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    81 views50 pages

    MPOB

    Uploaded by

    Tanish Jain

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    © All Rights Reserved
    Download as PDF or read online from Scribd
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    of 50
    NATURE AND PROCESS OF Mavic ONCE oe ANAGEMENT 1 mean OF MANS : nent Traditional Viw of Manes ay an at of getting thins dove ty Tadonalls mane ef others is known 28 "Manage eg thers The pean 80 i en dough and with the help of ope sccomplishes the goa employee. wr pasar Ganon: At of Gating Things Done Taal 3s done through people of geting thine | maracomerie at Mary Parker Fug ings done trough others... Amanageris crag, re by drecing the ets of others CS. George of got Managemen consis | awe cree The tad the present-day environ aspiration It has been criticized on levels of edocs ncgive the functions which a manager has to perform to ge res from ater (a9 It gives the impression of the manipulative character of the practice management (Gi The employets are merely treated as means for getting results, In oe words, their position is like a cog in che wheel. (G) The needs ofthe workers have been ignored. The workers are supposal wo ike machines ‘Modem Definition of Management The modesn concept of management considers management as the proces of wilisation of bumen resources and physical resources (i.e, capital, machin materials tie) in sucha manner that organisational objectives are achieved dt) 4d eficiently In oties words, management involves planning, organising sao ina controling the activities of the encerprise for the efficient utilisation of 19 achieve organisational goals, nitions of Management | lef Working with and through others to efctvely actiey? Ulising the limited resources in the chanaid Kroner {OF human efforts and material resources towers jective” —BM. Richman ee end of planning, organising, actuated {9 determine and accomplish te si /and othar resources.” George R. Tee George proces bine, ‘erinely ‘affing ttion of EN 15 ning t0 Koon and Welsidh, "Managemen te rec of dng Bcienly accomplish elected aims or goals "Weal of management a 8 ogenention wherein individuals and groups work together forthe asin gement Wh men or organising stafing, drecing and ee Efctvenes and efficiency ae two sides of the sare com. Bur th oaapects ned tu be balan Forempl,iciseier tbe cllceney ie. complete the given task but aa company has two unitsto produce colour TVeand month. Ite fis unit achiees this targa h cont Suppose, och has a argc of 4,000 unt pe ost Rs. 6 00 per uni as compared the cost oF Rs 6,500 per ani the ft nit would be consered more efficient. However bach th re abe or thelongterm survival ane Table 1.1 : Effectiveness vs. Efficiency ‘Fffectveness ]itteter to aecomplshenent oF Ea ae eas Fara sa Ti feces on geting wotnwn | in ir 117s unicdimensional in nature =| eoncemad wih the ede ee nl Ep METALS LT i iio Seq 22 eae ce Et ee i z loz) (S508 ‘el s9a3e 231777 Adit dat EE = = = = ce HE | Ula H i f 5 Git? i Mos Weise een o sonGERIAL FUNCTIONS, POLES AND SKILLS sou 7 2. seus ES) MANAGERIAL FUNCTIONS 3 WR | Maer marr ht wl doen ic psie I al casi management functions ino five categories a falls = mee | ep femal BI = ese fe hse ore gree Pestana a ccs Tite Gl ore si of nine fio it ex BODE Eh irked FODSCoRD aan go EO ertinsee Ofm Opti Diovan Sereeeies Peet teporting, and B for Budgeting. < nities nreerening Accorting Koont nd ODonndl, “The mor wd thd ef cteipgg — Dect gpm cman fing pig ope Pee ig i ak ce nenseestracee eee Pereira Te ore cinta o'er eg anaes: finches inst loving ane (Di anaing Dlorgoking (6) Salling (@ Drecing i (9) Govalig & Paning I Panning lays down the objectives to be achieved and the step ta be fllowed to ache them, Iisa mental proces requiring the we ofinllectual faci foesghe > and ound judgement. Irinvovescectng and relating of facts and making ind wing sf asumprions regarding the future in the visualisation and formation of proposed ‘ives belived necessary to achieve the desired results. I involves deciding in advance srlato do, shen todo, where to do, hove to do and who isto do and how the ress aretobe evaluated, Thus, planning is the systematic thinking about the ways andthe ‘means forthe accomplishment of predetermined objectives. _ Panning involves the following steps: ) Determination of objectives; aANRERIAE 24 Fado and proc ad (Go) Preparation o (0) dudgeting ee ‘penaawetite dcegetenemeeasico cy pion lateaery ee sei and co make 3 fp. Good panning and lenge psd ihe objectives, policies rules, | pee othe purpose of planning tee ae time full advantage of faite aicand where we want to Thangs busines conditions which management brings evformed when an ining the activities Organising ax funcion of management PY ni hi cin muse ie ‘Organising involves deterr ore persons: OF ng ng he rouge artemis and I cea ann te peonle sche reget the hua sett involves oe tobe donc, 0PM sreaing a seueure 0 bjecives ofthe enters. wick defined organizing 2s dere the purpone and arsanging chem in groups which riddle process of organisation involves the spol elations ince organisation Irian impor aarari ee the nuttc ofthe actviss required to artan the group goa ee aes andthe asignment ofthe activities tothe individuals with necessary delegation of authori. "The proce of organisation involves the following steps ining whac activities are necessary to achieve may be necessary 10 assign co the ‘determination of authority and sean function of every manager 1 the grouping, (@) Determination of objectives: (8) Identification and grouping of activities; (@) Assignment of duties to individuals; and (@) Development of relationships. Staffing or Human Resource Management ‘After organising the various activities to be performed, management is in a ow eg ers einen fh epi ies Lords in be ee Ngee pscmde ih ring cing ining the rope fille reptemens ofthe emesis Ina runing enepie, szafing is «comiols proces because new jobs are created inthe enterprise and existing employees leave the enterprise. pe Sealing comprises of those activities whi 2 ose activitcs which are essential to keep manned ¢ positions created by the organisation structure. It includes the task cera i urements with regard to num! requirements with gard ro number and types of people for the jabs tobe done, laying RI ONGTONS ROTESAND'SRUS Fein fr ros rb nd recrting #esng ah Waining oS sd chose jb cient S | rng x conceredwith both manages 2nd A00-MANAE. Ie by manages al Pi ee regnison o foe ono Fees eean be Paring ecves: (Human resource planning, Gi) Deciding rources of recruitment (i) Receiving applications (ie) Testing and interviewing. (0) Final seleccon and issue of appointment ltr. (i) Ovientation and placement {oi Training and development. 9 na tevle Ear, staffing was considered part fonction (rahelmporance Of rhe human factor in ing ene, ere asprin Sealing weal jrecting and Leading, jirecting ane heaton is the proces of guiding, supervising, leaing and motivating the Pisses wo workin a way that is beneficial to the enterprise. The manage yo tori ‘A ght path but also leads the subordinates to achieve the obj pe, Bae longingness, faith anc ea ory emer. He crests «sense of Belongingnes. uth and lyst among dhe subordinates “The direction function involves the following four elements (Leadership. Leadership is the process by which a manager guides and Influences the work of others in choosing and attaining specified goals. According to {Chester Barnard, leadership isthe quality ofthe behaviour ofthe individuals whereby they guide people towards the accomplishment of some common gol Gi) Communication. A manager has to tell the workers what they are required to do, how to do and when to do it. It has to create an understanding in the minds of the subordinates of work to be done. This is done by the process of communication, (ii) Motivation. Ic is the function of a manager 1o motivate the people working under him to perform the work assigned. A successful manager motivate the people to work harmoniously for the arainment of desired objectives i) Supervision. Supervision is the process by which conformity between planned and actual results is maintained. Effective supervision ensures greater output of high quality Ie teaches the subordinates the way their tasks are to be performed. Controlling. According to Fayol, “Jn an undertaking, control consists of verifying whether ‘occur in conformity with the plan adopted, the instructions issued and the tablished” Controlling is that management activity whereby the manager D od Write ‘anni FINETIONS, FO rl nei he devin 26 ‘ump cal perma pt th eed race ane Pe — eee and help ervare the eaination ofthe specific sous ep mc ning salicaria tgs wc cop agennd Ef pe fn Sones ht ag pa en ENR A een Te con eee ae Seng up of sandr (i> Mean psormance (i) Comparing performance wth senda (Ge) Ting corse action 12.3 COORDINATION—THE ESSENCE OF MANAGING ‘Coontinacon bs ben viewed by diferent management expert in diferen nye Hen ol conics eoetination 2 fnction of manager Louis A. Allen say TOTS caudinaon one af the scparste managerial Runctons. James D. Mooney ‘Saud coordination as efit prinple of organtarien Ral: Davis locks pon, ordination primary a 2 tl phas of conrelng ae ey cena rem epee a ire fee een Sea eee tee one een TS EERE Er nme Ces eee renee eee inn ‘ote Se eee eee mi Se Siac a Sel oe i ee ae (Gi) is continuous process arid on by the managers, (9 Ie purposes to scue unity of action towards common objectives. Significance of Coordination The bs role ofa manager Fhe asl of manage anenepric i ike ht ofan ochsa condor ' sie awicnienggahasmtaer oon the op, vipa aca cordinitor the manager pefoms the Function of securing and inaining falar es Ls manner thar ie Beings abou ‘harmonious relations and us in abusines ae i Be tele nce kt The a tei-The aa snd Efficiency! Coordination leads &0 economy and vein uan by avoiding westage of sources 1c duplication of efits pa, in oer el be no delays and reaowns which wl Farther ng a Fi ger Ualsation of Human Resoures, Modet Oretnations cm ie + robe urlsed fully. Coordination can help in integration o Fwuch experts seri rie of the experts oF spec Ie the story of excalence through coocdnaton, The | f Mumét Mamie copie: yw courdnated recs that scar | ls the fer day, What is the secret behind te eticoncy wih Sioa tec aed! ee a bagrs inte kicnens cf Mura fer parson sap | to abana opin he ime-consuig process of repatng rin | eet eh What happens net Gemonsraes te cooranaten | Ohl Gabbala ic up te tins fom the specea | ie deboaetpotha nearest ratay alton. The eocend dabbawala sors ot Rees aay siakon according to them destination and pute he he ay stator auets with he abbas To the rally staions wares gpape cariage. The ® AR ar The tur one pois up dabbas fom the alway ston an cope, | | to ete rerpooe ofc. reruns cf achowtia ews becingtrouontatonactiin, | | Byrimoring mou oper primer custome’. The whole tf to | Sito een Feetfos aogigive technology. The dabbawalias ee ge andlocal inst ahiove thet target. There are Several ous that en aly and network wth each other to achieve their Common goal ane erpiGed int several mal dtbuton sectors and each seco Shanes | Esettlireecon ic pemomerprose nowy butceay era | ya a pe pa pracice. Many new employees work for mona unc tho anne other soos | Pasnaliyand tin management arecntopofthe agen for dabbavalas, What | Pea ae the beboanales never Get delayed oven by afew mince, Tra story. Te coo rhera tes, Site daboavel (G#) Meeting Environment Challenges. The technological, economic, socal and poltcl environments of modern business are very complex. Proper coordination of the operations of diferent departments can help in meeting these challenges effeciv ee renee rae a ue = erin nd fing 0 sang ets : roe er pte Hwee arraeene ee ovr Conn er ce ne an oe to tc sepium aren ec Seren .28 Courdnton The xsnce of ania. Ips ae eroninaon among th brits snd subi he stent ons Corinto ried ery Fneon of Ramgenenc an dcused blow "F Cosnlination through Planning. Plans of di te pope ease, obese the objectives ofthe orgaiition wil nos be ere puaning leas tofomuaon of budge paiccsand procedures “ical tol of oorinaton “Gh Coonlnaton srough Organising, Coordination is xual importan in onganing Al aces eel achieve te deed abectves must be propa grouped and signed the igh people (id) Cooninaton chrough Salfing. In safing, balance must be stained therween ob reuiements andthe quaiesofthe personnel who are placed on diferen jobs. Manpower planning ian important rool of coordination extn th Don The deton fnion of men oe a ee ‘communication ae designed to secure uni of ation in 3 group. Coordination sepia E88, Cos =a (Cain gh Cava, Te os Tal canara GPE Tee clase ce wih end go ie ecolition. Comin Inch hypo dvton nthe prrmance of aris india ifferent departments mux, a = cad a Sa a 2 parc Bure But SAND SKIES Ob siFcion| thei loyal himent ofthe Pus fnctions ware related >edination ties, the Inction of noe be ‘eswhich >ropely ‘rained ifferent yement ip and is alo ance ective duals. IAL FUNCTIONS, ROLES AND SOULS _ __ ae on condiaton isthe silken thread ranning though the eang y= Reset tention tie Coopersdon accom of worknation i rake than the of operon Co angen feta pveis ofton nth pie te Greer means binging ote the ns of diesen Componente Seo ea oie els pepe ae mea the people working inthe organisation volun eee ree flores by the people working inthe org tytoscampi ‘Spurl purpose ‘Table 2.1 : Coordination vs. Cooperation Se Geornation Cooperation {roan nadebeaicaonby | Coopeaton is vlanty Linanagertesure synchronisation | oranictional membea ‘Fradousorgntional scivces. | wargntstond soectaee Coordination i an orderly | Coopecion Tenor ah ‘tthe ‘onus 5 ies prvideuityofactonin che pure | seluntarly wo accompa ‘of common objectives. objective. ret isa Scone AT Fe | Copan yay So epolren makers | Steunsite eieehae ae ee as Saieeae ensinons cd on bes foal [ Cooperation aver out of iorar Eid inferal lations ane S| Coordination seals whole bearted suppore of employes and deparunens which wil definitely improve the sul ofthe busines, ‘Coopstation without coorTnaioa Seuicdess. Cooperation alone my ead ‘0 imbalanced operations Essence of copeaton among the members ofa group faites conan ut cortination docs not origina fom the voluntary effon ofthe grap wanton Ii ato be schcred by the concious efforts ofthe management. For ioenes Bena engagedin pushing a ax out of mud have 4 srongatnade of coupon Bathey may nore sucesfil unless ne of them provides leadership and condones the acts ofall. Inthe same manner, the orchesta conductor cooninats he eng ofthe members of his group to produce finite musi, In short. wpeton wide Levnintion btn fit and cordinaton wichutcopeation ba amok Cooperation ‘dcvordinaon go hand n-hand and one isthe stepping stone ofthe other A gad infers to achicre both because only through cooperation and coordination he Gan things done through ochers ive sk 210 sce Techniques af Ffsive Coordination The ilowing wep Fe ener should be Ei down (Cel ete Ca apc soa wnt he chery Ey iii i he jes Un af sig a npr ordain. se espemly: Therein of athens (0) Cha neo th ancora who The i ely shal be Geir find © achieve a a eet eins el in rducing confi pons uric ne and lf wick sci for unl condor Ip Pate and Compctensine Programmes and Policies: Laying down iced copamme und poles aonket mesure fr acicving Sete Fee icing nmi faction beense rerindy nid panier pli Gol Corio + Cottaten mi Be accompanied by cooperation. The ee TT aecrpntaion urbe wilingte hipcach oer volar Goopertion ean 6 bough about by Lepiog harmonious tclatons tng the peopl a dc oranation by encouraging informal contac ‘Supple evel consnntin and ng commits fr ibang dee stews te oe. (0) Hfetve Communion + Efeive coramuniction is th ey 1 proper 7 onsen Thanh communication edn he cri (Sis fate deta cnaepopeandinodngin mind ofthe vers Perl sna shuld Be encouraged ss he mae Mise taal carted ching curtain, (6) Eline Lederhip and Superson: Management can achive beer eee erences lee ensurescoorinaon thatch planning ane iplemen ns sage Efex ipso cry to guide the acti of ndividas Inthe pope diem, 2.4_ROLES OF MANAGERS Whe wa Maape! Arr prmntepri tio lam ning ni esi ead conning teacomplment af hoje of en adoreng Sa, ‘mune p i umgeal te Spine mom ies hei mene oe mann erent Udi tne rane inca a se seo cheng effet cordnation Some of 1 Manas furan 2. Manag 3. Manne 6 Manan bor ‘Types of Rol Tea a performing 2 chuviour pate Hlney Minas And ntgrced Heldeneed« feces sed sd) devise th whereas fo do, Abwiefdes * Ee ul vinds iting hua Sone file ‘ ds merprinn oe inca acing aan, = said by bev, varie ad ree pect, weldefied actives tha ape prefer orl 0 writen commiuicain. Managers man Minatee lnking them with = te spending mot time with ‘ crsand othe complex netwr y-been observed chat managing invlves erin functions, While ws dplayed by anager within an org area ompicherive survey onthe subject fa eg cond is findings withthe esc oke performed by manag consti rer thre heads (1) terpersona 2) a] derblond as shown in Table 2.2. Th Fi putes fncions of manages had ioral Beat dmcripcon ofthe manag less gv matall eves from fotermen to he nformetioal Heiden en sand sl bed what manage shold ‘Table 2.2 : Roles of Managers [Peer [tae enter Disoninaor Seep : Crater cacarand | Terni ibmaton nd —) Set rib tan — Cc nteng | kagemert ater | ottes nd ah Hearst Moms comp, | end eceral emer. | cages phe atars tw [seme [omer nee | Peet leesecees| Somer [mene |: ease eS ee a ig 193 pp. 3033, Tnccrpersonal Roles Tea Ppa lt which chee bef oe armen eee eee La ‘employer wen pesting vistors, a owing ions eerie retell cerita lstaricg ica? range of duties suggeted cal inclaing india which are ut of come conc with a omnistion The has ppl esis otk groups and encouraging harmony needed vo amu fective performancs Informacion Roles AS the tm inp informational roles are concerned wih communica ‘ong indi ae prop bt manages mus ao esl in patering sig inerton wo help make cetiv decisions More imporaa, they shot ‘bk sormnctr hoc wnnsfrmacon and ect des Mince ‘hve infomation res ae Kllows ( Mento: Manges one avy, lit infrmato, gather daa ang nfrmed manages prepared for decision making haviour improv oanisatinal performance, (i) Diseminatoe Here communica observe beri Wl ins are reversed, Rather than Obviously, this ie ef + crucial aspect of work groups rel infomation manage tranamieinfomation imasegement Sabot superior and manages af oir ‘imely information dserninatd wich cre [2D Spokesperson. Top exccucves find themselves spokesperson than lower-level managers, A fre its philosophy of customer care, sad |B sees, {ey SOSA nis | ont | Fig 23. Ratinsipbetmen Managerial Roles an Functions, ‘While planning, manages play informational and decisional role. They rcv store, montor and dineminas information, They ano take policy snd operative decisions fn oransing, manages play Toterperinal and decisional roles. They bh lake baween activites and people tke decisions about ulation of ‘ssc and at at ee. a ealing, managers play decisional, informational ay ee eee arene Seater people and mains personnel seconde. In directing, manager play interpersonal, informational and decisional roles. They mocivate the people by providin ‘arous incentives and ee them thiough communication proces. C inves main informationl snd decisional rolex. Manages obtain information vg teks compr hon wit th sda nd ke comectne ans which area 2.5. LEVELS OF MANAGEMENT angen iit hear of mana stoma. 24. te mrgrcnbedvel inoue the aces The nimber fee will depend upon the ie of busines nun‘ works andective span of contol. a ~The Th eve enjoyed mansget Classift ait sanager Koont: manage? Teves vin Baty bs managen Fort roups manager reise ‘Top Ma To) the highe includes mental Top) of the m decision ofthe co The Middle Mix level mar Policis, sanneRIA FUNCT 2.15 seri hn The ssperviry level manages have les authority han mc Or have in turn less authority chan the top mangers ange Chassifiation of Management Levels Pitfer and Sherwood have classified management lvls into four ve, corporate srerment, cop management, middle management and supervisory managenens yal 0 and Bréch have claified the levels into owo, vie, Foons and O'Donzel i top lee etpgeent and superior level management. Joseph Lies has sgl cig Pec inieatonal level general management and deparementl management} ure has lasifid management into four levels, vir top management, upper middle aagement, middle management and supervisory management ar the sake of convenience, che levels of management may be clasifed ito tee Middle management, and (3) Lower o speriany ‘Top Management prt 1d objectives of the enterprise. I performs tbehigherlevel management Functions and takes the policy decisions. Top management includes board of cixectors and chief executive ofthe company. In some cases, depart alle men ads ar also taken as a pat of top management. sent aye down poli “Top management coordinates the affairs ofthe business and reviews the performance ofthe middle and lower levels of management. The board of directors is merely a = Asin: making body and the decisions are implemented through the chief execute fhe company. Top management control che alurs ofthe enterprise als, The functions performed by the top management ae given below L by down broad objectives and pol ofthe organisation. ~ 2: Taking decisions forthe accompishmen: of the goal ofthe emesprse. 4, Coordination of various departments and divisions. 4. Laying down guidelines forthe departmental and divisional heads 5; Making appointments co middle evel postonsin the company organisation, such as Divisional Managers, Secretary, Departmental Heads, et 6 Reviewing the work of executives at diferent levels to ensure that thet Performance isin accordance with te objectives lid dow Middle Management Gy Middle management consis ofheads of various departments. The job of middle {sto organise thee departments to implement the top managements are responsible for the results in their areas. They aso perform the Good Write Zion, ROLES AND SRLS 2.16 orang drecng ond onli maser, est Guy ee asthe han of They aed acl, ey suede ropa Lore nT common bere 8 eo eel nanagen B= 2 esa programs FP gh of various plans and Th fancions of mile eet «he este palit Ping eine roma ans and procesing farther with 5, Dicwsing theres 4 Apri ton , ‘becween differen setrions of current preble nce of subunit vo mpervisory personnel Achieving coordination sapervisory Management Tee ches who are engaged withthe dreton oe i th the operative empl rons ax compared fo panning and Lomer or Si Lower or operative sins of foremen. fuperis0r®, office fhe operative employers loyees. They ae Fern llacind Taman ah deo nd cone Tule nperinsee 30 oo eke Thy 0 a ce a elena pl hays ain i tenant nde conecie Wher The functions of fis ie management or supervisor sr linkerween the management andthe polices and provide fecdback othe ven below are given be 1. To supers and guide the operative workforce: 2: Tolan and organise th actives of the group. ‘ool et, for workers and 3, Toarangefornecesary mac, machi them the necsary working envionment. 4. To provide training tothe workers To slr problems of the works. 6, To communicate workers problems to the higher level management. 2.6 MANAGERIAL SKILLS “The erm imanageial sil’ means the personal ability puc to use by a manager for the accomplishment of organisational goals. The job of a modern manager has become very comples. He requces diferent types of skills to manage a large organisation in fallow Ga He spills aoe ade “Technic panicalarly Mipalise the? wanen cach 8 Trnowledge 2 the echo Teche facusing Se rohistop > fompany®! skills are Man their subo a managet wat shill he ole o He member level req physical and bu capacity skills is With ofthe ‘ whole Dusit ind aRRGERIN. FORE ie (i Ham ip Technical sills skills skal Gi) Conceprl fed wo more sills Some authors have to the shove list. Thee ate an oad admins Hel sechicl Skill Technical kl ips ry dhe one involving mets proces Be aloft ugeon te musician theccounant che dures o techniques, We ca jc aise the se peeing his orn oe Ive scaled Trowledge anal bil erry he epecialsed ik city the us fos an tof the specifi discipline “he fst line supervisor na many £ the echnign=) ‘ecknci sls fecrrngirm need rater know iprpboss. In asmall nanufcroing sa any oedsco have alocof tenia Ett ae more important at che Lower lev sed technical shill wo guide and tain TLoen how the jobs are done, Thete are reo things sy important in managing er about te technical spectsof thee ieaion, eve the top bors who cvs th skill. However, in big oxdinates. The yeansothindle Managers thei subordinates if they do not vranager should understand about rchnl als ould be employed in his wnt. Second Ac ofexch kl employed and aso the Ine-sclatinships Be=n diferent sill, Toman Sls Human sls che manages ily o work fective a 3p F rierund eo bul coopeaive efor: within the wam be fads. agers to ineract with che subordina ns skills are requi Mills require a sense of feling for others and point of view. Human sills are rele in he and pects skills In the frst place, he must ow y. the manager must understand Jere! requires mar tes working with proosses 1nd pyri resources, Human relatos dred build effective work-tcams, Such capacity co look at things fom othe gray amanager perceives his superiors, subordinates Tevueienly sensitive to the neds and motivations of ober inthe oe SPihaman skill managers can resolv nia and intergroup conflicts, As ‘uman skis should be a parc of every J to win cooperation of other of he importance of Conceptual Skills: Conceptual shill means the ability De setitaciata recognising bow the vasious functions ofthe organisation des fn one another. Ic also makes the individual wa npistion affect the others Itextends to visuals snes 6 the industry, the community and the political social an in one part of th re how chang ied ng the relationship ofthe indi economic fore pecaof Gbod Write in FORETIONS, ROTES AO SRUTS 218 aw ofthe naion aya whol Thane manoper esas night 0 ‘Ffienes ofthe onan pee Pens dhe able to break “dimensions. Analytical ski (o evaluate performance, and t Analytical Stila Thos 1 pbenonemen nial, amine (© i decon taking Pope omer and to undersand ora probien complex charters of seeded fr prom sig mponents and ranage complex siuatons. rete Sl Thc cee rund aly ta tn programa rom xcthing done byimplementing decsons ad Plans Fy dv cvs and tre organsatonal eves ina ery manne Tse and organise reottce, quirement at Different Management Levels ind conceal lo 2.6.1. Skill Re “The managers a each eel wll equi desl sel cart Ou he task signed oi. Hs etfs equ ch ee wl ave o be different in une with th tak ro be pevormed i, 25 shows che rlacve levels of management, Atthe supervisory lvl cechnica ki 1 moves up the hierarchy, increasing dem: re rica ais lowever, the mix portance ofthese silat vations ls are more important or the success oa supervisor ob. As he remade for concepal kill, Human skills are more or less equally important at ll level Techical sl can be leaent easily but conceptual skills can be ataned unless 1 indvidal has he povential and capacity to learn chem. Fig. 25. Skil Mixa fren Lev anne 2 at Lona 10 " saNRGEROAL FINGTIONS, ROLES AND SAS ae - vnanagervent viewed as 2 continuous Pro 4. yi ow would you cay various Fu ship batwoen various management functions, no? nciona of management? Explain he interrelate te essence of mana wy is coordination called the esser the roles of managers Brey expain te ator te tunflone parened by icrranapemnt ofan hata nonrag ‘mat are the functions of supervisory management? Anat are technical sls? sey expan huran sis required by manages Long Answer Questions recast and plan to organise 10 command to coordinate an 4, “Tomanage it fo statement, lacus the function of Dip to contror (Here Fayol. nthe Sight ofthis managers What are the functions of a Manager smh become a uccessts manager? Broly explin your vewpcn, 4. Wat do you understand bythe tem Levels of Managoment 7 Bry dossrbe a the diferent lovels of management. ‘4 sat diferent loves of menagernent withthe help of sulabl chat .vinattunctons and duties ae associated wih top and mide managemertin ‘a meder industria unit? Explain bry the managers 7 Explain each role in the context @ 1? Is mere knowledge of management q 6. What role are performed by ofa business enterprise. Diccuss Henry Minizberg's classification of basic roles performed by managers in modem organisations. 8, Whois a Manager ? What are the qualiies of a successful menager ? a 9, What is meant by coordination 7 Why is it called the essence of managing ? 40, “Cocrdinaton is the orderly arrangement of group efforts to provide unity of ‘actonin the pursuitof a common purpose” Inthe ight of hs statement, explain the nature of coordination 41, ‘Each ofthe managerial functions is an exercise in coordination." Comment on this statement. poco vf Corvtecs —! Gbod Write nate ren mare tocar oa —— Boros = Cos a Net 2 Syten Come SS introduetior Theis Enghndandod “uring ee ine pansion oie Aieene sho thoughts ay theory june 3.1 AP! Sarin cam belted o wa, is) Development of | Management Thought Introduction ‘Thehinory of modern management ean Epa oun sing and 1 ceo Tineing he natal rion. of facory rem, wet of wade win, rise of consumerism, ex have led co the development of The divergent dictions of management anbe traced tothe industrial revolution ai ‘epanionofacerational rad “eres schools of management thought Sfooghe have case, Harold Koon <0 cal the resulting array “waagement theory jangle” 3.1_ APPROACHES TO MANAGEMENT “Sartng with the oldest school of management thought, the dif can elise 2s fllons (0) Scientific Management approach (i) Management Process approach (Gi) Human Relaions approach | ia) Behavioural Science approach ents ee ferent approaches TRNGENENTTHOUGHT S a 7o) Quanta appeal: (vii) Consingeny approach nies sof people together for the purpose of wor ea procedures had to be undertaken Tacorysysersand re dom a manageren OVER Pace scientii rire ondinary mechankation of jcment principles and rkingin the Bctory rt pox pollen emai vedi In 1 Fe anageent 2s 2 15-1915) ms he fi proach othe kof maa Dogue standard cst sardaiono se vaca and works ringabout desde wih eswn ssc rn The intedvtion Tee wiser (| ee Spngecie agin eo edie eae ciimporst nda Semen ie ged Cn ok itch i nt Processor Administrative Management Af sent a5 a process consisting G9) Manager proach The advocates of this school perce commanding and con fo establish a conc ee Takers of 7G Seb planning, ergnising, sims to analyse the proces Frinilesunering ic and co bul a theory of mana proces, regaeess ofthe Pe ment theory as away of organising experince ‘pirical testing of principles and tnanagementasauniversa a given enterpi.eTooks upon manage an be improved dough research so tae practice teaching of fundamentals involved in the management process “The proce school abo called the ‘rational ot ‘universalist school | elcres shat management principles ac applicable to all che group activities. Heri ayo regarded asthe father ofthis school Oliver Shelden, J.D. Mooney and Chess 1. Barnard are among the other important contributors to this approach. (Gi) Human Relations Approach “Thebuman lations approach concerned with the recognition of the important ‘of human clement in organistions. Elton Mayo and his associates conducted the wd Famous Hawthorne Experiments and investigated the myriad of informal relationships peveiot ‘ecial dig orihect ‘This en Th esting andehel nays gener inser Go) Bel 4 thu rostud and M witha and th relato indud andT mg tiveb prob, ‘appo isex, mod Ted Pop hy the tify rds din and SEEGER NRTGEENT HOUSE - = raniation and parca informal adeSbip, Arana puters of om a igus 1 began which can be pha Seeray ae human relations moveme oaald hse experi Sse was evenly f han rations aro ing workers) pro ea log si Was far Theh seco in determin petag ew image ofan a er nfrmal groups sstarng Pom erect and work, Asa esl, tere wos te Frans which became anal for having no management ply srs Nevertheless, this school has done ange athe than he soalyss ol Egeerat ico mere eee the human orgs Se engi imporance of human cement in rgninons | Behavioural Science Approach “ra eheioual cienc’ approach ulies methods an vecrigue of xl sociology social poy! Sari: Daas objectively calleced and analysed bythe Sci wie rec of human bchaiout. The pioneers of this school sucha Gang favas much as managing involves geting things dane sciences sucha pycholOB Jhology and anthropology forthe uy of rostudy vis roa Munsterberg reasoned that ‘rthand dough people, the study dnd their nerpersonal relations management must be centred around the people “The advocates of this chool concentrated on morvetion, individual drives gop sie badeip, roup dames endo fort. The noted contributor to his school fade Abrabam Maslow, Fredrick Herzberg, ene Lav ‘Victor Vicor, MeGreg and Tannenbaum. 1 Approach (0) Quantitative or Management Scie “Thsapproach stands for usingal perinentscentificools for providinga quan sisfor managerial decisions The abiding belief ofthis approach sthat mangement cal symbols and relationships. Thebasic this device tac the problem treba problems can be expresed in terms of mathematic approachis the construction ofa model because iris through: isexprened initsbascrefationships and in terms of selected objectives. The users of sich models are known as operation: researchers or management inti Linea! programming, Critical Path Method, Programme Evaluation Review Technique, Break-even analysis, Games Theory and Queucing Theory have gained popularity for solving managerial problems these days. These techniques help managers inimproving thes decisions by analysing the various alternatives in a scientific ‘manner. The application of mathematical techniquesis particulary useful in solving the pic problems of management such as inventory and production contol. They an Beebe bce for Knowiedg, experience and traning necesary fr understanding Good Wriee poco Corder? har are fated and dependent Faion cha am onganitation svdent This approach lays Farerdependency other basic Feature of fectiveness of the (o) Sem mee sess nck een Cand ed en errr che sues par tt if reo accounc and not only the ents oF subsystems (Chester 1. Barnard. The Siren dear ie eee cen east St oni Se pene mena Fr oma nen deison process tnroughout the jonas an open system has arous pars preneee he environment. Sean wi (en Comingecy Sree The beep © vouch. Undeng isso es ‘consistent with t wn as ‘contingency oF ‘sSivational rag, chat the internal Functioning of tha th approach A f ‘he demands of technology and external ion tobe ive Th a a ia ts members ce rea Sone Se pr way 10 bende any management problem, sue a te tn practices should be contingent upon eee es and spon angen pine and pact Fa eames Fancorl, behaviour U3 Janagement shoul be applied scuationlly “eof the overall concepral framework for contngs sei) managrent coer ripe and chips er lsouhip bree ibe rv. qTheearronment variables are ind Petscy i a ce nis boul a se se den Every managers apt ee Yarlousappoasesf mansgemen according to the demands ofthe situation. (cit Operational Approach ‘Koontz and O'Donnel have advocated operational approach co managers “This approach recogiss that there is «central core of knowledge abou manspnt Wvhch enists in management such as line and staff, patterns of departmentation, sft Gf management, managerial appraisal and various managerial control techni (draws from other felds of knowledge and adapts within it those parts of these fils which ae specially useful for managers. “The operational approach regards management asa universally applicable bo that can be brought to bear at all levels of managing and in all f= the same time, this approach recognises that the actual probls® "There ate chree major ‘management: () ensironmtent the environments in which they operate may vary between enesp™ bevel and les (Er manag by oth empit and tunder facure a posi techn 3.2 also Man princ Uw: echt ofa Man call i i fi of al EVEL OPRENT OF NARAGENERT THOUGHT e.5 Ei Te applcon of ene: bya perespe PON TE, aa Ginga manage: bl eee hoyh oi acd to this approach, management the study of te exericny op 1 oe choo isbased on aalyisofpastexperence and ses the cle method of, [Noone can deny the value of analysing past experience to obal situation ofthe fucue. nce for the simple reason th 3.2__CLASSICAL THEORY “The classical approach is one of the oldest approaches to management and is ho known by various names such as Management Proce Approach and Administrative Management Approach, We concentrates on organisation stricture and Functions and Frincpls of management. The classical writers include Taylor, ayol, Weber, Gullick, Uevick, Mooney and Reiley and others. They placed emphasis on work planning, the technical requirements, principles of management, formal structure, and the assumption oftational and logical behaviour. T ces three viewpoints : () Taylor's Sciemtfic Management, (i) Fayol Administrative Th classical theory incorpo! rand ii) Weber Bureaucracy. These writers concentrated on structure and that is why their approach sometimes is characterized as ‘jructural framework of organisation.’ FW. Taylor insisted on application of scientific methods to the problems of management. Henri Fayol suggested fourteen principles of ‘management and their universal application. Max Weber introduced tational structure called bureaucracy, Ic is characterized by division of labour, specialization, rationality, ompetency of personnel, et CLASSICAL THEORY, ureeucracy Sciontiie ‘Administrative or Functional Weber) Management Management (EWTayion) (Henri Fat) Fig. 3.1. Approaches in Classical Theory ‘este hain help ERATOR ie ar A Wa CF BORT aS TSAET Sond we Sane raw! Can universality CE Genial ri ad empha on he wsiverliy Pe asl (instal ape ae eat be NEO-CLASSICAL OR HUMAN RELATIONS THEORY 33. The clasical theory concentrated on formal organisation and ignored fo Theneo-clascaloc human lations approach was proposed ws rexcion ss clas approach which igoced human lations The nec fecaued oe ne human human asec of industry. They modified the chssical theory by emphasing he Seroranisationis2 socal sytem andthe himan factor isthe most mporans wishin fe. They conducted some expeiments (known as Hawthorne Expeinaen Pe eines her dedaTicay The (0 Social System, Organisation in generis a social sytem composed of num ieracting pars The social system defines individual roles and establishes nouns he nay difer from those of inisation, The workers follow a socal norm,

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