Role of a Manager,

Management Functions and

Managerial Skills
Dr Amit Kumar Lal
PhD, MBA, UGC Net
Alumni of IIMA Research Summer School
Founder
Skillics Learning Solutions
Interpersonal

 Figure head

 Leader

 Liaison
Decisional

 Entrepreneur

 Disturbance Handler

 Resource Allocator
Functions of Management

 Planning
 Organising
 Staffing
 Leading/Directing
 Controlling
Management Skills

 Technical Skills

 Conceptual Skills

 Human Skills
Japanese Style of Management v/s
American Style of Management
Management Styles
American Style
 Planning
 Short term orientation
 Individualistic Decision making
 Top – Bottom Approach
 Fast decision making
Japanese Style
 Planning
 Long term orientation
 Collective decision making
 Bottom up approach
 Slow decision making
Management Styles
American Style
 Organising
 Individual responsibility
 Formal Structure
 Lack of common organisation
culture missing
Japanese Style
 Organising
 Collective responsibility
 Informal Structure
 Common culture and Philosphy
Management Styles

American Style Japanese Style

 Staffing
 Short term employment
 Less concern for employees
 Specialised career
 Reward based on individual
performance
 Staffing
 Life time employment
 More concern
 General Career
 Reward based on group
performance
Management Styles

American Style Japanese Style

 Directing  Directing
 Individual Motivation  Group Motivation
 Top Down Communication  Bottom up communication
 Leader as Decision maker  Leader as group facilatator
Management Styles

American Style Japanese Style

 Controlling  Controlling
 Controlled by supervisor  Controlled by peer group
 Control of individual performance  Control for group perfomance
Management Theories (Early
Contribution)

 Contribution of FW Taylor - The Scientific Management

 Fed up from worker inefficiency
Elements OF Scientific management
 Separation of planning with doing
 (Workers will not plan gang boss will do the planning work)
 Functional Foremanship (functions based on specialisation, Against unity of
command)
 Job Analysis – the best way of doing a job, reducing time and cost (Time Motion
Fatigue study)
 Standardization – in terms of tools, time & period of work, working conditions
 Scientific selection and training of workers
 Financial Incentives ( Differential piece rate system)
Principles of F W Taylor

 Develop a science to replace old rule of thumb method

 Scientifically select, train, and develop the worker.
 Co operate with the workers
 Divide the work and responsibility almost equally
between management and workers
Critical Analysis of Scientific
Management
 Mainly focussed on the problems of operating level rather than emphasizing
on the management of organisation
 Side lined the human aspect of organisation
 Workers were not allowed to raise the voice
 Trade unions were opposing as they believed that this is a new way of
exploiting workers
 Division of Authority and
Discipline
Labour Responsibility

Unity of Unity of
Centralisation
Command Direction

Henry Fayol Remuneration

Scaler chain (
substitution
Order
from Gang
(14 Prinicples) plank)

Subordination
of individual Stability of
Equity
interest to the tenure
general interest

Initiative Espirit de corps

Elton Mayo – Human Relational Approach

• Elton mayo was born in australia in 1880

• Elton Mayo started his work at Hawthorne in 1924
• In 1927, a group of researchers led by Elton Mayo and
Fritz Roethlisberger
• The Hawthorne Experiments brought out that the
productivity of the employees
• Mayo’s idea was that logical factors were far less
important than emotional
Series of Experiments

1. Illumination Experiment
2. Relay Assembly Test Room Experiment
3. Mass Interview Programme
4. Bank Wiring Test Room Experiment
Illumination Experiment
 This experiment was conducted to establish relationship between
output and illumination

 The output showed an upward trend even when the illumination was
gradually brought down to the normal level

 it was concluded that there is no consistent relationship between

output of workers and illumination in the factory

 There must be some other factor which affected productivity

Relay Assembly Test room Experiment

 These experiments were performed in order to find the influence of changes

in job conditions on group productivity
 Methodology – A relay room was established and two girls were chosen. They
were asked to choose their co-workers.
 Changes and Outcomes-
 Pay will be dependent on the performance of other five girls – productivity
increased
 Two five minutes breaks – increased
 Snacks were provided in the rest period
 Changes in the work timings – 4.30 in the eveining (productivity increased)
 As the experiment ended and they revert back to old setting the productivity
increased further due to change in attitude of girls towards work
 Mass Interviewing Program

• The objective of this programme was to make a systematic study of

the employee
• The researchers interviewed a large number of workers with regard
to their opinions on work
• working conditions and supervision Initially
• The researchers observed that the replies of the workmen were
guarded
• The findings confirmed the importance of social factors at work in
the total work environment
Banking Wire Experiment

 14 male workers were taken for this experiment.

 Bonus to be given on group performance
 The productivity increased and then decreased due to –
 Fear of unemployment
 Fear of raising the standard
 Protection of slower workers
Conclusion of Hawthorne Studies

 The social and psychological factors are responsible for workers'

productivity and job satisfaction. Only good physical working
conditions are not enough to increase productivity.
 The informal relations among workers influence the workers'
behaviour and performance more than the formal relations in
the organization.
 Employees will perform better if they are allowed to participate
in decision-making affecting their interests.
 Employees will also work more efficiently, when they believe
that the management is interested in their welfare.
Conclusion
 When employees are treated with respect and dignity, their performance will improve.
 Financial incentives alone cannot increase the performance. Social and Psychological
needs must also be satisfied in order to increase productivity.
 Good communication between the superiors and subordinates can improve the relations
and the productivity of the subordinates.
 Special attention and freedom to express their views will improve the performance of
the workers.
Mc Gregor Theory

 Theory X
 The average human being has an inherent dislike to work and will avoid it if
possible
 Because of this human characteristics of disliking work, most people must be
coerced, controlled, directed, or threatened with punishment to get them to
put forth adequate effort towards the achievement of organizational
objectives.
 The average human being prefers to be directed, wishes to avoid
responsibility, has relatively little ambition and wants security above all
  Theory Y

McGregor Theory  The expenditure of physical and mental effort in work

is as natural as play as rest. The average human being
does not inherently dislike work
 External control and threat of punishment and not only
the means for bringing about effort toward
organisational objectives. A person will exercise self
direction and self control in the service of objectives to
which he or she is committed.
 The average human being learns, under proper
conditions, not only to accept but to seek responsibility
 The capacity to exercise a relatively higher degree of
imagination, creativity, in solution of organisational
problems
 Under the conditions of modern industrial life, the
intellectual potentialities of the average human
beingare only partially utilized
Peter Drucker Theory

 Concept of Decentralisation

 Concept of Federalism

 MBO (Management by objectives)