THE BASIS OF

MANAGEMENT THEORY &

PRACTCE
NO GLASS CEILING effect in the organization you are
about to see
No promotion
Yet 100 % effectiveness
Golden Temple
Harpreet singh &
Kripal singh
Real estate business
Do SEVA for 3 hours
daily
Ragbeer Singh, 85 years old.
Comes to the temple
irrespective of bad weather
Works mainly in distribution of
water or langar community
kitchen
Sunmeet Kaur
Housewife
Comes to Golden temple
and cleans the
shoes & chappals
of devotees
She works in
Shoe department
Hardeep Singh
Works in a company
Does SEVA
whenever possible
Hardeep Singh finds
fulfillment in SEVA
The Shoe department
has only one employee
and 10 volunteers
who do SEVA.
They know what has
to be done
People work
without
expecting to
get praises or
performance
appraisal
Everyday approximately
80,000 people come
for langar.
No one has to wait for
more than 10 minutes
for their turn
LANGAR is for 24 hrs
No shortage of
Human resource
Group of individuals
wash everybodys utensils

after meals
They do it irrespective of
their position in the
society
The cleaning is so perfect
that not a single piece
of leftover ( JHOOTHA)
can be found in the
utensils meant for the
next
batch of people who will
eat LANGAR
Paranjit Singh, 45 years
Lives in Australia
Has his flourishing
business
of interior decoration.
No hassle in picking up
bricks like a mason
Youngsters find Joy in
work
Perfection is 100 %
Surdeep Singh , 28 years
Comes to the Golden
Temple after his duty as a
salesman in a shop
He is there everyday from
5 p.m. to 11 p.m.
Rajinder Singh, 35
Has his own shop of
artificial Jewelry
Works for 2 hrs everyday
No appreciation
Will never be known
No promotion
No rude behavior
Work under pressure on Sundays and special days like
Baisakhi, Guru Nanak Jayanti GURU PRAB
Follow discipline
Even the Top Manager of Gurudwara will do SEVA like
ordinary people
Management is the process of designing and maintaining an
environment in which individuals, working together in groups,
efficiently accomplish selected aims.
As managers, people carry out the managerial functions of
planning, organizing, staffing, leading and controlling.
Management applies to any kind of organization.
It applies to managers to all organizational level.
The aim of all managers is the same to create a surplus.
Managing is concerned with productivity, which implies
effectiveness and efficiency.
 THE FUNCTIONS OF
MANAGEMENT
7-2

Managers

Planning Organizing Staffing Directing Controlling

activities to resources and the employees the
achieve the activities to organization activities organizations
organization's achieve the with qualified toward activities
objectives organizations people achievement to keep it
objectives of objectives on course
 PLANNING DEFINED
A systematic process of reaching a desired state by
establishing goals and formulating strategies to
achieve them
 WHAT IS ORGANISING
AND ITS IMPORTANCE ?
 ORGANISING DEFINED
The process of structuring and coordinating an
organizations resources to carry out the strategies
formulated in the planning phase effectively and
efficiently
Stated simply, determining what needs to be done and
who is to do it
 ORGANISING
PROCESS
Step:1 Step: 2
Division Coordination

Step: 4 Step: 3

Flow of Control of
information tasks
 STAFFI
NG
Staffing is defined as filling and keeping filled
positions in the organisation structure through :
1.Identifying
work force requirements
2.Recruiting, selecting, placing
3.Induction and Orientation
4.Training/developing
5.Promoting,appraising,planning the
careers, compensating
6.To accomplish their tasks efficiently
and effectively.
 DIRECTING DEFINED
The process of directing and motivating all involved
parties to help achieve the organizations goals
effectively and efficiently
 CONTROLLING DEFINED
The process of monitoring activities to ensure they are
being accomplished as planned and of correcting any
significant deviations
The Well Balanced
Organisation
MANAGEMENT AS AN
ESSENTIAL FOR ANY
ORGANISATION
Managers are charged with the responsibility of taking
actions that will enable individuals to make their best
contributions to group objectives.
Management applies to all organization small, large,
profit making, nonprofit making etc.
MANAGERIAL FUNCTIONS AT
DIFFERENT
ORGANIZATIONAL LEVEL
All managers carry out managerial functions,
spent for each function may differ.
but the time
MANAGERIAL SKILLS &
ORGANIZATIONAL
HIERARCHY
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS
DESIGN SKILLS
GOALS OF ALL
MANAGERS AND
ORGANIZATIONS
The aim of all managers should be to create a surplus,
by establishing an environment in which people can
accomplish group goals with the least amount of time,
money, materials and personal dissatisfaction.
ADAPTING TO CHANGES
IN THE 21ST CENTURY
To be successful I the 21st century, companies must
take advantage of information technology especially
the internet and globalization.
PRODUCTIVITY &
EFFECTIVENESS &
EFFICIENCY
Productivity is the output input ratio within a time
period with due consideration for quality.
Productivity implies effectiveness and efficiency in
individual and organizational performance.
Effectiveness is the achievement of objectives.
Efficiency is the achievement of the ends with the least
amount of resources.
MANAGING:
SCIENCE
OR
ART
Managing as practice is an art;
The organized knowledge underlying the practice may
be referred to as a science.
APPROACHES
TO
MANAGEMENT
EMPIRICAL OR CASE
APPROACH
Contributions/characteristics
Studies experiences through cases.
Identifies success and failures.
Limitations
Situations are all different
No attempt to identify principles.
Limited value for developing management
theory.
Case
situation
Failure Succe
ss
why ?
MANAGERIAL ROLES
APPROACH
Contributions/characteristics
Original study consisted of observation of five chief executives.
On the basis of this study, ten managerial roles were identified
and grouped into interpersonal, informational and decision
roles.
Limitations
Original sample was very small
Some activities are not managerial.
Many activities are evidence of planning, organizing, staffing .
Some important managerial activities are left out.

3 interpersonal
roles

4 T 3
Decision
informati
roles
onal role
CONTINGENCY OR
SITUATIONAL APPROACH
Contributions/characteristics
Managerial practice depends on circumstances.
Contingency theory recognizes the influence of
given solutions on organizational behavior pattern.
Limitations
Managers have long realized that there is no one
best way to do things.
Difficult to determine all relevant contingency
factors and to show their relationship.
Can be very complex.
MATHEMATICAL OR
MANAGEMENT SCIENCE
APPROACH
Contributions/characteristics
Sees managing as mathematical process, concepts, symbols
and models.
Looks at management as a purely logical process, expressed in
mathematical symbols and relationships.
Limitations
Preoccupation with mathematical models.
Many aspects in managing cannot be modelled.
Mathematics is a useful tool, but hardly a school or an
approach to management.
DECISION THEORY
APPROACH
Individual Decision Making
Process of
Decision
making Values of decision
makers

Entire area
Of Business
activity
Group decision making
Nature of
Organization Information for
structure Decision
REENGINEERING APPROACH
Contributions/characteristics
Concerned with fundamental rethinking, process
analysis, radical redesign and dramatic results.
Limitations
Neglects external environment.
Ignores customer needs.
Neglects human needs.
SYSTEM APPROACH
Contributions/characteristics
System have boundaries but they also interact with
the external environment, i.e. organizations are
open systems.
Recognizes the importance of studying
interrelatedness of planning, organizing and
controlling in an organization as well as in the many
subsystems.
Limitations
Can hardly be considered a new approach to
management.
SOCIOTECHNICAL SYSTEM
APPROACH
Contributions/characteristics
Technical system has a great effect on social system.
Focuses on production, office operations, and other
areas with close relationships between the technical
system and people.
Limitations
Emphasizes only blue collar and lower level office work.
Ignores much of other managerial knowledge.

Technical systems

Machines Office operations

Social system
Personal attitudes Group Behavior
COOPERATIVE SOCIAL
SYSTEMS APPROACH
Contributions/characteristics
Concerned with both interpersonal and group
behavioral aspects leading to a system of
cooperation.
Expanded concept includes any cooperative group
with a clear purpose.
Limitations
Too broad a field for the study of management.
At the same time, it overlooks many managerial
concepts, principles and techniques.
al
iz ation
an
Org ture
c
stru
Common Goal
GROUP BEHAVIOR
APPROACH
Contributions/characteristics
Emphasizes behavior of people in groups.
Based on sociology and social psychology.
Primarily studies group behavior patterns.
The study of large groups is often called
organizational behavior.
Limitations
Often not integrated with management concepts,
principles, theory and techniques.
Need for closer integration with organizational
structure design, staffing, planning and controlling
INTERPERSONAL
BEHAVIOR APPROACH
Contributions/characteristics

Focuses on interpersonal behavior,

human relations, leadership and
motivation.
Based on individual psychology.
Limitations
Ignores planning, organizing and controlling.
Psychological training is not enough for becoming an
effective manager.
MCKINSEYS 7-S
FRAMEWORK
Systems
Structure

Style

Strategy

Staff
Skills
Shared Values
MANAGEMENT PROCESS
OR OPERATIONAL
APPROACH
Draws knowledge
From approaches above

Operation
dal
approach

Integrates the approaches

With Sc & theory that are
practical
THANK
YOU