COURSE OUTCOME

K1 CO1 To understand the functions in management as

applied in practice.

K2 CO2 To evaluate organizational decision.

K3 CO3 To get the idea about training and development.

K4 CO4 To analyze the key issue related to administering.

Unit-1 Introduction to Management:
Management –Definition – Nature – Scope and Functions – Principles of Management -Evolution of
Management – Thoughts – Contribution of F.W. Talyor – Henry Fayol – Elton Mayo – Hawthorne
Experiment – Management by Objective(MBO) – Management by Exception (MBE) – Management by
Participation (WPM)

Unit-2 Functions of Management:

Planning – Importance – Advantages – Steps in Planning – Types of Plans – Decision Making –
Planning – Types of Decision – Process of Decision Making.
Organizing: Nature and Purpose of Organizing – Principle of Sound Organization –Types of
Organization – Factors

Unit-3 Human Resource Management:

Measures - Definition – Need – Evaluation – Importance- HR Planning – Factors Governing Planning.

Unit-4 Performance Appraisal and Sustaining Employee:

Methods of Performance - Staffing – Sources of Recruitment - Selection Process – Training -
Evaluation. Modern Methods of Control - The Control Process – Importance, Techniques – Methods –
Requirement of Effective Control Systems Grievances – Causes – Implications – Redressed Methods –
Collective

Unit-5 Motivation of Employee’s:

Motivation – Types of Motivation – Theories of Motivation – Morale – Measures to Improve Morale –
Job Satisfaction – Determinants of Job Satisfaction - Steps to Improve Job Satisfaction – Stress
Management – Causes – Steps
1. Management is an activity
2. It is an purposeful activity
3. It is concerned with the effort of a group
4. Management is getting things done through
5. It applies economic principles
6. Involves decision making
7. Co-ordinates all activities and resources
8. It is a universal activity
9. It is intangible
10. It is profession
1. Subject matter of management
2. Functional areas of management
3. Management is an interdisciplinary approach
4. Principles of management
5. Scientific management
 Planning

Controlling Organizing

Management

Co-ordinating Staffing

Directing
Functions of management
 MBO is "a process whereby superior and
subordinate managers of an Organization jointly define
its common goals, define each individual's major areas
of responsibility in terms Of results expected of him
and use these measures as guides for operating the unit
and assessing the contribution of each of its
members."
George Odiorne
All individuals within an organization are assigned a
special set of objectives that they try to reach during a
normal operating period.
Performance reviews are conducted periodically to
determine how close individuals are to attaining their
objectives.
Rewards are given to individuals on the basis of
how close they come to reaching theirgoals.
• Translate main statement into operational
terms.
• To give directions and set standards for the
measurement of performance.
• Tomeasure and judgeperformance
• To relate individual performance to
organizational goal
• To foster increasing competence and growth
of subordinates
• To enhance communication between
superiors and subordinates
• Toserve as a basis for judgments about salary and
promotion
• Tostimulate subordinatesmotivation
• Toserve as a device for organizational control and
integration
• Toset long term and short term objectives
 Define
Organization
al Goals

Define
Performance
Employee
Appraisals
Objectives

Continuous
Monitoring
Providing
Of Employee
Feedback
Performance
And Progress

Perfor mance
Evaluation/
Reviews
Develops result-orientedphilosophy
Formulation of dearergoals
Facilitates objectiveappraisal
Raises employeemorale
Facilitates effectiveplanning.
Acts as motivationalforce.
Facilitates effectivecontrol
Facilitates personalleadership.
Basis for organizationalchange
Time-consuming
Failure to teach MBOphilosophy
Reward-punishment approach
Increases paper-work
Creates organizational problems
Develops conflicting objectives
Problem of co-ordination
Lacks durability
 Type of management in which employees at all levels are encouraged
to contribute ideas towards identifying and setting organizational-
goals, problem solving, and other decisions that may directly affect
them. Also called consultative management.
 Participatory management is the practice of empowering members
of a group, such as employees of a company or citizens of a
community, to participate in organizational decision making.
Meaning of planning
The first and foremost function of management is planning.
Simply, planning is deciding in advance what should be
done.
Definition
Planning is deciding the best alternative among others to
perform different managerial operations in order to achieve
the predetermined goal.
- Henry fayol
1. It focuses on objective
2. It helps to avoid “no work” or “work pressure” situation.
3. It helps to avoid wastage of resources
4. It ensures efficiency as well as effectiveness
5. It reduces risk and uncertainty
6. It provides for co-ordination
7. It facilitates control
8. Planning also provide scope for decentralization
1. Uncertain nature

2. Expensive

3. Rigidity

4. Loss of initiative

5. Ignorance of subordinates interest

6. Complacent attitude
1. Identifying business opportunities

2. Establishment of objectives

3. Determination of planning premises

4. Identifying the alternative course of action

5. Evaluation the alternative course of action

Classification of plans according to time
1. Long-term planning-

2. Medium- term planning

3. Short-term planning
Meaning
Decision making is the process of selecting one alternative from
among a number of alternatives available.
Definition
decision making is a process of selection from a set of
alternative course of action which is thought to fulfill the
objective of the decision problem more satisfactory than others.
- Haynes and Massie
1. Identifying and understanding the problem

2. Making an analysis of the problem

3. Identifying alternative solution

4. Evaluating the alternative solution

5. Selecting the best solution

6. Implementing the decision

7. Review
1. Organizational decisions
2. Personal decisions
3. Strategic or basic decision
4. Routine or repetitive decisions
5. Policy decisions
6. Operating decisions
7. Programmed or structured decisions
8. Non-programmed or unstructured decisions
9. Individual decisions
10. Group decisions
Definition

Organizing is the structural framework of duties and

responsibilities required of personnel in performing
various functions within the company.

- Wheeler
1. Objective
2. Division of work
3. Authority and responsibility
4. Delegation
5. Balance
6. Responsibility is absolute
7. Unity of command
8. Unity of direction
9. Simplicity
10. Flexibility
1. Line organization

2. Line and staff organization

3. Functional organization

4. Committee organization

5. Project organization

6. Matrix organization
 The line organization, also known as the military
organization, is the oldest form of organization. In such an
organization the superior at the top makes decision and
communicates his decision and assign certain work to his
subordinate. The subordinate in turn makes certain
decisions within the scope of his authority and assign duty
to his subordinate and so on.
Advantages of lineorganisation Disadvantages of lineorganisation

1.Simplicity 1. Lack of specification

2. Division of authority andresponsibility 2. Over loading

3. Unity of control 3. Lack of initiative

4. Speedy action 4. Scope for favoritism

5. Discipline 5. Dictatorial

6. Economical 6. Limited communication

7. Co-ordination 7. United administration

8. Direct communication 8. Subjective approach

9. Flexibility 9. Instability

10. Lack of co-ordination

Meaning

This type of organization is suitable for large scale

establishment. There will be separate departments to
look after different line of activities.
 Board of directors

Managing director

Production manager marketing manager

Foreman 1 Foreman 2 Sales off-1 sales off-2

Workers Workers
Advantages of functional Disadvantages of functional
organisation organisation

 Benefit of specialization  Complex relationship

 Application of expertknowledge  Discipline
 Reducing the work load  Over specialization
 Efficiency  Ineffective co-ordination
 Adequate supervision  Speed of action
 Relief to line executive  Centralization
 Co-operation  Lack of responsibility
 Economy  Increasing the overhead expenses
 Flexibility  Poor administration
 Mass production  Suitability of functional
The organization structure, in which specialist are
added to the line managers to provide guidance and
support, is called line and staff organization.
Advantages of line and stafforganisation
Facilitates to work faster andbetter
Specialization is attained
Enables to utilize experience andadvice
Officers can take sound advice
New technology or procedure can be
introduced without anydislocation
Promotes efficient functioning of lineofficers
Very good opportunity is made available to
young person to get training
Disadvantages of line and stafforganisation
If powers are not defined then getconfusion
Line officers may reject advice without any
reason for their action
Staff officers are not responsible if favorable
results are not obtained.
Difference between line and staff officerswill
defeat the very purpose of specialization
Line officers blame staff officers for unfavorable
results and want to get rewardsfor favorable
results
 A number of persons may come together to take a
decision, decide a course of action, advise line officers
on some matters, it is a committee form of
organization. It is a method of collective thinking,
corporate judgment and common decision. A
committee may be assigned some managerial functions
or some advisory or exploratory service may be
expected from it.
 Merits Demerits

Pooling of opinions Time and cost

Improved cooperation Compromise

Motivation Strain on interpersonal

relations

Representation Lack of effectiveness

Dispersion of power Personal prejudice

Definition
A project organization is a preferred means
whenever a well defined project must be dealt with or the
task is bigger than anything, the organization is
accustomed to.

-George R. Terry
 Merits Demerits

Concentrated attention on project Accentuated problems of co-

work ordination

Advantages of team specialization Unclearly defined relationship

Ability to cope with environmental Feeling of insecurity among personnel

influences

Timely completion of the project Duplication of efforts

Definition

A matrix organization is a structure in which there

is more than one line of reporting managers. Effectively, it
means that the employees of the organization have more
than one boss!
Merits ofMatrix Demerits ofmatrix
organization organization
Achievement of objectives Complex relationship
Best utilization of Struggle for power
resources Excessive, emphasis on group
Appropriate structure decision-making
Flexibility Arising conflict resolution
Motivation Heterogeneous
Personal development
1920-1940 • Clerical Function

1941-1960 • Administrative Functions

1961-1980 • Managerial Function

1981-2000 • Strategic Partner

• Strategic partner and

From 2000
Decision making
What is human resource planning?

Human resource planning is the process of

determining the manpower requirements and the means
for meeting those requirements in order to carry out the
integrated plan of the organization.
- Coleman
1. It helps the organisation to procure the required
manpower.
2. It further helps to replace employees
3. It helps in expansion programmes
4. It ensure optimum investment in human resource
5. It is indispensable to give effect to reservation
policy
6. It is essential in view of the problem of labour
turnover
7. It helps to tackle the problem of surplus and
shortage of manpower
8. It becomes necessary to meet the needs of changing
technology
 Factors governing HRP

Internal factor External factor

 Performance appraisal is the process of making an
assessment of the performance and progress of the
employees of an organization.
Traditional Modern
method method
Rating scale
360 degree feedback
Rating method
MBO
Check list
method
Critical incidents Assessment centers
method Behaviorally Rating Scale
Forced choice (BARS)

Forced
distribution
Essay method
Paired
What is training?

Training is the act of increasing the knowledge and

skills of an employee for doing a particular job.

- Edwin B. Flippo

What is Executive development?

It is a planned program for developing the conceptual,

decision making and leadership abilities of managers.
 Apprentic
eship

Job
Coaching
rotation

On the
job
training

Under Vestibule
study training

Job
instruction
Training
 lecture
In
Confere
basket
nce
training

Off the
Counseli
job Reading
ng
training

Business Role
game playing
Case
study
What is recruitment?

Recruitment is the process of searching for

prospective employees and stimulating them to apply for
jobs in the organization.

-Edwin B Flippo
 Recommendation by
existing employee

INTERNAL Transfer
SOURCES

Promotions
 INTERNAL SOURCES

ADVANTAGES DISADVANTAGES

 Time saving  Limited scope

 Reliable method  Partiality

 Reduced training cost  Hinder fresh thinking

 Better motivation  Less choice

 Improved loyalty  Talent ignored
 Reduces turnover  Lethargic attitude
 Better relation  Conflict
 High productivity  Might affect growth
 Difficult to turnaround
 Advertisement

Employment exchange

Private employment consultants

EXTERNAL Campus interview
SOURCES

Rival firm

Unsolicited applicants
 EXTERNAL SOURCES

ADVANTAGES DISADVANTAGES

Availability of suitable person  Higher turnover

Brings fresh thinking  Lack of co-operation

Economical  Lack of adjustment

Initiate turnaround  Affects initiative

Avoids politics  Affects motivation

Enables growth  Clash of ideas

Improved diversity  Chance of failure

 Recruitment Process

Recruitment planning

Designing recruitment strategy

Evaluation of recruitment sources

Implementation of strategy

Advertising the vacancy

Evaluation
What is Selection?

Selection is the process in which candidate for

employment are divided into two classes, those who
are to be offered employment and those who are not to
be.
- Dale Yoder
Receiving application forms

Scrutiny

Preliminary interview

Test

Final interview
Checking reference

Medical examination

Appointment

Probation

Confirmation of service
 Control is the continuing process of measuring the
actual results of the operations of an organization to the
results which were planned.

-Brech
 Measurement
of actual Taking
Establishment Finding out
performance corrective
of standards deviations
and making action
comparison
1. It ensures attainment of enterprise objective

2. It highlights the quality of plans

3. It ensures successful implementation of plan

4. It ensures that employees work with commitment

5. It provides scope for delegation

6. It facilitates co-ordination

7. It promotes efficiency
Simplicity

Suitability

Objectivity

Flexibility

Economical

Usefulness

Forward looking

Promptness

Supported by employees
1. Budgetary control
2. Cost control
3. Inventory control
4. Break-even point
5. Profit and loss control
6. Statistical analysis
7. External and internal audit
8. Return on investment control
9. Management information system
 Any combination of psychological and
physiological and environmental circumstances that
cause a person to truthfully say I am satisfied with my
job.

- Hoppock
 Morale is a mental condition of groups and
individuals which determine their attitude.

- Davis
Right man for right job
Satisfactory work
Work environment
physical condition
Work method
Social environment
Incentives
Job rotation
Grievance handling
 Firms should be guided by human values. They should
treat their employees fairly and with respect.
 Employees should be provided for growth in their
career.
 There should be opportunities for employees to exhibit
their initiative.
 Job should be made interesting and challenging.
 Job should be matched with the interest , knowledge
and potential of employees.
 Remuneration and incentives should be according to
employee contribution.
 Working condition should be good and the work
environment should be convenient.
 There should be healthy relationship with superior,
subordinates and peers
 Employee should be informed of the importance of
their contribution.
 Opportunities to improve skills and knowledge
through training and development.
 Building a strong company image so that employees
feel proud to work in a firm.
 Job rotation, job enrichment and job enlargement to
reduce monotonous and increase the interest.
Meaning
stress is an adaptive response to an external
situation that results in physical, psychological and
behavioral deviations for organizational participants.

- Fred Luthans
1. Individual stressors
 Life and career change
 Personality type
 Role characteristics
2. Group stressors
 Group norms
 Group cohesiveness
 Group objectives
 Lack of social support
 Conflict
3. Organizational stressors
 Goals
 Policies and procedures
 Rules and regulations
 Working conditions
 Compensation
 Job design
 Organizational structure
 Performance appraisal
4. Extra organizational stressor
 Family obligations
 Economic conditions
 Financial conditions
 Cultural conditions
 Technological conditions
Thank you