Professional Documents
Culture Documents
AND PRACTICES
Dr. R. Krishna
FT MBA NMIMS
FIRST TRIMESTER
Dr.R. Krishna - Managemen
t Principles
Definition of Management
Management :
On expanding : Manage men tactfully
Manage Men technology
Manage men as team
Manage competencies
Manage objectives (MBO)
Manage men and things (resources physical,
inanimate)
MANAGE f ( RISKS, REWARDS)
Competencies = f (SKATE)
(Men/Women- no discrimination)
Norway will have by 2007, 40% women in all fields, in govt orgs, in
corporates and also in NGOs. This is now made as a law.
MANAGEMENT IS A FUNCTION OF :
M = f(RESULTS, FEEDBACK,
RESULTS)
MANAGING THE INTERNAL AND EXTERNAL
ENVIRONS IN THE BIO-ECOSYSTEMS,
THROUGH VARIOUS EFFECTIVE AND
EFFICIENT PROCESSES, WITH THE
OBJECTIVE OF ACHIEVING LAID DOWN
EXPECTED RESULTS.
Dr.R. Krishna - Managemen
t Principles
Definition of Management
By Griffin:
A set of management functions directed at
the efficient and effective utilization of
resources in the pursuit of organization
goals.
Definition.contd.
By Koontz and Weihrich:
Management is the process of designing
and maintaining an environment in which
individuals working together in groups,
efficiently accomplish selected aims.
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CONCEPTUAL SKILLS
Top level
H
U
M
A
Middle level
N
S
K
Supervisory
level/entry
level
TE
CH
NI
CAL
SKI
LLS
ILL
S
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Henry Mintzberg
He has categorized these roles into three
groups
interpersonal roles
Informational roles
Decisional roles
Description of each of the roles
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t Principles
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Interpersonal Roles
A manager serves as a figurehead a
symbol; as a leader, ie., hires, trains,
encourages, fires, remunerates, judges;
and as a liaison between outside contacts
and the organizational)
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Informational roles
A manager serves as a monitor by
gathering information;
As a disseminator of information
As a spokesperson of the organization
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Decisional Roles
A manager serves as an entrepreneur by being:
An initiator
Innovator
Problem discoverer
Designer of improvement projects
As a disturbance handler of unexpected situations
As a resource allocator and
As a negotiator
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t Principles
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16
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Definitions
Planning : Management functions that involves
the process of defining goals, establishing
strategies for achieving those goals and
developing plans to integrate and coordinate
activities
Organizing: management function that involves
the process of determining what tasks are to be
done, who is to do them, how the tasks have to
be grouped, who reports to whom, and where
decisions are to be made
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t Principles
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Leadership
Blake and Mouton:
R1 ---- R2 ------ R3
R1 = RESOURCES
R2 = RELATIONSHIPS
R3= RESULTS
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What is leadership?
A sound way of exercising leadership is
through the use of what are called as
three Rs Resources, relationships and
results. How a person operates in this
context can make a difference between
organization success and failure
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High
5, 5
Middle of the Road
Management
low
1,1 Impoverished
Mgmt
Low
High
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Management..
Is based on a systematic body of knowledgelaws, principles and concepts
And this knowledge is universal
If a manager has this fundamental knowledge
And knows how to apply it to a given situation
He should be able to perform the managerial
functions efficiently and effectively
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Management
Management Practice is regarded as an
art
But, organized knowledge about
management is a science
THUS MANAGEMENT IS BOTH AN ART
AND A SCIENCE
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Management ..
Is also a profession
Separation of ownership from control
The rules and regulations framed by the govt to
protect citizens from exploitation
The growth of trade union movement
The desired of business leaders for social status
And the
Impetus of the scientific management philosophy
which stresses the need for technically trained
professional managers contributed to the
PROFESSIONALIZATION OF MANAGEMENT.
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t Principles
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4 schools of thought
(by: Newman, Summer and Warren)
Productivity approach
Behavioral approach
Rationalistic model approach, and
Institutional approach
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Hutchisons classifications
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THE CONTRIBUTORS ON
MANAGEMENT PRICIPLES
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Henry R. Towne
Main contribution is :
That he set the climate and atmosphere for
the later application of scientific methods.
Of lesser importance was his plan of gainsharing as a system of wage payment.
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Gantts Thoughts.
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d. Cost Accounting
e. Standards and specifications for
materials
f. Standardization of parts and products as
far as possible
g. A rational approach to capital
expenditures
h. Better selection, placement, and fair
treatment of employees and a system of
financial incentives as equitable as
possible
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t Principles
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Motion study
Time Study
One best way
Training of personnel
Three position plan of promotion (each worker should be
considered to occupy three positions: a. the job he held
before promotion to his present position b. his present
position and c. the next higher job
Part of his work, then would be teaching the man below
him and learning from the man above him. In this way,
he would qualify for promotion himself and help to
provide a successor to his current job.
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t Principles
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Fredrick Taylor
The credit of systematic study and
practice of management goes to FWT,
very well known as FATHER OF
SCIENTIFIC MANAGEMENT
Experiments of Taylor
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Midvale experience
At Midvale Steel Company, he found that
individual workers had their own notions about
work and different workers performed the same
task in different ways
He realized that greater output was possible on
the part of the workers but most of them were
engaged in what he called systematic
soldiering.
The solution: the first task of management was to
know what constituted a proper days work
He conducted time studies at Midvale Steel
Company which proved of immense use to him
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t Principles
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a.
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Division of labor
Authority and Responsibility
Discipline
Unity of command (one boss--subordinate)
Unity of Direction (one head and one plan)
Subordination of Individual Interests to
General Interest (FIRM, FAST AND FAIR)
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t Principles
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Planning
Planning : most important and difficult managerial
function.
Planning meant looking ahead and to foresee both to
assess the future and make provision for it
He considered unity, continuity, flexibility and provision
as the broad features of a good plan of action
A GOOD PLAN IS A PRECIOUS MANAGERIAL
INSTRUMENT
A GOOL PLAN ALSO HAS TO BE IMPLEMENTABLE
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ORGANIZING
Means : to organize a business is to
provide it with everything useful to its
functioning, raw materials, tools, capital,
personnel.
Fayol concerned himself both with
structure and process, listing 16
managerial duties and emphasizing the
necessity for clear objectives, authority,
decisions and task
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t Principles
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COMMAND/DIRECTION
After the organization is formed, it is the mission
of command to set it going.
For every manager, the object of command is to
get the optimum return from all employees of his
unit in the interest of the whole concern
The art of command, according to Fayol, rests
on certain personal qualities and knowledge of
general principles of management
62
COORDINATION
1.
2.
3.
63
CONTROL/MEASUREMENT AND
FEEDBACK
According to Fayol, control consists in verifying
whether everything occurs in conformity with the
plan adopted, the instruction issued and the
principles established
Its object is to point out weaknesses and errors
in order to rectify them and prevent recurrence.
It operates on everything resources (things),
people and actions
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Unity of command
Unity of direction
Responsibility equal to authority and
Scalar Chain
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TRADITIONAL AUTHORITY
In this type of authority system the
leader has authority by virtue of his status
that he has inherited
The extent of his authority is fixed by
custom
The officials who carry out the orders are
like household staff of the master
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Rational-Legal authority =
bureaucracy
This authority system dominates, and it is most efficient
one
This system is characterized by rationality and legality
The system is rational because the means are expressly
designed to achieve certain specific goals
The org is like a well designed machine with a certain
function to perform, and every part of the machine
contributes to the attainment of maximum performance
of that function.
It is legal, because authority is exercised by means of a
system of rules and procedures through the office which
the individual occupies at a particular time
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t Principles
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BUREAUCRATIC FUNCTIONS
ARE:
Regular activities aimed at organizational goals
so that they are distributed as fixed official
duties
All activities follow the organizational principles
of hierarchy
Operations receive equal treatment under a
consistent systems of abstract rules
Officials operate as formalistic personalities
without becoming emotionally involved.
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t Principles
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Principle of Investigation
Principle of Objective
Principle of Organization
Principle of Direction
Principle of Experiment
Principle of Control
(Urwicks principles of management and
organization source: A dictionary of Industrial
Administration edited by John Lee )
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t Principles
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Principle of Objective
(purpose/mission/objectives and vision)
Principle of Specialization : the activities of
every member of any organized group
should be confined, as far as possible, to
the performance of a single function
Principle of coordination: The purpose of
organizing per se, as distinguished from
the purpose of the undertaking, is to
facilitate coordination and unity of effort.
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t Principles
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Observational studies
The Bank Wiring Observation Group Study constituted
the last phase of Hawthorne studies
It was conducted to investigate the social pattern of a
group of fourteen workers and their associated
supervisors
The main point of difference between this study and the
earlier test room studies was that no experimental
changes were planned but efforts were directed to study
the group in its customary functioning
This study revealed that there existed a GROUP NORM
in terms of which the behavior of different individuals was
in some sense being regulated
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t Principles
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CONCLUSIONS OF HAWTHORNE
STUDIES
1. Environmental factors not the sole factors
affecting productivity
2. Worker is not an economic man (not
purely motivated by money alone)
3. Importance of recognition, Security and
Morale
4. Importance of Informal group
5. Importance of total work situation
6. Complaints as symptoms
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t Principles
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Conflicts
Follett said that conflicts have a constructive role
to play in an organization.
Conflicts are not warfares but the appearance
of difference, difference of opinion, of interests.
Conflicts are neither good or bad; if used
constructively their results are god and if used
destructively their results are bad
She suggested that conflicts can be harnessed
to the service of the group much as an engineer
uses friction
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t Principles
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Domination (victory of one side over the other. Follett did not
advance this method, because of use of force beyond a certain
point lessens energies and self-respect)
Compromise (This is better than Domination; both sides surrender
some part of what they are demanding, i.e., for a compromise there
must be a mid-point between the needs and desires of both parties
on which they agree, willingly or unwillingly. This method is still
commonly unsatisfactory)
Integration (best way to resolve conflicts; it means combination of
what is best in all view points, i.e, bringing about unity of conflict in
which both sides se a way out which will satisfy their real needs. It
resolves conflicts for good
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4 principles of coordination
Coordination by direct contact of the responsible people
concerned. Ideas, ideals, goals and purposes can be
easily stated and understood through direct personal
contact and communication
Coordination should be achieved in early stages of
planning and policy-making. It would be easier to secure
the willing enthusiastic adherence of all concerned to any
new principles and policy if they have participated from
the beginning. For this principle Follett had suggested
cross relations between heads of departments instead of
up and down the line through the chief executive
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Follett on PROFESSIONAL
MANAGEMENT
a.
b.
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Elements of Organization
Willingness to cooperate
Common purpose and
Communication
Are the elements of an organization
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95
1.
2.
3.
4.
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Zone of Indifference
Barnard developed the concept of zone of indifference.
He believed that the form and nature of the acceptance
of the communication differ and it depends upon the
zone of indifference
Certain orders are acceptable, certain barely acceptable,
and certain orders are unquestionable
Those orders which are unquestionably acceptable lie
within the zone of indifference, ie. They lie within the
range that in a general way was anticipated at the time
of undertaking the connection with their organization
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a.
b.
c.
d.
e.
f.
g.
h.
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a.
b.
c.
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Barnard on Communication
1.
2.
3.
4.
5.
6.
7.
Principles of Communication:
Channels of communication must be definitely known
by all
These channels must be formally laid down
Each channel should be as short as possible
Generally communication should go through all stages
in the channel
People acting as communication centers (managers)
should be adequate to their tasks
Channels of communications should not be interrupted
while the organization is functioning
Communications (orders) must come from points
where the necessary authority is known to exist
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t Principles
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Barnard on Leadership
The real test of the executive or manager
is leadership
Leaders should recognize that low
morality will not sustain leadership long
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105
2.
3.
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Self actualization
Self-esteem
Love, Affection & Social
Safety & Security
Stimulation
Physiological
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t Principles
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MOTIVATORS
(Environment)
Achievement
Supervision
Working conditions
Challenging Work
Interpersonal relations
Increased responsibility
Money, status,
security
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GOAL
(INCENTIVES)
HERZBERG
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Douglas M. McGregor-(1906-1964;
a social psychologist)
THEORY X
THEORY Y
Motivation occurs at the social, esteem, and selfactualization levels, as well as physiological and
security levels
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David C. McClelland
Best known for his achievement
motivation, his research ranges from
personality to consciousness.
Along with John. W. Atkinson, he
developed the scoring system for the
THEMATIC APPERCEPTION TEST (TAT)
which was used in achievement motivation
research
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t Principles
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Interpersonal roles
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Leaders
As leaders, the mangers perform all
managerial activities involving
subordinates including hiring, training and
firing. As leaders they are responsible for
motivation and direction of subordinates
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Liaison persons
Serving as liaison between outside contacts
(community, suppliers,, etc) and the
organization
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Informational roles
Mintzberg pointed out that managers
function as nerve centers in which they
obtain information about the environment
and their own organization by monitoring
them. The three informational roles are:
Monitor
Disseminator
spokesperson
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t Principles
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Decisional roles
Four of them as per Mintzberg:
Entrepreneur
Disturbance handler
Resource allocator
negotiator
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As ENTREPRENUEURS : managers are initiators, innovators, problemdiscoverers and designers of improvement projects that direct and control
change in the organization. Thus, entrepreneurial work refers to mangers efforts
to improve the functioning and accomplishments of their organizations
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INTERPERSONAL
PORCESS
PLANNING
LEADING
INFORMATIONAL
ORGANIZIING
DECISIONAL
CONTROLLING
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Jobs of Management
According to Peter Drucker, management
has the following three tasks:
ECONOMIC PERFORMANCE
PRODUCTIVE WORK AND WORKER
ACHIEVEMENT
SOCIAL IMPACT AND SOCIAL
RESPONSIBILITIES
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t Principles
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On Profit.Drucker
The profit motive and profit maximization are, in
his opinion, irrelevant in managing a business.
However, profits are necessary on account of
risk in business
Profit is the test of performance; it is premium for
the risk of uncertainty; profit alone can supply
capital for tomorrows jobs, profit pays for the
economic satisfaction and services of a society
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Drucker on Objectives
Objectives are not fate; they are direction
They are not commands; they are
commitments
They do not determine the future; they are
means to mobilize the resources and
energies of the business for the making of
the future
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MANAGEMENT BY OBJECTIVES
AND SELF-CONTROL
The concept is credited to Drucker and George
S.Odiorne.
The MBO is the central point of discussion in his
book The practice of Mangement-writes :
Management is not just a creature of the
economy; it is a creator as well. And only to the
extent to which it masters the economic
circumstances, and alters them by conscious,
directed action, does it really change. To
manage business means, therefore, to mange
by objectives.
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t Principles
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Why MBO?
The specialized work of the manager
The hierarchy in organizations
The existence of difference in vision in
businesses
Such factors cause conflict and breakdown
in the organization and MBO overcomes
these deficiencies by relating the task for
each manager to the overall goals for he
company.
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t Principles
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WORK OF MANAGER
To set objectives
To organize ie. To analyze the activities,
decisions, and relations needed
To motivate and communicate
To analyze, appraise and measure
performance and
To develop people, including himself
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t Principles
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Warren G. Bennis
Manager Characteristics
Leader Characteristics
Administers
Innovates
Focuses on people
Relies on control
Inspires trust
Imitates
Originates
Own person
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Maturity
Passive
Active
Dependence
Independence
Short-time perspective
Subordinates position
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T- Groups
Also known as sensitivity training and
laboratory training. T-Group technique
had its genesis in the late 1940s, largely
as a result of work done by Kurt Lewin and
Ronald Lippitt. Argyris contributed to this
concept by making several clarifications
about it.
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Definition T-Group
T-Group is .a group experience
designed to provide maximum possible
opportunity to the individuals to expose
their behavior, give and receive feedback,
experiment with new behavior and
develop an everlasting awareness and
acceptance of self and others.
142
Properties of Organizational
effectiveness
Properties leading to Ineffectiveness
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Process consultingcontd
The process consultant examines the
processes at work among group members
by using devices such as questionnaires,
role playing session, coaching and
counseling methods, etc.
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Argyris 4 principles of
organization
Task specialization Individuals should
concentrate on a narrow range of task. It
increases human skills and output too
Chain of command (Hierarchy of authority)
Unity of direction Leaders must define and
direct the work of those under them
Span of control administrative efficiency is
increased if there is a limit to the number of
people a leader or supervisor can control
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t Principles
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William G. Ouchi
Ouchis main contribution to management
thought relates to Theory Z. Contrast
between Japanese and American
corporations leads to identification of the Z
theory
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Z theory
Japanese Corporation
American Corporation
Lifetime employment
Short-term employment
Collective responsibility
Individual responsibility
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Participative Management
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Strategy
Superordi
nate
Goals
Skills
Staff
Dr.R. Krishna - Managemen
t Principles
Systems
Style
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In search of Excellence
Passion for excellence
Thriving in chaos
And many others
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THANK YOU
CHEERS.
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