovation strategy
» Growth strategy
» Alliance strategy
Virtual Company:
An organization that uses information technology to link people, organization,
assets and ideas.
What is value chain?

Value chain views a firm as a series, chain or network of basic activities that add
value to its products and services and thus add a margin of value both to the firm
and its customer
Marketing
Marketing:
It is all about finding out and then link or contacts between producers and
consumers.
To make this link, it is very important to find out & then deliver exactly what
consumers wants.
So, it is all about finding out and then delivering what consumers wants in a
profitable way.
Market:
The set of actual & potential buyers of a product
Consumer:
One who purchase for the purpose of individual or household consumption.
Need:
The state of felt deprivation (Kotler)
Wants:
Wants are desire for specific satisfies of those deeper needs
Demand:
Demands are human wants that are backed by buying power
Customer:
Someone who regularly purchase from a particular store or company

Difference between Manager & Leader
Manager Leader
React to change Create Change
Have a good idea Implement them
Try to be hero Make heroes
Exercise power over people Develop power with pepople
Qualities of a good manager

Creativity
Commitment
Discipline
Assertive
Delegation
Leadership
Good Communication
Locus of Control
The extent to which individuals believe they can control events affecting them.
Understanding of the concept was developed by Julian B. Rotter in 1954, and has since
become an aspect of personality studies.
A person with an internal locus of control believes that he or she can influence events
and their outcomes, while someone with an external locus of control blames outside forces
for everything.
Reinforcement theory
It proposes that you can change someone's behavior by using reinforcement, punishment,
and extinction. Rewards are used to reinforce the behavior you want and punishments are
used to prevent the behavior you do not want. Extinction is a means to stop someone from
performing a learned behavior

Motivation
Financial Motivation
1. Increase salary
2. Profit Sharing
3. Bonus
4. Accommodation facilities
5. Transportation facilities
6. Medical
7. Promotion
8. Reward
Non financial
1. Recognition
2. Praise
3. Participation
4. Good behavior
5. Job security
6. Training
7. Fair working environment
Henry Fayol’s 14 Principles

1. Division of labor
2. Balancing Authority & Responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to the general interest
7. Remuneration
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of personnel
13. Initiative
14. Esprite-de corpse
Theory of Jungle
Principle of Bureaucratic Management

1. Job Specification
2. Authority hierarchy
3. Formal rules & regulation
4. Impersonality
5. Formal selection
6. Career orientation
MBWA:
This is a management style where manager wandering around in unstructured manner to
check with employees or equipment and status of ongoing work.
MIS:
MIS, broadly refers to a computer-based system that provides managers with the tools to
organize, evaluate and efficiently manage departments within an organization
Management Information Systems (MIS) is the study of people, technology, organizations
and the relationships among them.

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A Simple

Management is a set of activities (including planning, organizing, leading,

In other words, management is the activities or process of proper utilization of the

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 2

Who is Father of Modern Management?

Define Scientific Management:

Who is Father of scientific Management?

The famous book of FW Taylor

What is the meaning of POSDCORB?

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 3

Meaning of Espirit De corpse

Z theory: This is a combination of American management and Japanese

What is the most important function of Management?

Define Islamic Management.

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 5

Informational roles: Informational roles mean the roles of monitor,

Decisional role: The roles of entrepreneur, disturbance handler, resource

What are the types of Management environment?

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 7

What are the elements of Business Environment?

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 8

3. Scientific Management theory:

6. The system approach

The system approach to the management process

Input Transformation process Output

Source: H, weirich, M.V Connice, H. Koontz (p-21)

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 10

7 types- given by Terry and 8 types -given by Koontz

Goal: A goal is a future target that an organization wishes to achieve(Bartol &

Goals are the ends toward which activity is aimed (koontz)

Specific objectives is called goals

Strategies: strategy expresses the intention of management about the way to

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 12

What is SMART goal?

 BEING AWARE OF OPPORTUNITIES

Compiled by Gaffar Khan, Admin: Management-Islamic University, Kushtia 13

Productivity = output ( within a time period , quality considered)

Organizing involves establishing an intentional structure of roles for people to

Types of Organizational structure:

Power is much broader then authority (Legal right to command)

Co-ordination: a process of arranging activities in relation to time place and effort

The process of encouraging and helping others to work enthusiastically toward

What are the theories of Leadership?

Motivation and productivity are related

What are the theories of Motivation?

Motivation = Expectancy * Instrumentality* Valence

7. Equity theory- J. Stacy Adams

Theory X and theory Y:

Maslow’s need hierarchy theory

Herzberg’s two factor theory

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The process in which management evaluates performance using predetermined

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What method would you follow to select employees?

Scientific management- concepts & contributor

Scientific management, also called Taylorism, was a theory of management that

Principles of Management (14)

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b. Unity of command : The management principle that each person should

Span of control refers to the number of subordinates a supervisor has.

Industrial psychology –contributor

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So it is a process of defining objectives within an organization so that management