MANAGEMENT CONCEPTS AND

ORGANIZATIONAL BEHAVIOUR
BA4102
 INTRODUCTION
MANAGEMENT MEANING

Management is how businesses organize and direct

workflow, operations, and employees to meet company goals.
The primary goal of management is to create an environment
that lets employees work efficiently and productively. A solid
organizational structure serves as a guide for workers and
establishes the tone and focus of their work.
 DEFINITION

“Management is an art of knowing what is to be done and selling that it

is done in the best possible. manner.” – F.W. Taylor. “Management is the
art of getting things done through and with people in formally
organized.
EVOLUTION OF MANAGEMENT THOUGHTS

 1.A Brief History Of Scientific Management

 The Scientific Management Theory or Taylorism is one of the earliest theories of

workplace management.

 It was named after Fredrick Winslow Taylor, an American mechanical engineer

who applied engineering principles to factories

 He started the scientific management movement with his associates to study how
work was performed and how it affected productivity. It eventually came to be
known as Taylorism, after the theorist himself.
 SCIENTIFIC MANAGEMENT

2.The Meaning Of Scientific Management

 Employees Have A Tendency To Slack Off If They Don’t Enjoy Work

 Sometimes The Workload Is Too High And Unmanageable

 Without Incentives, Business Production Is Likely To Suffer

3.The Importance Of Scientific Management

It Helps Organizations Allocate Their Resources Properly,

Therefore Allowing Them To Maximize Their Profits
It Allows Quality Management, Which Further Helps Businesses
Strengthen Their Relationship With Employees
By Scientifically Directing Employees To Desired Objectives,
Businesses Can Ensure An Increase In Productivity

4.The Principles Of Scientific Management

1. EEmphasis On Science
2. System Of Selection And Training
3. Cooperation, Not Individualism
4. Mental Revolution
5. Optimum Output
111
MANAGERIAL FUNCTION
CRITICISM OF SCIENTIFIC MANAGEMENT

Workers Viewpoint
Unemployment - Workers feel that management reduces employment opportunities
from them through replacement of men by machines and by increasing human
productivity less workers are needed to do work leading to chucking out from their
jobs.

Exploitation - Workers feel they are exploited as they are not given due share in
increasing profits which is due to their increased productivity. Wages do not rise in
proportion as rise in production. Wage payment creates uncertainty & insecurity
(beyond a standard output, there is no increase in wage rate).
CRITICISM OF SCIENTIFIC
MANAGEMENT

WORKERS POINT OF VIEW

1. UNEMPOYMENT
2. EXPOITATION
3. MONOTONY
4. WEAKENING OF TRADE UNION
5. OVER SPEEDING

EMPLOYERS POINT OF VIEW

6. EXPENSIVE
7. TIME CONSUMPTION
8. DETERIORATION OF QUALITY

PSYCHOLOGIST POINT OF VIEW

9. IGNORE HUMAN FACTOR
10.SEPARATION OF PLANNING
11.DISSATISFACTION
12.NO BEST WAY
 F.W. TAYLOR SCIENTIFIC MANAGEMENT

F. W. Taylor (1856-1915) was an American mechanical

engineer who sought to improve industrial efficiency. He was
one of the first management consultants. Taylor was one of the
intellectual leaders of the Efficiency Movement and his ideas,
broadly conceived, were highly influential in the
Progressive Era(1890s–1920s). Taylor summed up his
efficiency techniques in his book
 Features of scientific management
i. Separation of Planning and doing

ii. Functional Foremanship

iv. Job analysis

iv. Standardization

v. Scientific Selection and Training of Workers

vi. Mental Revolution

 Henry Fayol’s 14 Principles of Management

1. Division of Work

The first Henry Fayol principle of management is based on the

theory that if an employee is given a specific task to do, they will
become more efficient and skilled in it. This is opposed to a multi-
tasking culture where an employee is given so many tasks to do at
once. In order to implement this principle effectively, look at the
current skill sets of each employee and assign them a task that they
can become proficient at. This will help them to become
more productive, skilled, and efficient in the long run.
2. Authority
This henry fayol principle of management states that a manager
needs to have the necessary authority in order to ensure that his
instructions are carried out by the employees. If managers did not
have any authority, then they would lack the ability to get any work
done. However, this authority should come along with responsibility.
According to Henri Fayol, there should be a balance between
authority and responsibility. If there is more authority than
responsibility, the employees will get frustrated. If there is more
responsibility than authority, the manager will feel frustrated.
3. Discipline
This principle states that discipline is required for any
organization to run effectively. In order to have disciplined
employees, managers need to build a culture of mutual respect. There
should be a set of organizational rules, philosophies, and structures in
place that should be met by everyone. Bending rules or slacking
should not be allowed in any organization. In order to achieve this,
there is a need for good supervision and impartial judgment.
4. Unity of Command
This principle states that that should be a clear chain of
command in the organization. The employees should be clear on
whose instructions to follow. According to Fayol, an employee should
receive orders from only one manager. If an employee works under
two or more managers, then authority, discipline, and stability are
threatened. Moreover, this will cause a breakdown in management
structure and cause employees to burn out.
5. Unity of Direction
This henry fayol principle of management states that
the work to be done should be organized in such a way that
employees work in harmony towards the same objective,
using one plan, under the direction of one manager. For
example, if you have a range of marketing activities such as
advertising, budgeting, sales promotion, etc., there should be
one manager using one plan for all the marketing activities
6. Collective Interest Over Individual Interest
This principle states that the overall interest of the team
should take precedence over personal ones. The interest of
the organization should not be sabotaged by the interest of
an individual. If anyone goes rogue, the organization will
collapse.
7. Remuneration
This henry fayol principle of management states that
employees should be paid fair wages for the work that they
carry out. Any organization that underpays its workers will
struggle to motivate and keep quality workers. This
remuneration should include both financial and non-financial
incentives. Also, there should be a structure in place to
reward good performance to motivate employees.
8. Centralization
Centralization refers to the concentration of power in the
hands of the authority and following a top-bottom approach
to management. In decentralization, this authority is
distributed to all levels of management. In a modern context,
no organization can be completely centralized or
decentralized. Complete centralization means that people at
the bottom have no authority over their responsibilities.
9. Scalar Chain
A scalar chain refers to a clear chain of
communication between employees and their superiors.
Employees should know where they stand in the hierarchy of
the organization and who to go to in a chain of command. To
implement this in the workplace, Fayol suggests that there
should be an organizational chart drawn out for employees
to see this structure clearly.
10. Order
This principle states that there should be an orderly
placement of resources (manpower, money, materials, etc.)
in the right place at the right time. This ensures the proper
use of resources in a structured fashion. Misplacement of
any of these resources will lead to misuse and disorder in the
organization.
11. Equity
Equity is a combination of kindness and justice. This
principle states that managers should use kindliness and
justice towards everyone they manage. This creates loyalty
and devotion among the employees towards the
organization they work for.
12. Stability of Tenure of Personnel
This principle states that an organization should work to
minimize staff turnover and maximize efficiency. Any new
employee cannot be expected to get used to the culture of an
organization right away. They need to be given enough time to
settle into their jobs to become efficient. Both old and new
employees should also be ensured job security because
instability can lead to inefficiency
13. Initiative
This principle states that all employees should be
encouraged to show initiative. When employees have a say
as to how best they can do their job, they feel motivated and
respected. Organizations should listen to the concerns of
their employees and encourage them to develop and carry
out plans for improvement.
14. Esprit de Corps
Esprit de Corps means “Team Spirit”. This henry fayol
principle of management states that the management should
strive to create unity, morale, and co-operation among the
employees. Team spirit is a great source of strength in the
organization. Happy and motivated employees are more likely
to be productive and efficient.
LEVELS OF MANAGEMENT
ELTON MAYO

 Professor George Elton Mayo (1880-1949) has secured

fame as the leader in a series of experiments which became
one of the great turning-points in management thinking

 An Australian by birth, Mayo read psychology at

Adelaide University> He was appointed lecturer in Logic,
Ethics and Psychology (and later Professor of Philosophy),
at the University of Queensland in 1911.
 The Hawthorne Experiments began in 1924, Mayo's
involvement started in 1928 after he had moved to the
Harvard University School of Business Administration as
Associate Professor of Industrial Research.
 Later awarded a Chair, he remained at Harvard until his
retirement in 1947.
 During the Second World War, Mayo contributed to the
development of supervisor training within his Training
Within Industry (TWI) programme, which was widely
adopted in the USA.
 Mayo wrote about democracy and freedom and the social
problems of industrialised civilisation. It is as the author
of Human problems of an industrial civilisation which
reports on the Hawthorne Experiments, that he is known
for his contribution to management thinking, even though
he disclaimed responsibility for the design and direction
of the project.
Key theories
Hawthorne
The Hawthorne plant of Western Electric was located in
Chicago. It had some 29,000 employees and manufactured
telephones and telephone equipment, principally for AT & T.

The experiments
The study began in 1924 by isolating two groups of workers
in order to experiment with the impact of various incentives
on their productivity.
Early deductions - supervision and employee
attitudes

Visits in 1929 and 1930 indicated to Mayo 'a

remarkable change of attitude in the group'. Mayo's
view was that the Test Room Workers had turned into
a social unit, enjoying all the attention they were
getting, and had developed a sense of participation
in the project.
 In order to understand this further Mayo instituted a
series of interviews
 Further exploration into worker complaints revealed
that some had little or no basis in fact but were actually
symptoms or indicators of personal situations causing
distress.
 By focusing on a more open, conversational, listening
and caring interview approach, Mayo had struck a key
which linked the style of supervision and the level of
morale to levels of productivity.
Interpreting Hawthorne

•job satisfaction increased as workers were given more

freedom to determine the conditions of their working
environment and to set their own standards of output;
•intensified interaction and cooperation created a high level
of group cohesion;
•job satisfaction and output depended more on cooperation
and a feeling of worth than on physical working conditions.
In perspective

His ideas on the emergence of 'informal' organizations

were read by Argyris and others as they developed theories
about how organizations learned and developed.
The discrediting of the 'rabble hypothesis' theory -
based on the assumption that individuals only pursue self-
interest - led directly to the work of McGregor (Theory X
and Theory Y) with its wider implications for leadership
and organisation.
Features of Contingency Approach to Management
1.Management is externally situational: the conditions of the situation
will determine which techniques and control system should be designed
to fit the particular situation.
2.Management is entirely situational.
3.There is no best way of doing anything.
4.One needs to adapt himself to the circumstances.
5.It is a kind of “if” “then” approach.
6.It is a practically suited.
7.Management policies and procedures should respond to environment.
8.Managers should understand that there is no best way of managing. It
dispels the universal validity of principles.
 UNIT – II
PLANNING
 PLANNING
MEANING:

Planning is the process of thinking

regarding the activities required to achieve a
desired goal. Planning is based on foresight, the
fundamental capacity for mental time travel. The
evolution of forethought, the capacity to think
ahead, is considered to have been a prime mover in
human evolution.
 DEFINITION

 According to Koontz & O'Donell, “Planning

is deciding in advance what to do, how to do and
who is to do it. Planning bridges the gap between
where we are to, where we want to go. It makes
possible things to occur which would not
otherwise occur”.
PLANNING PROCESS
FORECASTING
 MANAGEMENT BY OBJECTIVES

MEANING

 Management by objectives (MBO) is a process in

which a manager and an employee agree on specific
performance goals and then develop a plan to reach
them. It is designed to align objectives throughout an
organization and boost employee participation and
commitment.
 POLICIES
 The general statements that guide thinking and channel
energy toward a particular direction are known
as Policies. Policies are a type of Standing Plan and they
provide a basis for interpreting strategy. A manager uses
policies at his discretion. E.g. Decisions taken under
recruitment policy can be in the case of recruiting
employees for a new division
 STRATEGIES
 The unified, structured, and integrated plans that are designed to
achieve specific objectives of an organization are known
as Strategies. It is a comprehensive plan for achieving the goals of
an organization. By ‘comprehensive’, we mean plans in which we
determine long-term objectives, adopt a suitable course of action,
and arrange and allocate necessary resources for achieving the
objectives. A strategy prepares an organization to meet the changes
taking place in the environment. It is usually made by the top-level
management.
ORGANIZATIONAL STRUCTURE
 AUTHORITY AND RESPONSIBILITY

 Authority is the power to make decisions, give orders,

and enforce obedience. Responsibility, on the other
hand, is the obligation to answer for one's actions and to
complete assigned tasks. It's important to note
that authority and responsibility are often intertwined,
and one cannot exist without the other.
 DIFFERENCE BETWEEN
AUTHORITY&RESPONSIBILITY&
ACCOUNTABILITY
 DELEGATION OF AUTHORITY

 The delegation of authority refers to the division of

labor and decision-making responsibility to an
individual that reports to a leader or manager. It is the
organizational process of a manager dividing their own
work among all their people.
DEFINITION
DECENTRALIZATION
 Mechanistic vs Adoptive Structures

A mechanistic organization is an organizational structure with

centralized authority, divisions between departments and specialized
roles that work independently of each other. Companies that have
mechanistic structures run similarly to bureaucracies in which an
established chain of command manages business operations.
Formal Organization
 In every organization, employees are guided by
rules, policies, and procedures, and the structure of jobs
and positions of employees are clearly defined for
achieving smooth functioning of the organization. Such
a structure is known as Formal Organization. In a
formal organization, the position, responsibility,
authority and accountability of each and every employee
is defined for achieving organizational goals. It is stable,
 Informal Organisation
Interaction amongst employees at the workplace gives rise to
networks of informal communication and employees cut the official
channels and form their own social groups, which are known
as Informal Organisations. Such informal organisations emerge
from within the formal organisation. It arises out of frequent contact
of people with each other based on common interests. It has no
definite structure as it comprises a network of social relationships. It
has no specific direction for the flow of information and is flexible
 Basis Formal Organisation Informal Organisation

The network of social relationships arising out of

The structure of jobs and positions, which is created
Meaning interaction among employees is known as Informal
by management is known as Formal Organization.
Organization.

It is formed deliberately as a part of the It is not formed deliberately and is a result of social
Formation
organisation’s rules and policies. interaction.

Authority Authority arises by virtue of position in management. Authority arises out of personal qualities.

Behaviour Behaviour is prescribed by the managers. There is no set pattern for behavior.
 DEFINECONTROL

Definition of Control Process. Controlling is the process of assessing and modifying performance to en

Definition of Control Process. Controlling is the process of

assessing and modifying performance to ensure that the company's
objectives and plans for achieving them are met. Control is the final
role of management. The controlling function will become obsolete
if other management functions are properly carried out. bjectives and plans
for achieving them are met. Control is the final role of management. The controlling function will become
obsolete if other management functions are properly carried out
 UNIT-III
ORGANIZATIONAL BEHAVIOUR

 Organizational behavior is the academic study

of how people interact within groups. The
principles of the study of organizational behavior
are applied primarily in attempts to make
businesses operate more effectively.
 PERCEPTION AND LEARNING

Perceptual learning is experience-dependent

enhancement of our ability to make sense of what we see,
hear, feel, taste or smell. These changes are permanent or
semi-permanent, as distinct from shorter-term mechanisms
like sensory adaptation or habituation
INDIVIDUAL PERCEPTION
MAMASLOW'S HIERARCHY THEORY

 MasloMaslow's hierarchy of needs, Herzberg's two-

factor theory, and McClelland's theory of needs are the
three classic motivation theories. Self-determination,
self-efficacy, reinforcement, and expectancy theory are
contemporary motivation theories.w's
MASLOW HIERARCHY NEED
 ATTITUDE, VALUE AND BELIEF

 Attitude means way of thinking.

 Value is about principles or standard of behaviour.
 Belief is an acceptance that something exists. If we talk
about our day to day life, we find that these are three
independent entities yet they are intermingled up to a
certain extent.
MEANING

People's values, beliefs and attitudes are formed and

bonded over time through the influences of family, friends,
society and life experiences. So, by the time you're an
adult, you can hold very definite views on just about
everything with a sense of “no one is going to change my
mind”.
 COMMUNICATION

The communication process is made up of four key

components. Those components include encoding, medium
of transmission, decoding, and feedback. There are also two
other factors in the process, and those two factors are
present in the form of the sender and the receiver.
PROCESS OF COMMUNICATION
BARRIERS TO EFFECTIVE COMMUNICATION

The sender sends the message and the recipient is the

receiver of the message. The process of communication is
never smooth as it is affected by the barriers of communication.

Barriers to effective communication can result in

confusion which can lead to incorrect information being
conveyed or miscommunication which can lead to loss of
business.
UNIT-IV
GROUP BEHAVIOUR

A group is a collection of individuals who coordinate their

efforts, while a team is a group of people who share a
common goal. While similar, the two are different when it
comes to decision-making and teamwork.
Definition

Definition:
Group behavior defines the way individuals
are influenced by the thoughts, feelings, and
behaviors of others in a group. Groups can also
influence people's social behavior to fit in a
particular group. This is known as group conformity.
DIFFERENCES OF GROUP AND TEAM

GROUP:
Between Groups differences examine
how independent groups – groups that are not the
same – may differ from each other on a variable.
TEAM:
A group is a collection of individuals who
coordinate their efforts, while a team is a group of
people who share a common goal. While similar, the
two are different when it comes to decision-making
and teamwork.
Z
STAGES OF GROUP DEVELOPMENT

Forming, Storming, Norming,

Performing, and Adjourning. Tuckman's model
explains that as the team develops maturity and
ability, relationships establish, and leadership style
changes to more collaborative or shared leadership.
FORMING

This is where team members first meet.

It’s important for team leaders to facilitate the
introductions and highlight each person’s skills and
background. Team members are also given project
details and the opportunity to organize their
responsibilities.
STORMING

At this stage, team members openly

share ideas and use this as an opportunity to stand
out and be accepted by their peers. Team leaders
help teams in this stage by having a plan in place to
manage competition among team members, make
communication easier, and make sure projects stay
on track.
NORMING

By now, teams have figured out how to

work together. There’s no more internal
competition, and responsibilities and goals are
clear. Each person works more efficiently because
he or she has learned how to share their ideas and
listen to feedback while working toward a common
goal.
PERFORMING

There’s a high level of cohesion and trust between team members. Teams are
functioning at peak efficiency with less oversight from team leaders. Issues still
come up, but at this point, teams have strategies for resolving problems without
compromising timelines and progress
ADJOURNING

Teams complete their project and

debrief on what went well and what could be
improved for future projects. Afterwards, team
members move on to new projects. Now let’s look
at how to use this model to amplify the strengths
within your remote marketing team so that projects
are successful and completed on time.
TYPES OF TEAMS
THE TEAM OF MEANING

Meaning:
A team is defined as a group of people
who perform interdependent tasks to work toward
accomplishing a common mission or specific
objective.
FUNCTIONAL TEAMS

Functional teams include members

of the same department. When working within these
teams, you share different responsibilities than
other members. Functional teams have leaders or
supervisors to whom members report and who
designate responsibilities. Organizations commonly
use functional teams, which require communication
and trust.
CROSS- FUNCTIONAL TEAMS

Cross-functional teams share similarities with

functional teams, with the primary difference being
that team members come from various
departments. These teams are useful for jobs and
projects that require different expertise and
viewpoints. These teams function best when
supervisors and team leaders prioritize
communication. Leaders typically delegate
responsibilities to members depending on their
individual skill sets.
SELF-MANAGED TEAMS

In self-managed teams employees

working within the same organization collaborate to
accomplish a common goal. These teams are
autonomous and don't need the same supervision as
other types of teams. Self-managed teams share
both leadership and responsibilities. Startup
companies and small businesses often use self-
managed teams. When engaging in a self-managed
team, you may find it helpful to provide
constructive feedback to team members.
TROUBLESHOOTING TEAMS

When issues arise within an

organization, troubleshooting teams find solutions
for those issues. Their goal is to improve processes
for organizations. These teams require strong
communication skills to discover solutions for
complex obstacles. These teams make
recommendations to affected departments, who
then implement their recommendations.
PROJECT TEAMS

Project teams work on specific

projects for their employers. Members of project
teams typically come from several departments and
perform tasks depending on their abilities. These
teams have project leaders who assign
responsibilities and monitor work.
TASK-FORCE TEAMS

Organizations need task force teams

when emergencies arise. These teams comprise the
most efficient employees within an organization. In
task-force teams, employees work exclusively on
their tasks within the team. This differs from other
teams, which frequently combine an employee's
regular caseload with that of the team. The goal of
the task force is to complete projects quickly and
efficiently.
GROUP DYNAMICE

The social process by which people interact

and behave in a group environment is called group
dynamics. Group dynamics involves the influence of
personality, power, and behaviour on the group
process.
LRADERSHIP IN BEHAVIOR

Leader behavior is the traits and

characteristics that make some effective as a
leader. Leaders utilize their behavior to help them
guide, direct, and influence the work of their team
Z
STYLES OF BEHAVIOR

The acquisition of new behavior based

on environmental conditions. They believe learning
actually occurs when new behaviors or changes in
behaviors are acquired through associations
between stimuli and responses. Thus, association
leads to a change in behavior.
A
BEHAVIORAL OF APPROACH

The Behavioral Approach. Human

behavior is learned, thus all behavior can be
unlearned and new behaviors learned in its
place. Behaviorism is concerned primarily with the
observable and measurable aspects of human
behavior. Therefore when behaviors become
unacceptable, they can be unlearned.
POLITICAL OF BEHAVIOUR

Political behaviour consists of influence

attempts that are informal in nature. Formal
influence attempts that are part of one's role in the
organization arc excluded from such behaviour. PB is
an informal influence attempt that is discretion
c
POWER OF BEHAVIOUR

Power is the ability to influence

the behavior of others to get what you want. It is
often visible to others within organizations.
Conformity manifests itself in several ways, and
research shows that individuals will defer to a group
even when they may know that what they are doing
is inaccurate or unethical.
A
 ORGANIZATIONAL STRUCTURE

An organizational structure is a system

that outlines how certain activities are directed in
order to achieve the goals of an organization. These
activities can include rules, roles, and
responsibilities
D
Organizational Climate and Culture

MEANING:
Organizational climate represents staff perceptions
of the impact of the work environment on the
individual. This is the view of “how it feels” to work
at the agency (e.g., supportive, stressful).
 ORGANIZATIONAL CULTURE

 Organizational culture is the set of values, beliefs,

attitudes, systems, and rules that outline and influence
employee behavior within an organization. The culture
reflects how employees, customers, vendors, and
stakeholders experience the organization and its brand.
 ORGANIZATIONAL CONFLICT

 Conflict management techniques include changing organizational

structures to avoid built-in conflict, changing team members,
creating a common “enemy,” using majority rules, and problem
solving. Conflict management styles include accommodating
others, avoiding the conflict, collaborating, competing, and
compromising.
 MANAGEMENT CONFLICT

 The Five Steps to Conflict Resolution

 Step 1: Identify the source of the conflict. The more information about the
cause of the conflict, the more easily it can be resolved. ...

 Step 2: Look beyond the incident. ...

 Step 3: Request solutions. ...

 Step 4: Identify solutions both disputants can support. ...

 Step 5: Agreement.
 UNIT V
EMERGING ASPECTS OF ORGANIZATIONAL
BEHAVIOUR
 organizational behavior across cultures

 Organizational behavior is the multidisciplinary study of

human behavior within organizational settings and the
organization itself, while the area of cross-cultural
management examines the influence of societal cultures
on individuals and management practice.
 INTERNATIONAL WORKFORCE

Managing a Global Workforce examines important

human resource management issues and practices in
today's global marketplace, helping current and future
managers and leaders, regardless of nationality, in making
effective human talent management decisions for optimal
organizational performance.
 Global Companies Face More Challenges

 Time & Location Differences. ...

 Cultural Differences. ...
 Breaking Local Employment Laws. ...
 Creating a Healthy Work Environment. ...
 Administering Fair and Ethical Policies. ...
 Training and Development of Talent. ...
 Managing People All Over the World.
 Cross-cultural communication

 Cross-cultural communication is a field of study

investigating how people from differing cultural
backgrounds communicate, in similar and different
ways among themselves, and how they endeavor to
communicate across cultures.
 MANAGING DIVERSITY

 Managing diversity means acknowledging people's

differences and recognizing these differences as
valuable; it enhances good management practices by
preventing discrimination and promoting inclusiveness.
Good management alone will not necessarily help you
work effectively with a diverse workforce