Professional Documents
Culture Documents
MANAGEMENT
1
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.
Top level H
U
TE
M
CH
A
NI
Middle level N
CAL
S
SKI
K
LLS
Supervisory ILL
level/entry
level S
R1 = RESOURCES
R2 = RELATIONSHIPS
R3= RESULTS
• Any questions……
• Productivity approach
• Behavioral approach
• Rationalistic model approach, and
• Institutional approach
• Experiments of Taylor ……
88
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
Self actualization
Self-esteem
Love, Affection & Social
Safety & Security
Stimulation
Physiological
MASLOW
MOTIVES
(NEEDS)
BEHAVIOR
GOAL
(INCENTIVES)
HERZBERG
Dr.R. Krishna - Management 111
Principles
Douglas M. McGregor-(1906-1964;
a social psychologist)
THEORY X THEORY Y
Work is inherently distasteful to most people Work is as natural as play, if the conditions are
favorable
Most people are not ambitious, have little desire Self-control is often indispensable in achieving
for responsibility, and prefer to be directed organizational goals
Most people have little capacity for creativity in The capacity for creativity in solving
solving organizational problems organizational problems is widely distributed in
the population
Motivation occurs only at the psychological and Motivation occurs at the social, esteem, and self-
safety levels actualization levels, as well as physiological and
security levels
Most people must be closely controlled and often People can be self-directed and creative at work if
coerced to achieve organizational objectives properly motivated
PLANNING
INTERPERSONAL
LEADING
INFORMATIONAL
ORGANIZIING
DECISIONAL
CONTROLLING
Administers Innovates
Imitates Originates
One part or subset of parts, controls the whole The whole is created and controlled through the
inter-relationship of the parts
Awareness only of random plurality of parts Awareness of pattern among parts
Inability to influence core activities whether they Ability to influence core activities whether they are
are internally or externally oriented internally or externally oriented
Core activities only influenced by immediate Core activities influenced by past, present and
present future
Collective responsibility
Individual responsibility
Concern for the whole Concern for parts of the
organization organization
Dr.R. Krishna - Management 149
Principles
Participative Management
• Ouchi emphasized participative management and consensus
decision-making, if Theory Z is to work.
• Social scientists have described this as a democratic process in
which may people are drawn into shaping of important decisions
• The participative process is one of the mechanisms that provides for
the broad dissemination of information and values within the org,
and it also serves the symbolic role of signaling in a unmistakable
way the cooperative intent of the firm
• Typically, Theory Z orgs devote a great deal of energy to developing
the interpersonal skills necessary to effective group decision making
• In theory Z companies the decision making may be collective, but
the ultimate responsibility for decisions still resides in one individual
Strategy
Superordi Systems
nate
Goals
Skills Style
Staff
CHEERS.