INSTITUTE…………UIE…………..

DEPARTMENT ..Computer Science

Engg
Introductions to Management and
Leadership UCT-242

History and Streams of Management DISCOVER . LEARN . EMPOWER

 Introductions to
Management and
Leadership
Course Outcome Will be covered in this
CO Number Title Level lecture

CO1 To familiarize the students with basics and Understand

concepts in Management and Leadership for  
conceptual understanding and applied interface

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The Evolution of Management
Theory
EVOLUTION OF MANAGEMENT THOUGHT
 DIFFERENT APPROACHES

• SCIENTIFIC
CLASSICAL • ADMINISTRATIVE
• BUREAUCRATIC

• GROUP INFLUENCES
• MASLOW‟S NEED THEORY
BEHAVIOURAL • THEORY X AND THEORY Y
• HAWTHORNE STUDIES

• SYSTEM
MODERN • CONTINGENCY
• THEORY Z AND QUALITY MANAGEMENT
 CLASSICAL APPROACH
Focuses on the
individual worker‟s Focuses on the
productivity overall
organizational
system

Focuses on the
functions of
management
 SCIENTIFIC MANAGEMENT: F.W. Taylor
• develop a scientific approach for each element of one’s work
• scientifically select, train, teach and develop each worker
FOUR • cooperate with workers to ensure that jobs match plans and principles
PRINCIPLES • ensure appropriate division of labor

• Task Performance
THREE AREAS OF • Supervision
FOCUS: • Motivation

TWO MANAGERIAL • Piece-rate-incentive system

PRACTICES: • Time and motion study
 SCIENTIFIC MANAGEMENT:
Henry Gantt and The Gilberths
• Most famous for developing the Gantt chart in the 1910s.
HENRY • Implemented a wage incentive programme
GANTT

• Specialized in time and motion studies to determine the most efficient way to perform tasks.
• Used motion pictures of bricklayers to identified work elements such as lifting and grasping
FRANK
GILBERTH

• A strong proponent of better working conditions as a means of improving

LILLIAN efficiency and productivity.
GILBERTH
 BUREAUCRATIC MANAGEMENT

Focuses on the overall organizational system.

Need for organization's to function on a rational basis Bureaucratic

management is based upon:

• Firm rules
• Policies and procedures
• A fixed hierarchy
• A clear division of labor
BUREAUCRATIC MANAGEMENT: Max Weber

• A German sociologist and historian who envisioned a

system of management
MAX WEBER • “a bureaucracy is a highly structured,
formalized and impersonal organization.”

• Division of labor
FIVE •
•
Hierarchy of authority
Rules and procedures
PRINCIPLES • Impersonality
• Employee selection and promotion
 ADMINISTRATIVE MANAGEMENT: Henry
Fayol

Five management functions

Focused on principles that • planning
could be used by managers to • organizing
coordinate the internal
• commanding
activities of organizations
• coordinating
• controlling
 FAYOL‟s PRINCIPLES OF MANAGEMENT
1. Division of work 8. Centralization

2. Authority and responsibility 9. Scalar chain

3. Discipline 10. Order

4. Unity of command 11. Equity

5. Unity of direction 12. Stability

6. Subordination of individual interest to the common

good 13. Initiative

7. Remuneration of personnel 14. Esprit de corps

BEHAVIOURAL APPROACH
The behavioural school of management
emphasized what the classical theorists ignored.

Acknowledged the importance of human behavior in

shaping management style.

Personalities
• Mary Parker Follett
• Douglas McGregor
• Chester Barnard
• Elton May and MASLOW
• M
HIERARCHY OF HUMAN NEEDS
SELF
ACTUALIZATI ON

NEED FOR SELF

ESTEEM

NEED FOR SOCIAL

RELATIONS

NEED FOR SECURITY

PHYSIOLOGICAL NEEDS
 FOLLETT ON EFFECTIVE WORK GROUPS

FOUR PRINCIPLES OF COORDINATION

• Coordination requires that people be in direct contact with one another.
• Coordination is essential during the initial stages of any endeavor.
• Coordination must address all factors and phases of any endeavor.
• Coordination is a continuous, ongoing process.
 McGregor's PROPOSED STYLES

THEORY X THEORY Y
• Most people dislike work and they avoid it when they • Work is a natural activity like play or rest.
can. • Capable of self direction and self control.
• Coerced and threatened with punishment before they • Committed to organizational objectives.
work.
• Avoid responsibility and have little ambition.
 ELTON MAYO‟s VIEW

Aimed to understand how psychological and social processes interact

with the work situation to influence performance

Work represents the transition from scientific management to the early

human relations movement.

Emphasized on workers themselves and needs to belong to a

group
 HAWTHORNE EXPERIMENTS (1924 –
1932)

“HAWTHORNE EFFECT”
• Workers perform and react differently when researchers
observe them.
• Productivity increased because attention was paid to the
workers in the experiment.
• Phenomenon whereby individual or group performance is
influenced by human behavior factors
 CONTINGENCY THEORY

There is no “One Best Way” to manage all the situations.

Also known as "Situational Theory‟.

Developed by managers, consultants, and researchers who tried

to apply the concepts depending on various Internal and External
factors
MERGER COMPONENTS INTO CONTINGENCY PERSPECTIVE
 AN EXAMPLE OF CONTINGENCY

JOAN WOODWARD’s RESEARCH

• Discovered that a particular management style is affected by
the organization‟s technology.
• Identified and described three different types of technology:
• Small-batch technology
• Mass-production technology
• Continuous-process technology
 System
System Approach
• A system is a set of interrelated but separate parts
working towards a common purpose.

• The arrangement must be orderly and there must be

proper communication facilitating interaction between
the elements and finally this interaction should lead to
achieve a common goal.
 System Approach
• System approach to management views the
organization as a unified, purposeful system
composed of interrelated parts.

• This approach also gives the manager to see the

organization as a whole and as a part of the larger
external environment.
Contd…
• System oriented manager would make decisions only
after they have identified impact of these decisions on
all other departments and the entire organization.

• They must intertwine their department with the total

organization and communicate with all other
departments, employees and with each other.
 Example

Finance
Department

Human
Production
Resource
Department
Department

Marketing
Department
 External Environment

Managerial Knowledge,
Goals, Inputs

R C
E O
Planning
E M
N M
G Organizing U E x te rn al
I N Enviro n m e n t:

N S t a f f in g
I O p p o r t u n i ti e s

E C T h re a ts

E A
Leading
R T
I I
N C o n t r o llin g O
G N

Output

External Environment
Characteristics
• Systems have structure, defined by parts and their composition;

• Systems have behavior, which involves

inputs, processing and outputs of material, energy or information;

• Systems have interconnectivity : the various parts of a system have

functional as well as structural relationships between each other.

• System(s) have by itself function(s) or group of functions .

Advantages
• It aims at meaningful analysis of organizations
and their management.

• It facilitates the interaction between organization

and its environment.

• It guide manager to avoid analyzing problems in

isolation and to develop an integrated approach.
Disadvantages
Criticism of System Theory:

• The approach does not recognize the

differences in systems.
• Over-conceptual
• Systems philosophy does not specify the nature of
interactions and interdependencies.
• Unpractical: It cannot be easily and directly applied to
practical problems.
• Lack of Universality
• Complex in implementation
 APPLICATIONS
• Helpful in understanding the concepts of management.
• We get to know about the functions the managers perform in an organization and the role of management.

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 REFERENCES
BOOKS
• Essential of Management by Harold Koontz and Heinz Weihrich
• Principles of Management by Stephen P Robbins
• Introduction to Leadership: Concepts and Practise, Northouse.G.Peter, Sage Publications.
• Reframing Organizations: Artistry, Choice and Leadership, Bolman. G. Lee.

VIDEO LINK
• https://www.youtube.com/watch?v=mnvwB1mV4cQ
• https://www.youtube.com/watch?reload=9&v=gZCnsMV0p-4
• https://study.com/academy/lesson/management-vs-leadership-the-difference-between-a-manager-leader.html

e-BOOK LINK
 https://www.topfreebooks.org/free-management-and-leadership-books/
 https://www.pdfdrive.com/management-and-leadership-books.html
 https://www.barnesandnoble.com/b/free-ebooks/nook-books/business/management-leadership/_/N-ry0Z8qaZtnt

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THANK YOU

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