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Management Concepts and Applications

Unit I

QUIZ TIME

Q: Whom are you primarily responsible for?

QUIZ TIME

Q: Why learning about management is important?

Unit I: Management
Q: Who are Managers, and where do they work? Q: What is an Organization, and what are their characteristics?
Q: How are managers different from Operatives? Q: What titles do managers have in organizations?

Efficiency & Effectiveness .Management: Meaning • What is Management? – A Process – An Environment – Managerial Functions – Various types of Organizations – Multiple Organizational Levels – Creating Surplus – Productivity.

. and People oriented. .Management: Definition • “Management is the art of getting things done through people”.Mary Parker Follett Task oriented Achievement oriented.

.Management: Definition (Cont.) • “Management is the process of getting things done. effectively and efficiently. through and with other people”.

efficiently accomplish selected aims.Management: Definition (Cont. working together in groups.” .) • “Management is the process of designing and maintaining an environment in which individuals.

Daft .Richard L. .Management: Definition (Cont.) • “Management is the attainment of organizational goals in an effective and efficient manner through planning. organizing. and controlling organizational resources”. leading.

) • Productivity: The output-input ratio within a time period with due consideration for quality. • Effectiveness – end • Efficiency – means .Management: Definition (Cont.

) • “Managers must establish an environment in which people can accomplish group goal with the least amount of time. material and personal dissatisfaction or in which they can achieve as much as possible of a desired goal with available resources”.Management: Definition (Cont. money. .

.QUIZ TIME Q: Example of being efficient but not effective.

Evolution of Management Thoughts • The Pre-modern Era – Egyptian Pyramids – Great Wall of China – Taj Mahal – Adam Smith’s Contribution: ‘Wealth of Nations’ (1776) Division of Labour .

Evolution of Management Thoughts (Cont. .) • Industrial Revolution(Late 18th Century in Great Britain) Machine Power Mass Production Low Transportation Cost Lack of Government Regulation Formal theory to guide managers to run business not available until early 1900s.

Classical Theory Contributors • Scientific Management Theory – Frederick Winslow Taylor • Frank and Lillian Gilbreth • Henry Gantt • General Administrative Theory – Henri Fayol • 14 Principles – Max Weber • Bureaucracy .

12-48 Tons. 200% • One best way of doing each job .Contributions of Frederick Winslow Taylor • ‘The Principles of Scientific Management’ • Midvale Steel Co.85. 1.15 – 1. as Machinist – Apprentice – Common Laborer – Foreman – Master Mechanic – Chief Engineer – ‘Schmidt’ The Dutch immigrant.

.Contributions of Frederick Winslow Taylor (Cont.) • Four Principles of Management – – – – Science replace Rule of Thumb Scientifically select. train and develop Cooperate with worker to get the work done Divide work and responsibility equally between management & workers.

Scientific Management Theory • Prominent Disciples: – Frank and Lillian Gilbreth – Henry Gantt • Reason of Attention – – – – Wastages Labour Intensive Industry Absence of Technology Brick buildings .

organizing. commanding. MD of a large French coal-mining firm. • Proposed five management functions: Planning. coordinating. same time period as Taylor.Contributions of Henri Fayol • Early part of 20th Century. and controlling .

12. 4. 3.) • 14 Principles of Management 1. Division of Work Authority Discipline Unity of Command Unity of Direction Subordination of Individual Interest to the General Interest. 8. 11.Contributions of Henri Fayol (Cont. 9. 7. 10. Remuneration Centralization Scalar Chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps . 5. 14. 13. 6. 2.

Human Relations Approach (Cont.) .

Human Relations Approach (Cont.) .

) .Human Relations Approach (Cont.

USA – Designed by WE industrial engineers.) • Contribution of Elton Mayo – Hawthorne Studies – A series of studies at Western Electric Company’s Hawthorne works in Cicero. Illinois. – 1924 – 1927 . – Importance .1932 – To examine the effect of various illumination levels on worker productivity.Human Relations Approach (Cont.

Systems Approach .

Management Skills • At different organizational level .

command. and control. coordinate. organize. .Henri Fayol – – – – Planning Organizing Leading Controlling .Management Functions • Plan.

Management Process: Planning • Alice in Wonderland • Dil Chahta Hai – Goals – Strategy – Hierarchy of Plans – To Control .

Management Process: Organizing • Questions to be asked: – What? – Who? – How? – Where? .

Management Process: Leading • • • • • Motivate Communicate Direct Coordinate Conflict Resolution .

Management Process: Controlling • Monitor • Compare • Correction .

Managerial Functions .

Managerial Roles by Henry Mintzberg (Three Characteristics / Ten Roles) • Interpersonal – Figurehead: Visitor (Obama to India)/ Legal (UC / Ministers) – Leader: Staffing / Training / Motivation – Liaison: Networking / Mail / External Board Informational – Monitor / Recipient Role: MIS / Periodical / Reports – Dissemination: Meeting / Call / Mail – Spokesperson: Industry Expert / Board Meeting / Media Decisional – Entrepreneur: Opportunity / Change Agent – Disturbance Handler – Resource Allocator: Approval / Scheduling / Budgeting – Negotiator: TU • • .

QUIZ TIME Q: Which role would you like as a manager? .

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