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PRINCIPLES OF MANAGEMENT
Sr. No. Chapter No. Chapter Heading
1 2 3 4 5 6 7 8 9 10 11 12
15 Quiz per Class
1 4 5 6 7 8 9 10 14 15 16 18
Management: Science, Theory and Practice (27th September 2010) Essentials of Planning and Managing by Objectives Strategies, Policies and Planning Premises Decision Making The Nature of Organizing, Entrepreneuring, and Reengineering Organization Structure: Departmentation Line/ Staff Authority, Empowerment and Decentralization Effective Organizing and Organization Culture Human Factors and Motivation Leadership Committees, Teams and Group Decision Making The System and Process of Controlling
50 Total Sessional External Evaluation 50 External Exam
TABLE OF CONTENTS
1.
2.
3. 4. 5. 6.
Definition of Management: Its nature and purpose Managing: Science or Art The Evolution of Management Theory Patterns of Management Analysis: A management Theory Jungle The Systems approach to management process The functions of Managers
1. Definition of Management
Management is the process of designing and
maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims. Organization is a group of people working together to create a surplus. In business organizations, this surplus is profit, other wise it may be satisfaction of needs etc
Jack Welch at GE
Obama , US
Functions of Management
External Elements that affect operations: economic, Technological, social, ecological, political and ethical factors Enterprise: A business, government agency, hospital, university or any other type of organization
Managerial Functions at Different organizational levels: Managerial functions are performed by managers, executives, administrators, supervisors etc in their specific roles but the time spent in performing these functions is different at different levels, as shown in the picture
Managerial Skills at Different Organizational levels: Four Managerial skills may be listed down; Technical, Human, Conceptual and Design Skills. These skills are critical for the managers at different levels As shown in the picture, higher the level, higher is the importance of Conceptual skills and like wise
consideration for quality Productivity = Outputs/ Inputs (within a time period, quality considered) Inputs are Labor, material and capital
EFFECTIVENESS:
It is the achievement of objectives
EFFICIENCY:
Achievement of the ends with the least amount of
resources
2.
3.
Management 2. Henri Fayol, The father of Modern Management Theory 3. Elton Mayo and F.J. Roethlisberger and the Hawthorne Studies
knowledge) Obtaining harmony, rather than discord, in group action Achieving cooperation of human beings rather than chaotic individualism Working for maximum output, rather than restricted output Developing all workers to the fullest extent possible for their own and their companys highest prosperity
management theory, gave 14 principles of management, noting that they are flexible and usable in all organizational settings, some are as follows:
Authority and Responsibility Unity of Command Scalar chain Espirit de corps (in union is strength)
effect of light and other factors on workers and productivity. After Mayo continuing the experiments realized that changing illumination for the test group, modifying rest periods, shortening workdays and varying incentive pay systems did not have a direct impact on productivity He found in general, the change in productivity was due to social factors such as; morale, satisfactory interrelationships and effective management. Interpersonal skills such as motivating, counseling, leading and communicating were the majors factors which played part in improving productivity. The phenomenon of being noticed has been named as Hawthorne Studies
Informational Roles
The recipient role (receiving info from outside) The disseminator role (passing info) The spokesperson role (transmitting info outside the org)
Decision Roles:
The entrepreneurial role The disturbance-handler role The resource allocator role
relationship building etc Most of the activities are directly related to the primary managerial functions themselves
draws together the pertinent knowledge of management by relating it to the managerial job.
TRANSFORMATION PROCESS
External Environment
Outputs
Goal Inputs: Employees, Consumers, Suppliers, Stock holders, Governments, Community etc
Managerial Knowledge, Goals of claimants, and use of Inputs
Planning
Organizing
Communication
Staffing
Leading
Controlling
To produce Outputs
and skills
THE MANAGERIAL TRANSFORMATIONAL PROCESS:
The task of managers is to transform the inputs, in an effective
be gained by communication It helps in corrective measures after identification of errors through communication It also links the enterprise with the external environment It helps in identification of customer needs It helps awareness of the competition and other potential threats
organization
STAFFING
Filling, and keeping filled, the positions in the organization structure
LEADING
Influencing people so that they will contribute to organizational and
group goals
CONTROLLING
Measuring and correcting individual and organizational performance