MANAGEMENT AND

ORGANIZATIONAL BEHAVIOUR
Prof :Dr.Bharathraj Shetty
BBM,MSW,MBA,GDAGD,PhD.
PhD in Management. .
• Golden principles of Human Relations
• 1.Don’t criticize ,condemn or complain
• 2.Give honest, sincere appreciation
• 3.Encourage others.
• 4.Become genuinely interested in everything.
• 5.Smile.
• 6.Be a good listener. Encourage others to talk about
themselves.
• 8. Make the other person feel important and do it
sincerely.
• 9.count your blessings.
• 10.Respect your elders.
Success Mantra’s
Work more, Learn more, Expect Less
Have big dreams. You’ll grow into them.
If you want to achieve greatness, stop asking for permission.
No masterpiece was ever created by a lazy artist.
The tallest oak in the forest was once just a little nut that held
its ground.
One year equals 365 possibilities.
Don’t wish for it, work for it.
Great things never came from comfort zones.
Big journeys begin with the small steps.
If the plan doesn’t work, change the plan—but never the goal
Life is like photography. Always look on the bright side of things.
Trust your crazy ideas.
You are born to win-walk towards your Goal----Dr.Bharathraj Shetty
• BOOKS FOR REFERENCE
• 1. Stephen P Robbins
Organizational Behavior, Prentice Hall of India
• 2. Joe H. Chung and Lean C. Megginson
Organizational Behaviour Development Management
Skills, Harper & Row
• 3. Jerry L. Gray & Prederick A Starke
Organizational Behaviour, Concepts and Applications,
Macmillan publications
• 4. Joe Kelly organizationalbehaviour, Surjeet
Publications.
• 5. Dr. K. Aswathappa
Organisational Behaviour, Himalaya publishing House
 Module-1
• Syllabus-
• Nature of management, the evolution of
management-science or art, functions of
management- planning and decision making,
organizing and staffing, controlling and
directing
• Concept of Management:
• Management is a universal talk of every work of
life. In whatever form, may be a business activity
or any other activity, management will be there.
• In modern time as the size of business increases,
new products and production techniques are
developed, new business policies are made,
government interference becomes essential.
• It is a process of getting results by doing things
and managing others.
• The word management can be explained as
"Manage+Men+T", which means, manage the men
tactfully to do something in good and proper way to
achieve the pre-determined goals of the organization.
• It is the most important function to control & co-
ordinate the efforts of different individual or group of
person.
• It is an art of handling people.
• It consists of planning, organizing and controlling. It is
a continuous process and art of getting things done
through other people
• Today management basically concerned with changes
and challenges, and it is difficult to manage
• Management is an art of getting things done
through others.
• Management is to plan, organize, direct and
control the resources of the organization for
obtaining common objectives or goals.
• It is related with resources like men, material,
money, machinery, methods, manufacturing
and marketing
• Definitions:
• 1) According to Taylor:-
• “Management is the art of knowing what you want to
do and then seeing that it is done in the best and
cheapest way.”
• 2) According to Lawrence:-
• “Management is the accomplishment of results
through the efforts of other people.”
• 3) According to Henry Fayol:-
• “To manage is to forecast and to plan, to
organize, to co-ordinate and to control.
• 4).According to Koontaz and O Donnell,
"Management is an art of getting things done
through and with the people in formally
organized group.“
• The definitions above show that it is a
continuous process of getting things done by
proper use of manpower and other resources. It
also helps to control, organize and co-ordinate
the function of an organization
 Nature of management

• 1.Universal process
• 2.Continuous Process
. 3.Multi-disciplinary method
. 4.Group activity
• 5.Intangible force
• 6.Social Management
• 7.Coordinating force
• 8.Management is dynamic
• 9.Goal oriented
• 10.Relative, not absolute principles
• 11.An integrative method
• 12. Required at all level
Nature of Management-(features,Characteistics)
1.Universal process: -
Management is universal in nature; it is applied in all
types of organizations, like commercial, social or
political.
Management exists everywhere in universe. The
basic principles of management can be applied
everywhere, whether they are business or non-
business organization.
Management is taken as universal activity whether
an organization is big or small, government,
hospitals, schools, colleges, management is needed.
• 2.Continuous Process: -
• Management is a never ending process.
• Management is a continuous process because it
always carries the past decisions for the future
course of action to achieve organization goals.
3.Multi-disciplinary method: -
• Management is basically multi-disciplinary;
• it depends on the proper knowledge and skill of
various disciplines such as economics, statistics,
anthropology, psychology, sociology etc.
• 4.Group activity: -
• Management requires the use of group-efforts to achieve their goal.
• Management is a vital part of group activities. Management unites
with their goal what they cannot achieve individually
• 5.Intangible force: -
• Management is intangible. It is an unseen force, but its presents seem
in the form of results
• 6.Social Management: -
• Management is a social process in nature, it essentially involves
managing people, it is concerned with developing, retaining and
motivating people at work place and also taking care of their
satisfaction.
• 7.Coordinating force: -
• Management cannot do anything by it self..
They should get their work done by
organization’s member. In the any organization,
management coordinates the efforts of human
resourses through orderly process.
• 8.Management is dynamic: Management has
framed certain principles, which are flexible in
nature and change with the changes in the
environment in which an organization exits.
• 9.Goal oriented: -
• Goal oriented: Effective management has no
justification to exist without goals. An efficient and
good management tries to achieve the .
predetermined goals by the minimum resources.
Management is established only to achieve the
goal. Hence, it is goal oriented

• 10.Relative, not absolute principles: -

Management principles are relative not absolute,
because they should be applied according to need
and condition of the organization.
• 11.An integrative method: -
Management integrates the living and
non-living resources to achieve the
desired goal.

• 12. Required at all level: It is one of

such process which requires all level,
top level, middle level & low level of an
organization. According to levels the
process of management is different
 Evolution of Management
• Can be studied under-
1. Classical Approaches;
--- scientific management
---administrative management
----bureaucratic management

• 2. Neo-classical approaches;
• human relations movement
• Human resource approach-theories
• behavioral approach

• 3. Fayol & Taylor's principles

• Classical approach, to management
• -oldest school of thought –period-1900-1920.
• -Mainly concerned with increasing efficiency
of workers and organizations , based on
Management practices and careful
observation and supervision.
• Goal is economic efficiency and increase in
production and profits.
SCIENTIFIC MANAGEMENT
-Focuses on the “one best way” to do a job.

ADMINISTATIVE MANAGEMENT
-Focuses on the manager and basic managerial
functions.

BUREAUCRATIC MANAGEMENT
-Focuses on the guidelines for structuring with
formalization of rules, procedures and a clear division
of labor.
Analyzed
management
scientifically , to find
out the most effective
way to do a job. “one
best way to do the
job”.
Concept of scientific management
Scientific management is a management theory
that analyzed work flows, with the objective of
improving labor productivity.

Scientific management is based on principles

of efficiency derived from experiments in
methods of work and production, these studies
are popularly known as “time and motion
study”.
Contributions of scientific management
Reasons for inefficiency as noticed by Taylor

1.The lack of standard tools or techniques

2.No match between skill and job

3.No motivation from management

TAYLORS –PRINCIPLES OF SCIENTIFIC MNAGEMENT

1.Replace rule of thumb work methods

by scientific study of tasks.
2.Scientifically select ,train, and develop
each worker, rather than leaving them to
train by themselves.
3.co-operate workers to ensure that
scientifically developed methods are
followed.
4. Divide work nearly equal between
managers and workers .Managers should
apply scientific management principles to
plan te work and workers perform the
tasks.
Basic idea of scientific management
General approach---
Developed standard methods for performing each job.
Selected workers with appropriate abilities for each job
Trained workers in standard methods
Supported workers by planning their work and
eliminating interruptions
Provided wage incentives for increased output.
Contributions-summary
-demonstrated the importance of compensation
for performance
-initiated careful study of tasks and jobs
-demonstrated the importance of selection and
training
Criticism on scientific management
1.Did not appreciate the social context of
work and higher needs of the worker
2.Did not acknowledge variance among
workers
3.Regarded workers as un informed and
ignored their ideas for suggestions
Motion/movement studies.
Administrative Management Theory

Analyzed management as a
universal process of
planning, organizing
commanding, co
coordinating and controlling.
Introduced 14 principles of
management.
BUREACRATIC THEORY OF MGT
HUMAN RELATIONS MOVEMENT
• In the early 1920s, a shift away from classical
management theory took place as theorists
began to consider the human side of an
organization and the social needs of employees
• - human relations movement and the
behavioral management movement.
• incorporating the behavioral sciences into
management thought in order to solve the
problems caused by classical theory practices.
• -concentrated on answering questions related
to the best way to motivate, structure, and
support employees within the organization.
Human Relations Movement
• Contributions for development of management
thought.---------
• Human resource approach
• Behavioral management approach
• The human relations movement arose from the
work of several sociologists and social
physiologists who concerned themselves with
how people relate and interact within a group.
focus on the human side of an organization.
• The behavioral movement came from various
psychologists who focused on the individual
behavior of employees.
Diagrammatic representation of the theory of need hierarchy
• Physiological needs
• Physiological needs are the physical
requirements for human survival. If these
requirements are not met, the human body
cannot function properly, and will ultimately
fail..these needs are-
• Air, water, and food are metabolic
requirements for survival.Clothing and shelter
provide necessary protection from the
elements.
• Safety needs
• With their physical needs relatively satisfied,
the individual's safety needs take precedence
and dominate behavior. safety needs are-
• Safety and Security needs include:
• Job security
• Personal security
• Financial security
• Health and well-being
• Social needs
• After physiological and safety needs are fulfilled, the third
level is of social needs, which are--
• Friendship
• Intimacy
• Family
• According to Maslow, humans need to feel a sense of
belonging and acceptance among their social groups,
regardless if these groups are large or small. For example,
some large social groups may include clubs, co-workers,
religious groups, professional organizations, sports teams,
and gangs.
• Some examples of small social connections include family
members, intimate partners, mentors, colleagues, and
confidants. Humans need to love and be loved
• Esteem
• All humans have a need to feel respected; this includes
the need to have self-esteem and self-respect. Esteem
presents the typical human desire to be accepted and
valued by others. People often engage in a profession or
hobby to gain recognition. These activities give the person
a sense of contribution or value..
• . Maslow noted two versions of esteem needs: a "lower"
version and a "higher" version.
• The "lower" version of esteem is the need for respect
from others. This may include a need for status,
recognition, fame, prestige, and attention.
• The "higher" version manifests itself as the need for self-
respect. For example, the person may have a need for
strength, competence, mastery, self-confidence,
independence, and freedom.
• Self-actualization
• Self-actualization
• "What a man can be, he must be.”This quotation
forms the basis of the perceived need for self-
actualization. This level of need refers to what a
person's full potential is and the realization of that
potential. Maslow describes this level as the desire
to accomplish everything that one can, to become
the most that one can be.
• it may be expressed in paintings, pictures, or
inventions. As previously mentioned, Maslow
believed that to understand this level of need, the
person must not only achieve the previous needs,
but master them.
• Criticisms of Maslow’s Theory
• 1. Needs don't follow a hierarchy:
• It is criticized that the needs do not follow
hierarchical order, from basic need to self
actualization for example people who starve may
consider food as primary before other needs and
some times people may forgo basic need and
consider self actualization as more important
• 2. The theory is difficult to test:
• Maslow's theory note that his definition of self-
actualization is difficult to test scientifically.
• MANAGEMENT IS AN ART,
• A SCIENCE AND A PROFESSION?
• Management is treated as art, science and
profession because it has some
characteristics of an art, a science and a
profession.
• Art is personal skill.
• Art is bringing about desired results with the
help of skills. Management is one of the most
creative arts. It requires a lot of knowledge.
• 1. Management, as a science: Science refers to an
organized and systematic body of knowledge acquired
by mankind though observation, experimentation and
also based on some universal principles, concepts, and
theories.
• Principles of science are developed through testing &
observation. With the help of concept of science it can
safely be concluded that management is also a science
because it is based upon certain principles and
concerned as a systematized body of knowledge
• observation, test and experiment is a science, however
management, is not exact as physics, chemistry, biology,
etc. Since, it is concerned with human & human
behavior; it can be called as social science.
• Management as a Science:-
• Science is a systematic body of knowledge based on
certain principles and
• which are universally approved.
• F. W. Taylor was the first person who considered
management as a science.
• Science is divided into two parts.
• 1. Physical science
• 2. Social science.
• Management is a social science because it deals
with human being.
• .2. Management, as an art: Art is concerned with personal
skill for doing out the desired resultsinvolving people.
• In management, a manager should have practical
knowledge & skill. Otherwise his performance will be
adversely affected. Management is a way of doing a specific
action while doing the function of an art is to achieve the
success in a given action.
• According to George R. Terry, "Art is bringing about of a
desired result through application of skill." Thus, art has 5
essential features.
• i. Practical Knowledge
• ii. Personal Skill
• iii. Concrete Result
• iv. Constructive Skill
• v. Improvement through practice
• These 5 functions of art also belong to the
management. When a manager uses his
management skill then he must have practical
knowledge for solving managerial problem. A
manager also has power to face the problem to find
out the result, which is only possible when he/she
has constructive skills.
• To improve the managerial skill, managerial work
should be done on regular basis because regularity
and practice make the work effective. So, we can say
that manager is an artist since he/she posses the
skill of getting the work done through and with the
people. Therefore, it can be concluded that manager
is an artist and management is bound to be an art.
• Management is an art because:
• 1] It is creative
• 2] It involves use of skill.
• 3] It involves use of technical know how.
• 4] It is directed towards getting results.
• 5] It is personalized
• 3.Management, as a profession: Profession is
an economic activity. It refers rendering
services to other by getting specialized
knowledge. A professional renders his/her
services to other for earning his livelihood.
Features of profession are as follows:
• i. Store of Knowledge
• ii. Facility of Trainings
• iii. Service Motto
• FUNCTIONS OF MANAGEMENT
• In competitive days management has become a
typical job, a manager have to perform different types
of managerial job to achieve the goals of the
organization. It is said that, "management is what
manager does,”
• The major functions of management are—

1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
• Planning is essential for every level of the
management. With the help of planning function,
a manager can perform organizational activities
properly and clearly
• It includes forecasting, formation of objectives,
policies, programs, and budget. It is a function of
determining the methods or path of obtaining
these objectives.
• It determines in advance what should be done,
why should be done, when, where, how should be
done. This is done not only for organization as a
whole but also for every division, section and
department. Planning is thinking before doing.
• Organizing:-
It includes departmentation, delegation of
authority, fixing of responsibility and
establishment of relationship.
It is a function of providing every thing useful to
the business organization.
• There are certain resources which are to be
mobilized i.e. man, machine, material, money,.
• A manager has to design and develop a structure
of various relations. structure, identification and
grouping work, delegation of authority and
responsibility and establishing relationship
• Staffing:-
• It includes man power planning, recruitment,
selection, placement and training.
• People are basically responsible for the progress of
the organization.
• Right man should be employed for right job. It also
involves training of personnel and proper
remuneration
• Directing:-
• It includes decision making, supervising, guidance etc.
It reflects providing dynamic leadership. When the
manager performs these functions, he issues orders
and instructions to supervisors.
• It also implies the creation of a favorable
workenvironment, motivation, managing managers,
managing workers and managing work environment.
 Other functions

• Motivation:-
• In a well organization unforeseen problems are created. It
becomes necessary for the workers to have a leader, to whom
they can consult for the guidance.
• One must help the worker to solve their problems. The manager
is the leader for them. So heshould accept the problems, should
appreciate the workers for the work done by them.
• Manager has to act as a well motivation source for he workers.
• Decision Making:-
• It is the process in which a lot of actions are involved and lot of
alternatives are available. A manager has to choose right
alternative for attainment of his goals. There are many decisions
which include marketing decision, cost price decision and capital
investment decision.
• Controlling:-
• It is the important function in all types of
enterprises. It is concerned with measuring and
comparing the operating results with plan and
take corrective action if any deviation occur. So
that similar problem may not occur in future. It
involves the following steps.
• i. Laying down norms and standard of desired
performance.
• ii. Measuring the actual performance.
• iii. Interpreting and comparing the actual
performance.
• iv. Taking Corrective action.