Mg8591 Pom Unit 1

1
MG8591
PRINCIPLES
OF
MANAGEMENT
2
3
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MG 8591 –
PRINCIPLES OF
MANAGEMENT
Department: COMMON TO CSE , EEE & IT
Batch/Year : 2019 – 2023 / IV year
Created by: Dr.T.Ramesh ASP/CSE

Mr.A.Fayaz Ahamed AP/EEE
R.M.K. Engineering College.
Table of Contents
Slide No
Course Objectives 7
Pre Requisites -
Syllabus 8
Course Outcomes 9
CO- PO/PSO Mapping 10
Lecture Plan 11
Activity Based Learning 15
Lecture Notes 17
Assignment 60
Part A Q & A 61
Part B Qs 66
Supportive online Certification courses 67
Real time Applications in day to day life
and to industry 68
Contents beyond the Syllabus 69
Assessment schedule 71
Prescribed Text Books & Reference Books 72
Mini Project Suggestions (If required) 73

Course Information
1. Course Objectives
To enable the students to study the evolution of Management
To study the functions and principles of management
To learn the application of the principles in an organization
2. Pre Requisites
None
7
Course Information
3.Syllabus
MG8591 : PRINCIPLES OF MANAGEMENT LTPC:3003
UNIT I INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
Definition of Management – Science or Art – Manager Vs Entrepreneur - types
of managers - managerial roles and skills – Evolution of Management –
Scientific, human relations , system and contingency approaches – Types of
Business organization - Sole proprietorship, partnership, company-public and
private sector enterprises - Organization culture and Environment – Current
trends and issues in Management.
UNIT II PLANNING
Nature and purpose of planning – planning process – types of planning –
objectives – setting objectives – policies – Planning premises – Strategic
Management – Planning Tools and Techniques – Decision making steps and
process
UNIT III ORGANISING
Nature and purpose – Formal and informal organization – organization chart –
organization structure – types – Line and staff authority – departmentalization
– delegation of authority – centralization and decentralization – Job Design -
Human Resource Management – HR Planning, Recruitment, selection, Training
and Development, Performance Management , Career planning and
management
UNIT IV DIRECTING
Foundations of individual and group behaviour – motivation – motivation
theories – motivational techniques – job satisfaction – job enrichment –
leadership – types and theories of leadership – communication – process of
communication – barrier in communication – effective communication –
communication and IT.
UNIT V CONTROLLING
System and process of controlling – budgetary and non-budgetary control
techniques – use of computers and IT in Management control – Productivity
problems and management – control and performance – direct and preventive
control – reporting.
8
4.COURSE OUTCOMES
Highest
Course Outcomes Cognitive
Level
Describe the historical evolution of management K2

CO1 theories for business organization
K3
CO2 Demonstrate the use of the planning tools for strategic
management
K3
CO3 Identify the most appropriate organizational structure
Discuss HR strategies for planning, recruiting K2

CO4
& training Employees.
Explain the theories of motivation & leadership to K2

CO5 manage a group.
K2
Summarize the controlling methods &
CO6
tools to increase productivity of the
organization
5.CO – PO/PSO MAPPING
Course Information
6. Lecture Plan
No. Actual
Proposed pertaining Taxonomy Mode of
S.No Topic of Lecture
date CO level Delivery
Periods Date
UNIT I INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS
1 Definition of 1 CO1 K1 Lecture
Management
Views: Science
or Art
2 Manager Vs 1 CO1 K2 Lecture

Entrepreneur
Types of
managers
3 managerial roles 1 CO1 K1 Class

and skills Discussion
4 Evolution of 1 CO1 K2 Lecture

Management –
Scientific,
human relation
5 Evolution of 1 CO1 K2 Lecture

Management:
system and
contingency
approaches
6 Types of 1 CO1 K2 Lecture
Business:
organization,
Sole
proprietorship
Business:
company: public
and private
sector
enterprises
8 Organization 1 CO1 K1 Lecture
culture and
Environment
9 Current trends 1 CO1 K2 Lecture

and issues in
Management
11
Course Information
Actual
No. of Proposed pertaining Taxonomy Mode of
S.No Topic Lecture
Periods date CO level Delivery
Date
UNIT II PLANNING
10 Nature and 1 CO2 K1 Lecture
purpose of
planning and
planning process
planning
13 policies 1 CO2 K1 Lecture
14 Planning 1 CO2 K1 Lecture
premises
15 Management By 1 CO2 K1 Lecture
Objectives
16 Strategic 1 CO2 K1 Lecture
Management
17 Planning Tools 2 CO2 K3 Case
and Techniques Study
18 Decision making 1 CO2 K2 Lecture
steps and
process
UNIT III ORGANISING
19 Nature and 1 CO3 K1 Lecture
Purpose
20 Formal and 1 CO3 K4 Lecture
Informal
organization
and
Organization
chart
21 Organization 1 CO3 K3 Lecture
structure types
22 Line and staff 1 CO3 K1 Lecture
authority ,
Departmentaliza
tion
23 Delegation of 1 CO3 K1 Lecture
authority,
Centralization
and
Decentralization
12
Course Information
Actual
S.No Topic Lecture
Date
24 Human 1 CO4 K1 Lecture
Resource
Management
25 HR Planning, 1 CO4 K2 Lecture
Recruitment,
selection,
Training and
Development
26 Performance 1 CO4 K2 Lecture
Management
27 Career planning 1 CO4 K2 Individual
and Project
management
UNIT IV DIRECTING
28 Foundations of 1 CO5 K1 Lecture
individual and
group behaviour
29 Motivation, 1 CO5 K1 Lecture
Motivation
Theories
30 Motivational 1 CO5 K2 Lecture
techniques
31 Job Satisfaction, 1 CO5 K2 Lecture
Job Enrichment
32 Leadership, 1 CO5 K2 Lecture
Types and
theories of
leadership
33 Communication 1 CO5 K1 Lecture
Process of
communication
34 Barrier in 1 CO5 K1 Lecture
communication
35 Effective 1 CO5 K1 Lecture
communication
36 Communication 1 CO5 K1 Lecture
and IT
13
Course Information
Actual
S.No Topic Lecture
Date
UNIT V CONTROLLING
37 System and 1 CO6 K1 Lecture
process of
controlling
38 Budgetary and 1 CO6 K1 Lecture
non-budgetary
control
techniques
39 Use of 2 CO6 K2 Lecture

computers and
IT in
Management
control
40 Productivity 2 CO6 K2 Lecture
problems and
Management
41 Control and 1 CO6 K2 Lecture
Performance
42 Direct and 1 CO6 K1 Lecture
Preventive
Control
43 Reporting 1 CO6 K2 Lecture
14
7.ACITIVITY BASED LEARNING - I
MY BUSINESS PLAN
Fundamentals Duration No of Short Preparation Materials
of Particip Description
Management ants
Individual
Make sure
Participants Participant
there is a
asked to asked to
My Business 20-30 copy of the
40- 60 create a create a
Plan min sheet for
Business business plan,
each
plan Brain
participant
storming
ACTIVITY AIM:
 With the job market constantly fluctuating and the dismal outlook portrayed
by the news, it’s even more crucial to teach students about business. How
teachers do this really just depends on their own individual personalities and
preferences. However, this is the one time when a student should choose
something they like first then the teacher can act as a guide.
HOW:
 Make a copy of the copy sheet for each participant
 Hand out the copy sheet.
 Using members of the group as sources of information, participants are
asked to create a business plan with the help of Template / Questionnaire
 Participants can be formed as group to brain storm and can work in group.
SUMMING UP AND REFLECTION

 Get feedback from participants on how they managed to fill out the sheet.
Ask people to put up their hands if they were able to complete the business
plan.
 Go through the chart and share answers. Participants asked to present
their idea one by one (They may ask mentor for ideas).
SOME POINTS TO MAKE

 Business are every where, around us and affect our daily lives.
 We can find number of ways where a person can create business.
 There are lots of bottleneck in business plan creation, which can be
addressed.
 Sharing the experience of creating business plan would help others to
create.
8.Lecture Notes
UNIT I
INTRODUCTION
TO
MANAGEMENT AND ORGANIZATION
Table of Contents
S.No Topic
UNIT I . INTRODUCTION TO MANAGEMENT AND ORGANIZATION
1.1 Definition Of Management
1.2 Views Of Management
1.3 Functions of Management
1.4 Manager Vs Entrepreneur
1.5 Types Of Managers
1.6 Managerial Roles And Skills
1.7 Evolution Of Management
1.7.1 Scientific Management Approach
1.7.2 Management Thoughts By Henri Fayol
1.7.3 Human Behaviour Approach
1.7.4 Systems Approach
1.7.5 Contingency Or Situational Approach
1.8 Business Organizations
1.8.1 Sole Proprietorship
1.8.2 Partnership
1.8.3 Pubic And Private Companies
1.9 Organizational Culture
1.10 Organization Environment

1.11 Current Trends and Issues in Management
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1.1 DEFINITION OF MANAGEMENT
Management is defined differently by different people and

organizations. Some of the common definitions are given below:
Definition of American society of mechanical engineers

Management is the art and science of organizing and directing
human efforts applied to control the forces and utilize the
material of nature for the benefit of man.
Definition of F.W. Taylor

Management is an art of knowing what to do, when to do and see that it
is done in the best and cheapest way.
Definition of Joseph Messie
Management is the process by which a cooperative group directs action

towards a common goal
Definition of Harold Koontz

Management is an art of getting things done through and with the people
in formally organized groups. It is an art of creating an environment in
which people can perform and individuals can co-operate towards
attainment of group goals.
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2. VIEWS OF MANAGEMENT
Management is viewed as an art and science.
Management as a science
Science is a systematic body of knowledge pertaining to a specific field of
study.
It establishes cause and effect relationship between two or more variables
and underlines the principles governing their relationship.
Science is characterized by following main features:
1. Universally acceptance principles

Scientific principles represents basic truth about a particular field of enquiry.
These principles may be applied in all situations, at all time & at all places.
E.g. – law of gravitation
Management also contains some fundamental principles which can be
applied universally like the Principle of Unity of Command
This principle is applicable to all type of organization – business or non

business.
2. Experimentation & Observation
Scientific principles are derived through scientific investigation & researching

Management principles are also based on scientific enquiry & observation
They have been developed through experiments & practical experiences of
large number of managers.
3. Cause & Effect Relationship
Principles of science lay down cause and effect relationship between various
variables. E.g. when metals are heated, they are expanded. The cause is
heating & result is expansion.
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1.2 VIEWS OF MANAGEMENT
The same is true for management, therefore it also establishes cause and
effect relationship. E.g. lack of parity (balance) between authority &
responsibility will lead to ineffectiveness.
4. Test of Validity & Predictability
Validity of scientific principles can be tested at any time or any number of

times.
These tests will give same result each time.
Moreover future events can be predicted with reasonable accuracy by using

scientific principles.
Management as an Art
An art may be defined as personalized application of general theoretical
principles for achieving best possible results.
Art has the following characters
1. Practical Knowledge
Every art requires practical knowledge .

It is very important to know practical application of theoretical
principles.
Example: to become a good painter, the person may not only be

knowing different colour and brushes but different designs, dimensions,
situations etc to use them appropriately.
A manager can never be successful just by obtaining degree or diploma

in management.
He must have also know how to apply various principles in real

situations by functioning in capacity of manager.
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1.2 VIEWS OF MANAGEMENT
2. Personal Skill
Although theoretical base may be same for every artist, each one has
his own style and approach towards his job.
Hence, Level of success and quality of performance differs from one

person to another.
Like Art, Management is also personalized.
Every manager has his own way of managing things based on his
knowledge, experience and personality.
3. Creativity
Every artist has an element of creativity.

Artist aims at producing something that has never existed before with
the help of his intelligence & imagination.
Management is also creative in nature like any other art.

It combines human and non-human resources in useful way so as to
achieve desired results.
4. Perfection through practice

Every artist becomes more proficient through constant practice.
Similarly managers learn through trials and errors initially
Application of management principles over the years makes them

perfect in the job of managing.
5. Goal-Oriented
Every art is result oriented as it seeks to achieve concrete results.
Management is also directed towards accomplishment of pre-

determined goals.
Managers use various resources like men, money, material, machinery
& methods to promote growth of an organization
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1.3 FUNCTIONS OF MANAGEMENT
Management as both science and art

Management combines features of both science as well as art.
It is considered as a science because it has an organized body of knowledge
which contains certain universal truth.
It is called an art because managing requires certain skills which are

personal possessions of managers.
Science provides the knowledge & art deals with the application of
knowledge and skills.
A manager to be successful in his profession must acquire the knowledge of
science & the art of applying it.
FUNCTIONS OF MANAGEMENT
The main functions of management are:
Planning
Organizing
Staffing
Directing
Motivating
Controlling
Co-Ordination
Communication
22
1.4 MANAGER VS ENTREPRENEUR
The following table distinguishes the Managers and Entrepreneurs
Point of Manager Entrepreneur

Difference
Venture A Manager serves in an An Entrepreneur sets up

existing enterprises. and leads a new business
venture.
Risk-taking A Manager does not bear any An Entrepreneur should
risks involved in the business. bear all risks associated
with the business
Innovation A Manager implements the An Entrepreneur should
well established practices of applies innovation from
the organization. time to time to improve
the profit.
Reward A Manager gets a reward in An Entrepreneur's net
the form of salary for income/ profit is
rendering his services. The unstable and irregular.
salary is fixed, regular and Sometimes, it can be
never be negative . negative.
Status A manager is the servant in An Entrepreneur is the

the enterprise owned by the owner of the enterprise.
entrepreneur.
Skills An entrepreneur needs to a manager needs to
possess qualities and possess distinct
qualifications like high qualifications in terms of
achievement motive, sound knowledge in
originality in thinking, management theory.
foresight, risk bearing ability
and so on.
23
1.5 TYPES OF MANAGERS
There are categories of managers in an organization.
They are
Top level managers
Middle Level Managers
Lower Level Managers

The roles of managers at all the three levels are discussed below.
Top Level of Management
This category includes Board of Directors, Chief Executive or Managing Director.
The top management is the ultimate source of authority and it manages goals and
policies for an enterprise.
It devotes more time on planning and coordinating functions.
The role of the top management can be summarized as follows:
Top management lays down the objectives and broad policies of the
enterprise.
It issues necessary instructions for preparation of department budgets,

procedures, schedules etc.
It prepares strategic plans & policies for the enterprise.

It appoints the executive for middle level i.e. departmental managers.
It controls & coordinates the activities of all the departments.
It is also responsible for maintaining a contact with the outside world. It

provides guidance and direction.
The top management is also responsible towards the shareholders for the
performance of the enterprise.
24
1.5 TYPES OF MANAGERS
Middle Level of Management
The branch managers and departmental managers constitute middle level.
They are responsible to the top management for the functioning of their
department.
They devote more time to organizational and directional functions.
In small organization, there is only one layer of middle level of management but
in big enterprises, there may be senior and junior middle level management.
Lower Level of Management
Lower level is also known as supervisory / operative level of management. It

consists of supervisors, foreman, section officers, superintendent etc.
It roles includes the following
hey guide and instruct workers for day to day activities.
They are responsible for the quality as well as quantity of production.

They are also entrusted with the responsibility of maintaining good relation
in the organization.
They communicate workers problems, suggestions, and recommendatory

appeals etc to the higher level and higher level goals and objectives to the
workers.
They help to solve the grievances of the workers. They supervise & guide
the sub-ordinates.
They are responsible for providing training to the workers.
They arrange necessary materials, machines, tools etc for getting the things
done. They prepare periodical reports about the performance of the workers.
They ensure discipline in the enterprise and motivate workers.
25
1.6 MANAGERIAL ROLES AND SKILLS
Managerial Roles
The Key roles of Managers are grouped into three categories
INTERPERSONAL CATEGORY
The roles in this category involve providing information and ideas.
Figurehead
A manager have social, ceremonial and legal responsibilities. He is expected
to be a source of inspiration.
A Manager is considered as a person with authority and as a figurehead.
Leader
Managers provide leadership for a team, department or the entire
organization.
Manager should manage the performance and responsibilities of everyone in

the group.
Liaison
Managers must communicate with internal and external contacts.
Managers must able to network effectively on behalf of the organization.
INFORMATIONAL CATEGORY
The roles in this category involve processing information.
Monitor
Manager must regularly seek out information related to the organization and
industry, looking for relevant changes in the environment.
Manager must monitor the team to increase productivity and their well-
being.
26
Disseminator
Managers communicate potentially useful information to the team.
Spokesperson
Managers represent and speak for their organization.

Managers are responsible for transmitting information about the organization
and its goals to the people outside it.
DECISIONAL CATEGORY
The roles in this category involve using information.
Entrepreneur
Manager create and control change within the organization.

They are responsible for solving problems, generating new ideas, and
implementing them.
Disturbance Handler
When an organization or team hits an unexpected roadblock, it's the
manager who must take charge.
Resource Allocator
Managers need to determine where organizational resources are best
applied. This involves allocating funding, as well as assigning staff and other
organizational resources.
Negotiator
Managers take part in, and direct, important negotiations within the team,
department, or organization
27
Managers must have following skills to perform efficiently.

Planning skills
Organizing skills
Leading skill
Technical skills
Human skills
Conceptual skills
Diagnostic skills
Controlling skill
Decision making skills
Routine and program decision
Non-routine and non-program decisions.
28
7. EVOLUTION OF MANAGEMENT
1. Scientific Management Approach
Fredrick Winslow Taylor who is known as ’Father of Scientific Management’

forms the basis of scientific management.
It implies application of scientific principles for studying & identifying

management problems.
According to Taylor, Scientific Management is an art of knowing exactly what you

want your men to do and seeing that they do it in the best and cheapest way.
According to Taylors view, if a work is analyzed scientifically, it will be possible to

find one best way to do it.
This approach relies on the following principles.
Scientific Selection, Training & Development of Workers

There should be scientifically designed procedure for the selection of
workers.
Physical, mental & other requirement should be specified for each and every
job.
Workers should be selected & trained to make them fit for the job.
The management has to provide opportunities for development of workers

having better capabilities.
According to Taylor, efforts should be made to develop each employee to his
greatest level and efficiency & prosperity.
Co-operation between Management & workers or Harmony not discord
Taylor believed in co-operation and not individualism.

It is only through co-operation that the goals of the enterprise can be
achieved efficiently.
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1.7 EVOLUTION OF MANAGEMENT
There should be no conflict between managers & workers.

Taylor believed that interest of employer & employees should be fully
harmonized so as to secure mutually understanding relations between them.
Division of Responsibility
This principle determines the concrete nature of roles to be played by
different level of managers & workers.
The management should assume the responsibility of planning the work

whereas workers should be concerned with execution of task.
Thus planning is to be separated from execution.
Mental Revolution
The workers and managers should have a complete change of outlook

towards their mutual relation and work effort.
It requires that management should create suitable working condition and
solve all problems scientifically.
Similarly workers should attend their jobs with utmost attention, devotion
and carefulness. They should not waste the resources of enterprise.
Handsome remuneration should be provided to workers to boost up their

moral. It will create a sense of belongingness among worker.
They will be disciplined, loyal and sincere in fulfilling the task assigned to
them. There will be more production and economical growth at a faster rate.
30
Maximum Prosperity for Employer & Employees

The aim of scientific management is to see maximum prosperity for
employer and employees.
It is important only when there is opportunity for each worker to attain his
highest efficiency.
Maximum output & optimum utilization of resources will bring higher profits
for the employer & better wages for the workers.
There should be maximum output in place of restricted output.
Both managers & workers should be paid handsomely.
31
2. MANAGEMENT THOUGHTS BY HENRI FAYOL

Fayol developed fourteen most important principles of management as
given below
1. Division of Work
All kinds must be divided & subdivided and allotted to various persons
according to their expertise in a particular area.
Subdivision of work makes it simpler and results in efficiency.
When employees are specialized, output can increase because they

become increasingly skilled and efficient.
2. Authority
Managers must have the authority to give orders, but they must also
keep in mind that with authority comes responsibility.
3. Discipline
According to Fayol, Discipline means sincerity, obedience, respect of
authority & observance of rules and regulations of the organization.
Discipline must be upheld in organizations, but methods for doing so

can vary.
4. Unity of Command
Employees should have only one direct supervisor.
Employees should receive orders and be accountable to one and only

one supervisor at a time.
5. Unity of Direction
According to this principle, efforts of all the members of the

organization should be directed towards common goal.
Teams with the same objective should be working under the direction
of one manager. This will ensure that action is properly coordinated.
32
6. Subordination of Individual Interests to the General Interest

The interests of one employee should not be allowed to become more
important than those of the group. This includes managers.
7. Remuneration
The quantum and method of remuneration to be paid to the workers

should be fair, reasonable, satisfactory & rewarding of the efforts.
Wages should be determined on the basis of cost of living, work

assigned, financial position of the business, wage rate prevailing etc.
Fayol also recommended provision of other benefits such as free
education, medical & residential facilities to workers.
Employee satisfaction depends on fair remuneration for everyone.
8. Centralization
Centralization means concentration of authority at the top level.

Centralization is a situation in which top management retains most of
the decision making authority.
Decentralization means disposal of decision making authority to all the

levels of the organization.
9. Scalar Chain
Fayol defines scalar chain as ‘The chain of superiors ranging from the
ultimate authority to the lowest
Every orders, instructions, messages, requests, explanation etc. has to

pass through Scalar chain.
For the sake of convenience, this chain can be optimized using a
method is known as Gang Plank.
33
A Gang Plank is a temporary arrangement between two different points to

facilitate quick & easy communication as shown in the Figure.
In the figure given, if a person D has to communicate with person G , he will

first send the communication upwards with the help of C, B to A and then
downwards with the help of E and F to G which will take quite some time .
Gang plank has been developed to facilitate quick communication between any
two members in the organization.
10. Order
This principle is concerned with proper & systematic arrangement of
things and people.
Arrangement of things is called material order and placement of people

is called social order.
The workplace facilities must be clean, tidy and safe for employees.
Everything should have its place.
11. Equity
The employees should be treated with kindness & equity

Equity is essential to create and maintain cordial relations between the
managers and sub-ordinate.
Managers should be fair to staff at all times, both maintaining discipline

as necessary and acting with kindness where appropriate.
34
12. Stability of Tenure of Personnel

Fayol emphasized that employees should not be moved frequently from
one job position to another
Hence, the time, effort and money spent on training the worker will not
go waste.
Stability of job creates team spirit and a sense of belongingness among

workers which ultimately increase the quality as well as quantity of
work.
13. Initiative
Workers should be encouraged to take initiative in the work assigned to
them.
Fayol advised that management should provide opportunity to its

employees to suggest ideas, experiences& new method of work.
Employees should be given the necessary level of freedom to create

and carry out plans.
14. Esprit de Corps
It refers to team spirit i.e. harmony in the work groups and mutual
understanding among the members.
Fayol cautioned the managers against dividing the employees into
competing groups because it might damage the moral of the workers
and interest of the undertaking in the long run.
Organizations should strive to promote team spirit and unity.
35
1.7.3. HUMAN BEHAVIOUR APPROACH

It focuses on the existing and newly developed theories and methods of
social sciences about human behavior ranging from personality dynamics of
individuals to the relations of culture.
It stresses that managers should understand human behavior as

management is the process of getting things done by people
It emphasis on increasing productivity through motivation and good human

relations.
Motivation, leadership, communication, participative management and group

dynamics are the central core of this approach.
It suggests how the knowledge of human behavior can be used in making

people more effective in the organization.
Mary Parker Follett
He pointed that Taylor ignored the human side of the organization
He suggested that the workers help in analyzing their jobs
If workers have relevant knowledge of the task, then they should

control the task
Douglas McGregor
He proposed the two different sets of assumptions about workers.
Theory X
It assumes that the average worker is lazy and dislikes work, he will do
as little as possible.
Managers must closely supervise such workers and control through
reward and punishment.
36
Theory Y
It assumes that the workers are not lazy and want to do a good job, the job
itself will determine if the worker likes the work.
Managers should allow appreciate such workers with greater latitude.
An individual‘s behavior is not determined by organization factors alone but also

by his attitude, pressure, conflicts of cultural environment etc.
Hence these factors must be taken into account.
Advantages
It is simple to understand
It is easy to put into practice
It doesn't require a specialist to implement it - anyone can use the approach
Limitations
Punishment is often used more frequently than rewards
Equating management with human behavior is untenable.
37
1.7.4. SYSTEMS APPROACH

A system is defined as a set of interrelated and inter dependent parts working
towards a common purpose.
Features
A system is basically a combination of parts, subsystems. Each part may

have various sub-parts.
Similarly, an organization is considered as a system of mutually dependent

parts, each of which may include many subsystems.
Features of “Management as System”
Management is regarded as a system and it is taken in the following ways.

Management as a Social System
Management as Open System Adaptive
Adaptive and Dynamic
Probabilistic
Multilevel and Multidimensional
An integral approach and Multidisciplinary.
Advantages
It increases organization's adaptability to environmental changes.
It focuses on multiple dimensions of management.
Adaptive and Dynamic
Limitations
It is considered as an Abstract Approach and Lack of Universality in it.
May not be always practical and lead to delays in decision making.
Nature of inter-dependence is not defined.
38
1.7.5. CONTINGENCY OR SITUATIONAL APPROACH

It is based on the assumption that there is no universally applicable set of
management principles for managing organizations
It emphasis that the correctness of management practice is contingent on how it

suits to the particular situation
Because of the specific “organization – environment relationship”, no action can

be universal.
Organizational action should be based on the behavior of action outside the

system so that organization should be integrated with the environment.
In this approach, the management approach varies from situation to situation.

Hence this approach is also called as Situational Approach.
Advantages
Contingency approach is dynamic
It helps the manager to sharpen their leadership and decision-making skills.
Limitations
It suffers from inadequate literature.
This approach is more complex
Difficult empirical testing
It is a reactive approach.
39
8. BUSINESS ORGANIZATIONS
A business is an organization that uses economic resources or inputs to provide

goods or services to customers in exchange for money or other goods and
services.
Business organizations are grouped into three categories:
1. Sole proprietorship
2. Partnership
3. Company
Company is further divided into two sub categories: Public sector
and Private sector
1.8.1. SOLE PROPRIETORSHIP

A sole proprietorship is a business owned by only one person.
It is easy to set-up since it is the least costly among all forms of ownership.
This form is usually adopted by small business entities.
Advantages
This is the simplest type of business to start
The owner of a sole proprietorship keeps all the profits
This is the least regulated form of organization.
No corporate income taxes. Any income realized by a sole proprietorship is
declared on the owner's individual income tax return
Disadvantages
Owner has unlimited liabilities. The owner is responsible for the obligations
of the business including actions of any employee representing the business
The life of a sole proprietorship is limited to the owner's life span

It may be difficult for a owner to raise capital.
40
1.8 BUSINESS ORGANIZATIONS
1.8. 2. PARTNERSHIP
Partnership is an association of two or more persons.
Each person in the partnership is known as partner.
All the partners share in gains or losses.
The way partnership gains (and losses) are divided is described in the partnership
agreement.
Advantages
Partnerships are relatively easy to establish; however time should be

invested in developing the partnership agreement.
With more than one owner, the ability to raise funds is increased.
This form facilitates partners to combine their expertise.
Partners can share workload.
Partners are involved in better decision making.
Disadvantages
General partners have unlimited liabilities.
There is a possibility of disagreement among partners.

A partnership may end upon the withdrawal or death of a partner.
Profit will be less in case of numerous partners.
41
1.8. 3. PRIVATE AND PUBLIC COMPANIES

A company is a legal body in its own right with an existence that is separate in
law from its owners.
Every company must register with the Registrar of Companies, and must have an
official address.
Shareholders put funds into the company by buying shares.
A company shareholders appoint Directors to give directions to the company.
The Chief Executive of the company is responsible for making key decisions.
Shareholders have limited liability. The maximums sum a shareholder can lose
from a business venture is the sum of money that they have invested in the
company.
There are two types of companies
Private companies
Public companies
PRIVATE COMPANIES
Private company cannot have more than 50 shareholders and cannot
advertise subscriptions for its shares.
Directors hold all or most of the company‘s shares
Private companies have Ltd after their name.
They are typically smaller than public companies.

Shares in a private company can only be bought and sold with permission of
the Board of Directors.
42
Advantages
If the company experience financial distress because of normal business
activity, the personal assets of shareholders will not be at risk of being seized
by creditors.
The business will not be affected by the status of the owner.
Disadvantages
Growth may be limited because maximum shareholders allowed are only 50.
The shares in a private limited company cannot be sold or transferred to

anyone else without the agreement of other shareholders.
PUBLIC COMPANIES
Private companies are turned into public companies when the necessary capital
cannot be supplied by the directors or their associates
In order to create a public company, the directors must apply to the Stock
Exchange for selling its shares to the public and financial institutions
Unlike Private Companies, directors of public companies hold a small fraction of its
shares
Advantages
There is very limited liability for the shareholders.
Public companies have separate legal entity. There is continuity even if any
of the shareholders die.
Public companies can raise large capital sum as there is no limit to the
number of shareholders.
43
The shares of Public companies are freely transferable providing more

liquidity to its shareholders.
Disadvantages
There are lots of legal formalities required for forming a public limited
company. It is costly and time consuming.
In order to protect the interest of the ordinary investor, there are strict
controls and regulations to comply.
The original owners may lose control.

Public Limited companies are huge in size and may face management
problems such as slow decision making and industrial relations problems.
44
1.9 ORGANIZATIONAL CULTURE
Organizational culture is a system of shared assumptions, values, and beliefs.
It decides how people behave, dress, and perform their jobs.
Every organization develops and maintains a unique culture which provides

guidelines and boundaries for the behavior of members.
Organizational culture is composed of seven characteristics as shown below
Characteristics of organizational culture
Every organization has a distinct value for each of these characteristics which
when combined, defines the organization's unique culture.
Organizational culture is based on shared attitudes, beliefs, customs, and

written and unwritten rules that have been developed over time.
Organizational culture is also called as corporate culture.
45
CHARACTERISTICS OF ORGANIZATIONAL CULTURE

The seven characteristics of organizational culture are:
1. INNOVATIVE CULTURES
Companies that have innovative cultures are flexible and adaptable, and
experiment with new ideas.
These companies are characterized by a flat hierarchy in which titles and other
status distinctions tend to be downplayed
2. AGGRESSIVE CULTURES
Companies with aggressive cultures value competitiveness and outperforming

competitors.
They may fall short in the area of corporate social responsibility.
For example, Microsoft Corporation is often considered as a company with an

aggressive culture. The company has faced a number of antitrust lawsuits and
disputes with competitors over the years.
3. OUTCOME-ORIENTED CULTURES
Outcome-oriented culture based companies focus on achievement, results, and

action of their members.
For instance, Companies having this culture emphasizing sales performance, Best
Buy tallies revenues and other relevant figures daily
Employees of such companies are trained and mentored to sell company products
effectively, and they learn how much money their department made every day
46
4. STABLE CULTURES
Stable cultures are predictable, rule-oriented, and bureaucratic.
These organizations aim to coordinate and align individual effort for greatest
levels of efficiency.
When the environment is stable and certain, these cultures may help the
organization be effective by providing stable and constant levels of output.
These cultures prevent quick action, and as a result may be a misfit to a changing
and dynamic environment.
5. PEOPLE-ORIENTED CULTURES
People-oriented cultures value fairness, supportiveness, and respect for individual
rights.
These organizations truly live the mantra that “people are their greatest asset.”
These companies create an atmosphere where work is fun and employees do not
feel required to choose between work and other aspects of their lives.
In these organizations, there is a greater emphasis on and expectation of treating

people with respect and dignity.
6. TEAM-ORIENTED CULTURES
Companies with team-oriented cultures are collaborative and emphasize

cooperation among employees.
These companies give more emphasis on training intact work teams. Employees
participate in twice daily meetings named “morning overview meetings” (MOM)
and daily afternoon discussions (DAD) where they collaborate to understand
sources of problems and determine future courses of action.
In team-oriented organizations, members tend to have more positive relationships

with their coworkers and particularly with their managers.
47
7. DETAIL-ORIENTED CULTURES
Organizations with detail-oriented cultures are characterized in the OCP
(Organization culture Profile) framework
Such companies keeps all details of Customers which gives a competitive

advantage over other companies
For Example, Hotels keep records of all customer requests such as which
newspaper the guest prefers or what type of pillow the customer uses.
This information is put into a computer system and used to provide better service
to returning customers.
Any requests hotel employees receive, as well as overhear, might be entered into
the database to serve customers better.
McDonald’s Corporation is another company that specifies in detail how

employees should perform their jobs by including photos of exactly how French
fries and hamburgers should look when prepared properly.
48
1.10 ORGANIZATION ENVIRONMENT
The organizational environment is the set of forces surrounding an organization that have
the potential to affect the way it operates and its access to scarce resources.
The organization needs to properly understand the environment for effective

management.
Environmental factors are divided into two main parts

Internal Environment.
External Environment.
INTERNAL ENVIRONMENT
The internal environment consists of the organization's owners, board of directors,

regulators, physical work environment and culture.
In the internal environment include strength and weakness of an organization.
Elements of internal environment are:
Trade union
Management
Current employee
Shareholders
EXTERNAL ENVIRONMENT:
According to Daft theory , it is defined as all the elements existing outside the boundary
of the organization that have the potential to affect all or part of the organization
Examples includes government regulatory agencies, competitors, customers, suppliers,

and pressure from the public.
Daft theory identified 10 environmental sectors that may have an impact on particular
organizations:
Industry
Raw materials
Human resources
Financial resources
49
Markets
Technology
General economy
Government/legal
Sociocultural
International
Both sectors cab be further divided into two basic components. They are:
Task (Specific) Environment:
General Environment.
TASK ENVIRONMENT
Task environment is composed of the specific dimensions of the organization's

surrounding that are very likely to influence of the organization.
It also consists of five dimensions: Competitors, Customers, and Employees,

Strategic, Planners and suppliers.
GENERAL ENVIRONMENT:
General environment is composed of the nonspecific elements of the

organization's surrounding the might affect its activities.
It consists of five dimensions:
1. Economic Factor
2. Technological Factor
3. Sociocultural
4. Political-legal Factor
5. Environmental Factor
50
ORGANIZATION ENVIRONMENT
The impact of the each factor is discussed below:
ECONOMIC FACTOR
The economic segment centers on the economic conditions within which

organizations operate.
It includes elements such as interest rates, inflation rates, gross domestic
product, unemployment rates, levels of disposable income, and the general
growth or decline of the economy
SOCIOCULTURAL
Social factors include trends in demographics such as population size, age,
and ethnic mix, as well as cultural trends such as attitudes toward obesity
and consumer activism
The technological segment centers on improvements in products and

services that are provided by science.
Relevant factors include, for example, changes in the rate of new product
development, increases in automation, and advancements in service industry
delivery .
TECHNOLOGICAL FACTOR
The technological segment centers on improvements in products and
services that are provided by science.
Relevant factors include, for example, changes in the rate of new product
development, increases in automation, and advancements in service industry
delivery
One implication of Moore’s law is that over time electronic devices can
become smaller but also more powerful.
51
This creates important opportunities and threats in a variety of settings.

Consider, for example, photography.
Just a decade ago, digital cameras were relatively large and they produced
mediocre images. With each passing year, however, digital cameras have
become smaller, lighter, and better
POLITICAL-LEGAL FACTOR
This factor focuses on how the courts influence business activity.
Examples of important legal factors include employment laws, health and

safety regulations, discrimination laws, and antitrust laws
ENVIRONMENTAL FACTOR
The environmental segment involves the physical conditions within which
organizations operate. It includes factors such as natural disasters, pollution
levels, and weather patterns.
For Example, the threat of pollution, for example, has forced municipalities
to treat water supplies with chemicals
52
1.11 CURRENT TRENDS AND ISSUES IN MANAGEMENT
The key trends and issues in the management are described

below:
GLOBALIZATION
The management functions are planning and decision making, organizing.
leading, and controlling are just as relevant to international managers as to
domestic managers.
International managers need to have a clear view of where they want their
firm to be in the future
Management in international organizations becomes complex due to Political
and cultural challenges.
There is a need to work and manage people from different cultures and
Coping with anti capitalist backlash.
It is important to handle the movement of jobs to countries with low-cost

labour.
Planning and Decision Making
To effectively plan and make decisions, managers must have a broad

understanding of both environmental issues and competitive issues.
They need to understand local market conditions and technological factor

that will affect their operations.
They must a make a variety of strategic decisions about their organizations

Critical issues include understanding environmental circumstances, the role
of goals and planning in a global organization, and how decision making
affects the global organization.
53
ORGANIZING
Managers in international businesses must also attend to a variety of
organizing issues.
For example, General Electric which operates across the globe. The firm has
made the decision to give local managers a great deal of responsibility for
how they run their business.
In contrast, many Japanese firms give managers of their foreign operations

relatively little responsibility. As a result, those managers must frequently
travel back to Japan to present problems or get decisions approved.
Managers in an international business must address the basic issues of

organization structure and design, managing change, and dealing with
human resources.
LEADING
Managers must be prepared to deal with the cultural factors that affect
international organizations and other factors as they interact people from
different cultural backgrounds.
Managers must understand how cultural factors affect individuals. How

motivational processes vary across cultures, how the role of leadership
changes in different cultures, how communication varies across cultures, and
how interpersonal and group processes depend on cultural background.
CONTROLLING
Managers in international organizations must be concerned with control.
For example, close supervision is seen as being appropriate in some cultures

whereas it is not in other cultures
Basic control issues for the international manager revolve around operations
management productivity, quality, technology and information systems.
54
ENTREPRENEURSHIP
Entrepreneurship is defined as a process of starting new businesses, generally in
response to opportunities.
Entrepreneurship process comprises of
Pursuit of opportunities
Innovation in products, services, or business methods
Desire for continual growth of the organization
Managing such enterprises introduces more difficulties.
E – BUSINESS
A lot of organization are involved in E-Business (Electronic Business) in which

organization using electronic linkages to its key constituencies.
E-commerce which is important aspect of E business focuses on sales and

marketing aspect of an e-business
Categories of E-Businesses
E-business enhanced organization
E-business enabled organization
Total e-business organization
Mangers should know how to mange organization e-business effectively.
KNOWLEDGE MANAGEMENT
Learning Organization is an organization that has developed the capacity to
continuously learn, adapt, and change.
Knowledge Management is cortical for such organizations.

The cultivation of a learning culture where organizational members systematically
gather and share knowledge with others in order to achieve better performance.
Management of such organization is not easiest for managers.
55
QUALITY MANAGEMENT
A philosophy of management driven by continual improvement in the quality
of work processes and responding to customer needs and expectations.
It is inspired by the total quality management (TQM) ideas of Deming and

Juran, Quality Management means
Management should focus on the customer.
Management should concern for continual improvement
It must be process focused.
Improvement in the quality of everything.
Quality should be accurately measured.
It should ensure the empowerment of employees.
ETHICS
There is need to emphasis on ethics education in college curriculums.
Managers are responsible for the creation and use of codes of ethics by
business.
56
Links to Additional Information
Introduction to Organization and Management
Video Link:
https://nptel.ac.in/courses/110/102/110102016/#
Henry Fayal’s Management Theory
Video Link :
https://www.youtube.com/watch?v=9daoqvyAob0
Scientific Management theory
http://la.utexas.edu/users/hcleaver/330T/350kPEETaylorSciM
anTable.pdf
57
9.Assignments
Analyze and Evaluate the factors affecting the Business Environment.
Examine the management aspects of a private and public company of

your choice
Summarize the Time and Motion Study with suitable Example
58
10.Part A Q & A
1. Define Management. (CO1) (K1)

Koontz and Weihrich defines Management as “the process of designing and
maintaining an environment in which individuals, working together in groups,
accomplish their aims effectively and efficientty”.
2. What are the various levels of management? (CO1) (K1)
The various levels existing in an average firm / company are:
Top level management
Middle level management
Lower level management
3. What are the various skills required of a manager? (CO1) (K1)
Managers require four kinds of skills:
Technical skill — Knowledge of and proficiency in working with tools and

technology
Human skill — Ability to work with people

Conceptual skill — Ability to recognize important element in a situation
and understand relationship among elements, Design skill
4. What are the roles played by managers? (CO1) (K1)
Interpersonal roles: Figurehead, Leader, Liaison. Informational
roles: Recipient, Disseminator, Spokesman.
Decision roles: Entrepreneur, Disturbance handler, Resource allocator,

Negotiator.
5. What are the functions of a manager? (CO1) (K1)

Planning, Organizing, Directing. and Controlling. Some people include
additional roles such as Leading, Staffing, Coordinating, etc.
59
Part A Q & A
6. What is scientific management? (CO1) (K1)

Scientific management is an approach that emphasizes the scientific study of
work methods in order to improve worker efficiency and productivity.
It includes task and deadline setting, planning the task, employee selection
and training, standardization of working conditions, material, equipment etc.
specialization and mental revolution.
7. What are the major contributions of Taylor ? (CO1) (K1)

The major contributions of F.W.Taylor are as follows
He developed the principle of division of labor/work
He developed method study
He advocated time study

He developed certain principles to breakup each job into small independent
elements
He developed the concept of fair day’s work
He proposed the functional organization
8. What do you mean by ‘unity of command’? (CO1) (K2)

‘Unity of command’ is an important principle proposed by Henry Fayol. This
implies that an employee should receive orders from one superior only.
9. What is authority? (CO1) (K1)
lt is the power given to a person to get work from his subordinates.
10. How did Fayol classify business activities? (CO1) (K1)
Fayol classified business activities into six groups:, Technical ,Commercial,

Financial ,Accounting Security, and Administrative (Managerial).
60
Part A Q & A
11. What is a ‘scalar chain’? (CO1) (K1)

A scalar chain is a hierarchical chain of authority which extends from the top
to the bottom of an organization and defines the communication path.
However, horizontal communication (Gang Plank) is also encouraged as long

as the managers in the chain are kept informed.
12.What is ’Esprit-de-corps’? (CO1) (K1)
It means ‘Unity is strength’. In an organization, there should be harmony

and unity amongst the employees.
13. What is meant by ’Business environment’? (CO1) (K2)
An organization, being a subsystem of broader societal system, has to work

within the framework provided by the society and its various constituents.
These constituents are combined to constitute environment for a given
organization. Thus environment includes all the conditions, circumstances,
and influences surrounding and affecting the total organization or any of its
part.
14. What are the major components of the business environment? (CO1)
(K1)
Economic, Political, legal, Technological, Social, Cultural, and Competitive

environments
15. Mention the nature of management (CO1) (K1)
Management is Multidisciplinary, it’s a continuous process, it’s a universal

activity, its dynamic and not static, it’s a profession , it’s a group activity.
61
Part A Q & A
16. Distinguish between administration and management. (CO1) (K2)
Administration Management
It is higher level function It is lower level function
It refers to owners of It refers to employees
management
It acts through management It acts through organization
Lays down policies Executes the same
17. Define Joint Stock Company. (CO1) (K1)
A JSC is a type of corporation or partnership involving two or more

individuals that own shares of stock in the company.
18. What are the new ideas of Robert Owen? (CO1) (K1)
He firmly believed that workers performance was influenced by working

conditions and treatment of workers
19. What is ethics in management? (CO1) (K1)
Business ethics deals with morality of the business environment. Business

ethics relate to the behavior of a businessman in a situation.
20. What is social responsibility? (CO1) (K1)
Society is the part of the management to initiate actions either to protect social
interest of the society.
62
Part A Q & A
21. What are the advantages and disadvantages of MNC ? (CO1) (K2)
Advantages: better use of technology, increases productivity, expands

markets.
Disadvantages: affects local industry, lack of development of local R&D
22. What are the needs mentioned in Maslow’s theory ? (CO1) (K1)
Physiological needs, safety needs, love needs, esteem needs and self
actualization needs.
23. What is meant by fatigue study? (CO1) (K1)
This indicates the amount and frequency of rest required in completing

the job.
24. What is meant by motion study? (CO1) (K1)

lt’s a study of movement of an operator in performing an operation with
the purpose of eliminating useless motions.
25. What is meant by Time study? (CO1) (K1)
This study determines the proper time for performing the operations. The
operation which takes minimum time is the best one.
63
11.Part B Questions
1. How would you describe the various functions of Management? (CO1) (K1)
2. How would you summarize the concepts of scientific management? (CO1) (K1)
3. How would you show your understanding of 14 principles of management?

(CO1) (K1)
4. Classify the roles of managers with example . (CO1) (K1)
5. Evaluate Systems approach & Contingency Approach. (CO1) (K2)
6. Define Environment. What are the factors affecting environment? (CO1) (K1)
7. Compare and contrast Sole proprietorship and partnership (CO1) (K2)
8. i) Construct a plan for activities to be carried out by managers in recent times

highlighting the current trends . (CO1) (K1)
ii) Analyze the findings of Hawthorne experiments. (CO1) (K1)
9. List the main characteristics of Public and Private Enterprises (CO1) (K1)
11. i) Outline the relative importance of each type of skills to lower, middle and
upper level managers (CO1) (K1)
ii) Summarize the motion study as used by the Gilbreth. (CO1) (K1)
12.Examine the various challenges and trends of management scenario with

illustrations (CO1) (K1)
13.How would you explain the evolution of management thought by different

experts in management (CO1) (K1)
64
12.SUPPORTIVE ONLINE CERTIFICATION
COURSES UNIT - 1
 SWAYAM: PRINCIPLES OF MANAGEMENT
By Prof. Susmita Mukhopadhyay, Prof. S. Srinivasan | IIT Kharagpur
https://onlinecourses.nptel.ac.in/noc20_mg58/preview
 UDEMY: PRINCIPLES OF MANAGEMENT
By Zakir Badr, Professor - Management
https://www.udemy.com/course/principles-of-management-j/
 COURSE ERA: FUNDAMENTALS OF MANAGEMENT
By Dave Nagy, Instructor, University of California, Irvine Extension
https://www.coursera.org/learn/fundamentals-of-management
13.Real time Applications in day to day life
and to industry – UNIT - I
Website : https://www.aima.in/
The All India Management Association (AIMA) is the apex body for
management in India with over 38000 members and close to 6000 corporate
/institutional members through 66 Local Management Associations affiliated to it.
AIMA was formed over 60 years ago and is a non-lobbying, not for profit
organisation, working closely with industry, Government, academia and students,
to further the cause of the management profession in India.
Professional Development : Enhancing Management Skills &

Competencies
AIMA is represented on the Boards of India's premier Business Institutions

and also represented on Boards of Government bodies including the AICTE,
National Board of Accreditation, National Productivity Council to name a few. In
addition, AIMA brings to the Indian managers, the best management practices
and techniques through numerous foreign collaborations with professional bodies
and institutions.
14.Content Beyond the Syllabus
ORGANIZATIONAL THEORY
The Organizational Theory refers to the set of interrelated concepts, definitions
that explain the behavior of individuals or groups or subgroups, who interacts
with each other to perform the activities intended towards the accomplishment of
a common goal.
It is aimed to identify the patterns and structures they use to solve problems,
maximize efficiency and productivity, and meet the expectations of stakeholders.
Examples
Classical
The classical approach viewed organization as a machine and human beings

as components of that machine.
They were of the view that efficiency of the organization can be increased by
making human beings efficient.
Their emphasis was on specialization and co-ordination of activities.
Neo-classical
The classical theory of organization focused main attention on physiological

and mechanical variables of organizational functioning.
The testing of these variables did not show positive results.
67
Content Beyond the Syllabus
Contingency
A contingency theory is an organizational theory that claims that there is no
best way to organize a corporation, to lead a company, or to make decisions.
Instead, the optimal course of action is contingent (dependent) upon the

internal and external situation.
System Theory
The theory considers organizations as systems.
”A system is an organized or complex whole – an assemblage

or combination of things or parts which form a complex unitary whole”.
The different parts of the system are called sub-systems, which are
interrelated.
This ensures the efficient functioning of the system as a whole. Also, every
system has a boundary which separates it from its environment.
68
15.ASSESSMENT SCHEDULE
ASSESSMENT DATES
FIRST INTERNAL ASSESSMENT 16.09.2022
02.11.2022
SECOND INTERNAL
ASSESSMENT
01.12.2022
MODEL EXAMINATION
16.PRESCRIBED TEXTBOOKS & REFERENCE
BOOKS
Stephen P. Robbins & Mary Coulter, “Management”, 10th Edition,

Prentice Hall (India) Pvt. Ltd., 2009.
JAF Stoner, Freeman R.E and Daniel R Gilbert “Management”, 6th
Edition, Pearson Education, 2004.
Stephen A. Robbins & David A. Decenzo & Mary Coulter, “Fundamentals
of Management” 7th Edition, Pearson Education, 2011.
Robert Kreitner & Mamata Mohapatra, “Management”, Biztantra, 2008.
Harold Koontz & Heinz Weihrich “Essentials of management” Tata Mc
Graw Hill, 1998.
Tripathy PC & Reddy PN, “Principles of Management”, Tata McGraw Hill,
1999.
ONLINE RESOURCES
https://easyengineering.net/mg6851-principles-of-management/
https://www.slideshare.net/rmkceteee/mg6851-pom
https://www.indeed.com/career-advice/finding-a-job/type-of-businesses
http://www.brainkart.com/article/Trends-and-Challenges-of-Management-in-
Global-Scenario_7560/
https://bcastudyguide.wordpress.com/unit-2-evolution-of-management-thoughts/
http://tce2010.weebly.com/uploads/8/4/4/5/8445046/unit_4_organization_culture
environment.pdf
https://www.managementstudyhq.com/functions-of-management.html
https://www.yourarticlelibrary.com/management/manager/role-of-manager-in-an-
organization/53144
17.Mini Project
Henry Fayol 14 Principles of Management :implications of library and

information centers
It specifically analyses their application to and implications for

libraries and information centres. An extensive review of pub- lished works on
management generally, and library management in particular, was conducted.
This yielded vital insights on the original meaning and later modifications of
these principles, as well as their application in the management of various
organisations. Consequently, the strengths and weaknesses of these principles
were exam- ined to determine their suitability in libraries and information
centres. Inferences, illustrations, and examples were drawn from both
developed and developing countries which gives the paper a global
perspective. Based on available literature, it was concluded that Fayol’s
principles of management are as relevant to libraries as they are in other
organisations. The paper, therefore, recommends that in addition to modifying
some aspects to make these principles more responsive to the peculiar needs
of libraries, further research should be undertaken to expand the breadth of
these principles and ascertain their impacts on the management of information
organisations.
REFERENCES
Rodrigues, C. A. (2001). Fayol’s 14 principles of management then and now:

A framework for managing today’s organisations effectively. Management
Decision, 39 (10), 880-889.
Ononogbo, R. U. (2008). Architect’s brief for the design and construction of a

university library building: A model draft. Communicate: Journal of Library and
Information Science, 10(1), 67-77.
New York: McGraw-Hill.
Thank you
Disclaimer:
This document is confidential and intended solely for the educational purpose of RMK Group of
Educational Institutions. If you have received this document through email in error, please notify the
system manager. This document contains proprietary information and is intended only to the
respective group / learning community as intended. If you are not the addressee you should not
disseminate, distribute or copy through e-mail. Please notify the sender immediately by e-mail if you
have received this document by mistake and delete this document from your system. If you are not
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reliance on the contents of this information is strictly prohibited.
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1

Created by: Dr.T.Ramesh ASP/CSE

CO- PO/PSO Mapping 10

Activity Based Learning 15

Supportive online Certification courses 67

Real time Applications in day to day life

Contents beyond the Syllabus 69

Prescribed Text Books & Reference Books 72

Mini Project Suggestions (If required) 73

To study the functions and principles of management

To learn the application of the principles in an organization

Describe the historical evolution of management K2

CO3 Identify the most appropriate organizational structure

Discuss HR strategies for planning, recruiting K2

Explain the theories of motivation & leadership to K2

2 Manager Vs 1 CO1 K2 Lecture

3 managerial roles 1 CO1 K1 Class

4 Evolution of 1 CO1 K2 Lecture

5 Evolution of 1 CO1 K2 Lecture

9 Current trends 1 CO1 K2 Lecture

39 Use of 2 CO6 K2 Lecture

SUMMING UP AND REFLECTION

SOME POINTS TO MAKE

1.1 Definition Of Management

1.2 Views Of Management

1.3 Functions of Management

1.4 Manager Vs Entrepreneur

1.5 Types Of Managers

1.6 Managerial Roles And Skills

1.7 Evolution Of Management

1.7.1 Scientific Management Approach

1.7.2 Management Thoughts By Henri Fayol

1.7.3 Human Behaviour Approach

1.7.4 Systems Approach

1.7.5 Contingency Or Situational Approach

1.8 Business Organizations

1.8.1 Sole Proprietorship

1.8.3 Pubic And Private Companies

1.9 Organizational Culture

1.10 Organization Environment

Management is defined differently by different people and

Definition of American society of mechanical engineers

Definition of F.W. Taylor

Definition of Joseph Messie

Management is the process by which a cooperative group directs action

Definition of Harold Koontz

Management is viewed as an art and science.

It establishes cause and effect relationship between two or more variables

and underlines the principles governing their relationship.

Science is characterized by following main features:

1. Universally acceptance principles

This principle is applicable to all type of organization – business or non

2. Experimentation & Observation

Scientific principles are derived through scientific investigation & researching

They have been developed through experiments & practical experiences of

large number of managers.

3. Cause & Effect Relationship

heating & result is expansion.

4. Test of Validity & Predictability