1st lecture: Management is a distinct ongoing process of allocating inputs of an organization by variety of specialist functions for the purpose

of achieving stated objectives. Management is not an event Management is a task of bringing all human and non human resource together. To achieve organizational objectives. Management always goal oriented/directed. bjectives should be clear! definite and measurable.

Management may be labeled as the art of getting work done through people with satisfaction for employer! employees and the public. "ublic means all stake holders. #mployer$s target is to make profit and wealth. #mployee$s target is to upgrade the living standard. %onsidering conflict of interest! management is viewed as an art.

&or getting the work done through the efforts of other people! it is necessary to guide! direct! coordinate and control human effort towards the fulfillment of the goals. Manager should be a leader. '(iscuss the difference between leader and manager.)

Management may be called as *rt as well as science: a) Management has scientific basic because management techni+ues are susceptible le to measurement and factual determination. b) Management is an art because management means coordinating and getting work don through others. ***Main Characteristics of management 1. to integrate and apply the knowledge ,. To develop and deploy analytical approaches. -. Management does not frame policies. it only implements/e/ecutes the policies laid down by the organization. 0. The functions of management are e/ecutive and largely governing. 1. Management is the servant of administration. it gets salary or a part of profit in lieu of its services. 2. Management re+uires technical ability to function properly. 3. Management uses organization for achieving the goals of an enterprise. 4. Management is productive in character. 5. "lanning! organizing! leading and controlling are all functions of management.

,nd lecture: % 6T789:T 7; & M*6*<#M#6T %ontribution of *dam ;mith '14th century economist): =ob specialization and the division of labor. *dam smith observed that firms manufactured pins in one of the twos different ways: 1. %raft>style: each worker did all steps ,. "roduction: each worker specialized in one step. *dam smith realized that job specialization resulted in much higher efficiency and production breaking down the total job allowed for the division of labor in which worker became very skilled at their specific job.

%ontribution of 7obert wen '1331>1414):

7obert wen believed that the workers performance was influenced by the shop floor working conditions! working hours! housing facilities! training of worker! provision of canteen! rest place. ?e can thus be called as the forerunner of personnel management.

%ontributions of %harles 9abbage '1431>153,):

%harles 9abbage tried to advance technology ?e advocated the use of science and mathematics! investigation and accurate data to run factories. They were at that time! using traditional method! opinions and rule of thumb. ?e suggested division of work into mental and physical effort 8nvented the analytical engine which was the fore>runner of the modern computer.

%ontributions of =ames @att =r. '1352>1404) and 7obinson 9olton '133A>140,):

9oth @att =r. and 7obinson were sons of =ames @att! the inventor of stream engine. 8n their factory at ;oho '9irmingham)! they used the following management techni+ues: 1. &orecasting> market research ,. "lanned machine layout -. "roduction "lanning 0. ;tandardization of parts 1. #laborate statistical records 2. @elfare of workers.

;cientific Management: (efined by &rederick Taylor in the late 14AA$s wanted to replace Brule of thumbC ;ought to reduce the time a worker spent and each task by optimizing the way the task was done. ;cientific management is a process of directing human efforts which employs: 1. ;cientific Methods ,. Management specialists Management specialist can be defined as one ho is an e/pert in the application of modern scientific method of solving a problem! which arises in the process of management. Taylor ;tresses on: 1. 8ntelligent investigations and analysis of the different units of business. ,. ;cientific study of each unit of business. -. ;cientific method of doing work. 0. ;cientific selection of workers. 1. determination of the most efficient unit of work 2. (etermination of standard or normal based on scientific approach and analysis. 3. (etermination of the most efficient speed in order to achieve and analyze. Taylor$s %hief ideas were: 1. ;eparation of planning from doing ,. Manager to plan in advance the work to be done. -. manager to select and train the workers 0. time study different wage plan 1. functional foremanship and division of labor 2. ;tandardization of tools and e+uipments.