Professional Documents
Culture Documents
MANAGEMENT
➢ One block weigh about 2.5 tons and were cut to size many
miles away. Then the stones were transported and set in
place by slave labours.
➢ The Base of the wall is 20 feet wide and the top of the wall
is 11 feet wide.
“THE MANAGER”
“MANAGEMENT”
WHAT IS MANAGEMENT?
➢ Management as a discipline.
➢ Management as a process.
CONTD….
A simple possible definition of Management is:
➢ Production-Oriented
➢ Decision-Oriented
➢ People-Oriented
➢ Function-Oriented
PRODUCTION ORIENTED DEFINITION
According to FW Taylor:
➢ Management as a profession.
➢ Universality of Management.
➢ Organized Activities.
➢ Goal oriented.
MANAGEMENT IS AN ART AS WELL AS
A SCIENCE
What is an Art?
1) Personal Skills;
3) Result Oriented;
4) Creativity; and
➢ Motivates employees.
➢ Planning;
➢ Organizing;
➢ Staffing;
➢ Directing; and
➢ Controlling.
PLANNING
➢ The most basic and primary function of management.
Main Functions Planning and Control are the main Directing and organizing are the main
function involved in it functions involved in it
Skills Required Conceptual and Human Skills Technical and Human Skills
➢ Deliberate action
➢ Group Effort
➢ Continuous Activity
➢ System Concept
➢ Specialization
➢ Clash of Interests
➢ Interdependence of Units
➢ Synergy Effect
PRINCIPLES OF COORDINATION
➢ Principle of Direct Contact
➢ Early Stage
Follett’s Four Principles
➢ Reciprocal Relationship of Coordination
➢ Principle of Continuity
➢ Principle of Self-Coordination
TYPES OF COORDINATION
Coordination:
Coordination is a more inclusive concept. It
requires more than willingness of the participants to help
each other.
Purpose To provide unity of action in the To support one another for achieving
pursuit of a common purpose the objectives
➢ Sound Planning
➢ Simplified Organization
➢ Effective Communication
➢ Effective Leadership and Supervision
➢ Chain of Command
➢ Liaison Officers
➢ Self Coordination
Evolution of
Management thoughts
EVOLUTION OF MANAGEMENT
THOUGHTS
1. Scientific Management;
3. Bureaucracy.
SCIENTIFIC MANAGEMENT
3. Standardization
5. Functional Foremanship
1. Technical (Production);
2. Commercial (Buying and Selling);
3. Financial (Use of Capital);
4. Security (Protection of Property);
5. Accounting (Keeping Financial Records); and
6. Managerial.
1. Division of Work
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of Individual to common interest
7. Remuneration of Personnel
PRINCIPLES OF ADMINISTRATIVE
MANAGEMENT: CONTD…..
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps (Union is Strength)
LIMITATIONS OF ADMINISTRATIVE
MANAGEMENT
1. Lack of Empirical Evidences
3. False Assumption
4. Pro-Management Bias
5. Historical Significance
TAYLOR VS. FAYOL
1. Taylor’s main concern was tasks and workers whereas
Fayol’s main concern was administration.
2. Taylor emphasized standardization and simplification of
work whereas Fayol emphasized functions and principles
of management.
3. Taylor used the word ‘Scientific Management’ whereas
Fayol used the word ‘General Theory of Administration’.
4. Taylor focused on improving labor productivity and
eliminate all kinds of waste. Fayol, on the other hand,
focused on improving administrative efficiency.
5. Taylor began from the supervisory level whereas Fayol
began from the top level of management.
Points of Taylor Fayol
Distinction
2. Division of work
4. Records
5. Impersonal Relationships
6. Administrative Class
ADVANTAGES OF BUREAUCRACY
1. Specialization
2. Rationality
3. Predictability
DISADVANTAGES OF BUREAUCRACY
1. Rigidity
2. Impersonality
3. Displacement of Objectives
4. Compartmentalization of Activities
5. Red Tape
Neo-Classical
Approach
INTRODUCTION
➢ Neo-Classical or Human Behaviour Approach is the
outcome of the thoughts developed by behavioural
scientists who have looked at the organization as
collectivity of people for certain specified objectives
➢ Scientific Validity
➢ Short-Sighted
➢ Anti-individualist
Basis Classical Theory Neo-Classical Theory
1. Combination of subsystems
2. Parts and sub-parts of a system are mutually related
to each other.
3. Arrangement of sub parts is more important
4. System can be identified because it has a boundary.
5. Boundary of a system classifies it into two parts:
Closed system and open system.
6. System transform inputs into outputs.
OPEN AND CLOSE SYSTEM
1. Close system does not have any interaction with
environment while open system interacts with it.
2. Closed systems are self-contained and self-
maintaining, on the other hand open system import
energy and export output.
3. Closed system are generally mechanical while open
systems are affected by environment factors and
adjust accordingly.
4. Close system are like close loop while open systems
are characterized by negative entropy.
LIMITATIONS OF SYSTEMS APPROACH
1. Abstract Approach
2. Lack of Universality
CONTINGENCY OR SITUATIONAL
APPROACH
➢ The basic idea of contingency approach is that there
can not be a particular management action which
will be suitable for all situations.
2. Organizational Variables
3. Evolution
IMPLICATIONS OF CONTINGENCY
APPROACHES
1. Management is entirely situational and there is
nothing like universal principles of management or
one best way of doing a particular thing.
1. Inadequate Literature
2. Complex