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Unit I: Introduction To Management
Unit I: Introduction To Management
INTRODUCTION TO
MANAGEMENT
What is Management?
CONCEPT OF MANAGEMENT
Management defined
Management is the art of getting things done through
and with people in formally organized groups
Harold Koontz
To manage is to forecast and plan, to organize, to
command, to coordinate and control - Henry Fayol
Management is concerned with the systematic
organization of economic resources and its task to make
these resources productive
- Peter F Drucker
Nature of Management
Nature of Management
Multidisciplinary
Dynamic Nature of Principles
Relative, not Absolute Principles
Management: Science or Art
Management as Profession
Universality of Management
IMPORTANCE OF MANAGEMENT
FUNCTIONS OF MANAGEMENT
WRITERS
FUNCTIONS
Henry Fayol
Planning, Organizing,
Commanding,
Coordinating, Controlling.
Luther Gulick
POSDCORB
Lyndall Urwick
Planning, Organizing, Commanding,
Coordinating, Communicating,
forecasting, investigating.
Ralph DavisPlanning, Organizing, Controlling
E.F.L Brech Planning, Organizing, Motivating,
Coordinating, controlling
Koontz and ODonnell Planning, Organizing, staffing,
leading, controlling.
FUNCTIONS OF MANAGEMENT
TAYLORS SCIENTIFIC
MANAGEMENT
Scientific Management concept was
introduced by Frederick Winslow Taylor
in USA in the beginning of 20th century.
Scientific Management is concerned
with knowing exactly what you want
men to do and then see in that they do
it in the best and cheapest way.
1.
2.
3.
4.
5.
6.
7.
8.
Functional Foremanship
Job Analysis
Standardization.
Financial Incentives.
Economy &Mental
Revolution
PRINCIPLES OF SCIENTIFIC
MANAGEMENT
1.
2.
3.
4.
5.
Co-operation
Maximum Output
FAYOLS PRINCIPLES OF
MANAGEMENT
1.
2.
3.
4.
5.
6.
Division of Work
Authority and Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual to General
Interest
7. Remuneration of Personnel
FAYOLS PRINCIPLES OF
MANAGEMENT
(contd.)
8.
9.
10.
11.
12.
13.
14.
Centralization
Scalar Chain
Order
Equity
Stability of Tenure
Initiative
Esprit de Corps
IMPLICATIONS OF HAWTHORNE
EXPERIMENTS
1.
2.
3.
4.
5.
6.
CRITICISMS
The Hawthorne researchers did not give
sufficient attention to the attitudes that
people bring with them to the work place.
The Hawthorne plant was not a typical plant
because it was a thoroughly unpleasant place
to work.
They assume acceptance of managements
goals and look on the worker as someone to
be manipulated by management.
Physiological Needs
Safety Needs
Social Needs
Inclusion
Esteem
Esteem Needs
Self-Respect
Self-Esteem
Respected by Others
Self-Actualization
Summary
Self-Actualization
Esteem
Belonging
Safety
Physiological
THEORY X
In this theory, McGregor has certain
assumptions about human behavior as follows:
1. Management is responsible for organizing the
elements of productive enterprises money,
materials, equipment, people in the interest
of economic ends.
2. With respect to people, this is a process of
directing their efforts, motivating them,
controlling their actions, modifying their
behavior to fit the needs of the organization
THEORY X
(contd..)
THEORY X
(contd..)
THEORY Y
The assumptions of Theory Y are described by
McGregor in the following words
1. Work is as natural as play or rest.
2. Man will exercise self-direction and self-control
in the service of objectives to which he is
committed.
3. Commitment to objectives is a function of the
reward associated with their achievement.
THEORY Y
(contd..)
SYSTEMS APPROACH TO
MANAGEMENT
The basic idea of Systems approach is that
any object must rely on a method of
analysis involving simultaneous variations of
mutually dependent variables.
The boundary of a system classifies it into two
parts:
1. Closed System
2. Open System
FEATURES OF MANAGEMENT AS
A SYSTEM
1.
2.
3.
4.
5.
6.
7.
8.
LIMITATIONS OF SYSTEMS
APPROACH
LEADERSHIP STYLES
SOCIAL RESPONSIBILITIES OF
MANAGEMENT
Responsibility towards owners
Responsibility towards employees
Responsibility towards consumers
Responsibility towards the Governments
Responsibility towards the community
and society