Introduction To Principles and Functions of Management: (Text Book Chapters - 1 & 2)

1
Introduction to Principles
and Functions of
Management
(Text Book Chapters – 1 & 2)

1
Issue # 1 Principles of Management / BSG – 201
Con t ent s
Management:
Meaning, Principles and
Functions of Management.
Different Schools of
Management and
Management Thought.
2
g e me n t Is …
M a na
Efficiency
Efficiency
Getting
Getting work
work
done
done through
through
others
others Effectiveness
Effectiveness
3
n cy an d
Efficie
cti ve ne s s
Effe
4
a na g eme nt–
fM
Principles o
F.W. Taylor
Develop
Develop aa science
science for
for each
each element
element of
of aa man’s
man’s work,
work,
which
which replaces
replaces the
the old
old rule-of-thumb
rule-of-thumb method.
method.
Scientifically
Scientifically select
select and
and then
then train,
train, teach,
teach, and
and
develop
develop the
the workmen.
workmen.
Cooperate
Cooperate with
with the
the men
men to
to insure
insure all
all work
work is
is done
done in
in
accordance
accordance with
with the
the principles
principles of
of the
the science.
science.
There
There is
is almost
almost equal
equal division
division of
of the
the work
work and
and the
the
responsibility
responsibility between
between management
management and and workmen.
workmen.
5
n St u d i e s :
io
Time & Mot i l br e th
l li a n G
Frank & Li
Time Study
Timing how long it takes good workers
to complete each part of their jobs.
Motion Study
Breaking each task into its separate
motions and then eliminating those that
are unnecessary or repetitive.
6
a n ag eme n t
Pr in c i pl e s of M
14
ol
– Henry Fay
1. Division of Work: allows for job specialization. Work
should be divided among individuals and groups.
2. Authority and Responsibility: Authority right to
give orders. Responsibility involves being answerable
Whoever assumes authority assumes responsibility

3. Discipline: Common efforts of workers. Penalties
4. Unity of Command: Employees should have only
one boss.
5. Unity of Direction: A single plan of action to guide
the organization.
6. Subordination of individual interests to the 7
a n ag eme n t
Pr in c i pl e s of M
14
ol
– Henry Fay
7. Remuneration: An equitable uniform payment
system that motivates and contribute to success.
8. Centralization: The degree to which authority rests
at the top of the organization.
9. Scalar Chain: Chain like authority scale.
10. Order: The arrangement of employees where they
will be of the most value to the organization.
11. Equity: The provision of justice and fair dealing
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de corps: Harmony, general good feeling
Issue # 1
among employeesPrinciples of Management / BSG – 201
8
i o ns of
Funct
e m en t
Manag
9
n n in g a nd
Pla g
n M ak in
Decisio
Defining goals,
establishing
strategy and
developing sub
plans to choose
alternatives and
coordinate activities
10
O rgan iz i ng
• Deciding where
decisions will be made
• Who will do what jobs

and tasks
• Who will work for

whom 11
Leadi n g
Inspiring
Inspiring
Leading
Leading
Motivating
Motivating
12
Contr ol li ng
Monitoring
progress towards
goal achievement
and taking
corrective action
when needed
13
d Ar ea s
Levels an
age m en t
of Man
Levels of Management
Top managers
Middle managers
First-line managers
s
ns
n
g
ce
e
io
ti n
er
nc
io
ur
at
th
ke
t
na
ra
tr
so
O
ar
is
pe
Fi
re
in
M
dm
an
um
Areas of Management
H
14
Rol e o f T o p
M a na g e r s
Creating
Creating aa context
context for
for change
change
Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action
Monitoring
Monitoring their
their business
business environments
environments
15
at M id d le
Wh
a ge r s D o?
Man
Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives
Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions
Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them
Implement
Implement changes
changes oror strategies
strategies
generated
generated by
by top
top managers
managers
16
ib i liti es of
Respons ge rs
a n a
First-Line M
Manage
Manage the
the performance
performance of
of
entry-level
entry-level employees
employees
Encourage,
Encourage, monitor,
monitor, and
and reward
reward
the
the performance
performance of
of workers
workers
Teach
Teach entry-level
entry-level employees
employees how
how to
to do
do
their
their jobs
jobs
Make
Make detailed
detailed schedules
schedules and
and operating
operating
plans
plans 17
Manag er i al
Roles
Interpersonal Informational Decisional

Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance

Handler
Liaison Spokesperson
Resource
Allocator
Adapted from Exhibit 1.4

Negotiator
H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.
18
Man a ge ri a l
Skills
Technical
Technical Skills
Skills Human
Human Skills
Skills
Motivation
Motivation to
to
Conceptual
Conceptual Skills
Skills
Manage
Manage
19
Mana g e ri a l
l le n g e s :
Cha
Ethics
Knowledge
Management Diversity
MANAGER
Innovation Globalization
Customers E-Business
Chapter 1, Stephen P. Robbins, Mary Coulter, and

Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 20
ch o ol s o f
Hi sto r y: S
st ar t)
t T h o u g ht (
Managem e n
Quality
Viewpoint
Contingency
Viewpoint
Systems
Viewpoint
Behavioral
Viewpoint
Traditional
Viewpoint
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
21
Tra d i t io n a l
V i ew p oi n t
 Administrative
Management
 Bureaucratic Goals:
Efficiency
Management
Consistency
 Scientific
Management
22
act eri s t ic s of
Char n a ge me nt
M a
Bureaucratic
 Rules—formal guidelines for the behavior of

employees on the job
 Impersonality—employees are evaluated

according to rules and objective data
 Division of Labor—splitting work into

specialized positions
23
t i s S c ie n t ifi c
Wha
em e n t?
Manag
24
ni stra t iv e
Admi
a g e m en t
Man
Fourteen
Principles of
Management
given by
Henry Fayol
25
h avi o ra l
What is Be
Vi ew p oint
 Focuses on dealing effectively with the
human aspects of organizations
 Started in the 1930’s
 Emphasis on working conditions
 Workers wanted respect
 Workers formed unions to bargain

with management 26
V i ew o f
Systems
i za ti o ns
Organ
27
o n ti n ge n cy
What is C
Approach?
Problem
Problem or
or Situation
Situation
Important
Important
Contingencies
Contingencies
Solution
Solutionor
or Solution
Solutionor
or SSolution
olutionor
or
Action
ActionAA Action
ActionBB Action
Action CC
Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright © 1991 by Houghton Mifflin Company. 28
Ap p ro a c h :
Qu a l it y
Positive
Lower Costs
Company
and Higher
Image
Market Share
Decreased
Product Liability
Quality
29
na g emen t
Islamic Ma
sp ecti ve :
Per
1. Work is an act of Worship
2. Work as Trust – Amana
3. Discipline
4. Reliance on Own Self
5. Proper placement depending upon Skills & Talent
6. Fairness and Proper Treatment of Employees
7. Quality – Itqan
8. Consultative and decision making skills – Shura
30
Than k Y ou
31

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1

(Text Book Chapters – 1 & 2)

Whoever assumes authority assumes responsibility

• Who will do what jobs

• Who will work for

Interpersonal Informational Decisional

Leader Disseminator Disturbance

Adapted from Exhibit 1.4

Chapter 1, Stephen P. Robbins, Mary Coulter, and

 Rules—formal guidelines for the behavior of

 Impersonality—employees are evaluated

 Division of Labor—splitting work into

 Started in the 1930’s

 Emphasis on working conditions

 Workers wanted respect

 Workers formed unions to bargain

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