Concepts of

Management
Organizational Behaviour Presentation

Group 1
Syed Mushhab
Sadia Najib
Shimroz Waseem
Vaibhav Tanwar
Razia Misbahuddin
Qazi Sahil
 Nature of
Management
MANAGEMENT
AS SCIENCE
Science can be defined as a systematic and organized body of knowledge based on
logically observed findings, facts and events.

Science comprises of exact principles which can be verified and it can establish cause
and effect relations.

Systematic body of knowledge

In science organized and systematic study material is available which is used
to acquire the knowledge of science. Like science in management also there
HOW IS is availability of systematic and organized study material.
MANAGEMENT
A SCIENCE? Principles based on logical and scientific observations
The scientists perform logical observation before deriving any principle or
theory. Similarly, managers also test and experiment managerial principles
under different conditions in different organizations.
 MANAGEMENT
AS ART

Art is a systematic body of knowledge which requires

skills, creativity and practice to get perfection.

Systematic body of knowledge

In every art there is systematic and organized study material available to acquire theoretical
knowledge. In management also there is systematic and organized body of knowledge available
which can help in acquiring managerial studies.

Personalized application
Just like in art, in management also all managers learn same management theories and HOW IS
principles. But their efficiency depends on how well they use these principles under different
situations.
MANAGEMENT
AN ART?
Based on Practice and creativity
The artist requires regular practice of art to become more fine, perfect and experienced.
Without practice artists lose their perfection. Same way with experience managers also
improves their managerial skills and efficiency.
Henry Mintzberg-
manager’s role

Leader Liaison
Figurehead Maintains a
INTERPERSONAL Perform certain Responsible for
the motivation network of
ROLE ceremonial duties
and direction of outside contacts
employees who provide
information
Monitor
Seek and receive Disseminator Spokesperson
information, scan Information Making a
INFORMATIONAL
periodicals and flowing from speech to
ROLE reports , maintain both external discuss growth
personal contacts and internal plans
sources
DECISIONAL ROLE
Entrepreneur Deciding upon new projects
or programs to initiate and
invest

Resolving conflict between Disturbance

two subordinates handler

Resource Resources provide right

allocator time at a right place

Responsible for representing Negotiator

the organization at major
negotiations
MANAGERIA -Attributes of a manager.
-Identified by Robert Katz in 1955.
L SKILLS -Conceptual, Technical & Human skills
 CONCEPTUAL TECHNICAL HUMAN
SKILLS SKILLS SKILLS

Ability to work Strategic Based on

plans & specific Ability to work Create
with ideas & atmosphere
concepts setting knowledge with people
direction of trust

Most Ability to use Crucial at Openness to

important for appropriate lower/middle inputs of
top managers techniques management others
 Levels of Management
Top
Managemen
t
-Long term goals:
products, markets,
business organizing Middle
-Jobs like CEO, CFO,
COO, CTO, VP- Manageme
marketing
nt
-Interprets plans
Lower and sets actions.
Managemen -Jobs like -
regional/plant
t
-Implements plans managers
-Jobs like- team leader,
assistant managers,
foreman, shift
manager
 Top level
of
Management Middle level
of
Management Lower level
of
Management
consists of board of
directors, chief
executive or branch managers and
managing director. departmental
• lays down the managers constitute consists of
objectives and middle level. supervisors,foreman,
broad policies • make plans for section officers,
of the the sub-units of superintendent etc.
enterprise. the organization. • Assigning of jobs
• prepares • participate in and tasks to
strategic plans employment & various workers.
& policies for training of lower • responsible for
the enterprise. level the quality and
management. quantity of
production
− developed by Frederick Winslow
Taylor
− study of relationships between
people and tasks for the purpose
of redesigning the work process to Scientific
increase efficiency.
Management
 Principles to increase
efficiency

1 2 3 4
Science, Harmony, Scientifically Establish fair
not rules not discord select and levels of
of thumb train performance
employees and pay more
for higher
performance
 Managers
frequently Increased job
Problems
implemented only
the increased
dissatisfaction:
more work, same
encountered
output side of pay
Taylor’s plan

Monotonous Workers’
Increased and wellbeing isn’t
unemployment dehumanizing considered
work
 - Bureaucracy means-‘Rule
by office or officials.’

THEORY OF
BUREAUCRACY
- Developed by a German
Sociologist, Max Weber in
the late 19th century

- According to the theory

of bureaucracy, 3 types
of power can be found in
organisations :
-Traditional Power
-Charismatic Power
-Legal power
- Bureaucracy is the basis for
Max Weber the systematic formation of
(1864 - 1920) any organisation.
 Characteristics of Bureaucracy
Hierarchical Layer of Authority Rules and Requirements
Managers are organised into hierarchical The organisation uses rules
layers, where each layer of management to exert control
is responsible for its staff and overall
performance

Impersonal
Formal Selection Treat all the employees and
All employees are selected on the basis customers equally. No room for
of technical skills and competencies individual differences

Task Specialisation Career Orientation

Specialist do the work. The Organisation In a bureaucracy, it’s possible to build
divides employees into a career on the basis of experience
departments/faculties on the type of work and expertise
they do or the skills they possess.
Thank you!