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CHAPTER 1: THE SCOPE OF MANAGEMENT 1 WHAT IS MANAGEMENT? 2 Art of getting things done through other people Mary Parker Follet Field of knowledge that.

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Presentation on theme: "CHAPTER 1: THE SCOPE OF MANAGEMENT 1 WHAT IS MANAGEMENT? 2 Art of getting things done through other people Mary Parker Follet Field of knowledge that."— Presentation transcript:



3 WHAT IS MANAGEMENT? 2 Art of getting things done through other people Mary Parker Follet Field of knowledge that seeks to systematically understand why and how men work together to accomplish objectives and make these cooperative systems more useful to mankind George R. Terry The process undertaken by one or more individuals to coordinate the activities of others to achieve results not achievable by one individual acting alone Donnelly

4 WHAT IS MANAGEMENT? 3 The art of knowing what you want to do and then seeing that it is done in the best and cheapest way F. W. Taylor A process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources. Lubber Gullick An art because like any of the arts, it requires three components: vision, knowledge and successful communication Henri M. Boettinger

5 BASIC MANAGEMENT CONCEPT 4 Basic Management Concept Functional Concept ‘Getting Things done Through Others’ Concept Leadership and Decision- making Concept Productivity Concept Universality Concept

6 FUNCTIONS OF MANAGEMENT Planning, Organizing, Leading, Controlling Newman and Summer Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting Luther Gullick Decision Making, Organizing, Staffing, Planning, Controlling, Communicating, Directing Warren Haynes and Joseph Massie Planning, Organizing, Commanding, Coordinating, Controlling Henri Fayol 5

7 FUNCTIONS OF MANAGEMENT 6 PlanningOrganizing LeadingControlling

8 LEVEL OF MANAGERS 7 Top ManagersMiddle ManagersFirst Line Managers

9 8 Top Managers Middle Managers First Line Managers SUBORDINATE

10 ROLES OF MANAGERS Figurehead Role Leader Role Liaison Role Interpersonal Roles Monitor Role Disseminator Role Spokesperson Role Informational Roles Entrepreneur Role Disturbance Handler Role Resource Allocator Role Negotiator Role Decisional Roles 9

11 MANAGERIAL SKILLS 10 Technical SkillsHuman SkillConceptual Skill

12 MANAGEMENT LEVELS MANAGERIAL SKILLS TOP MANAGERS MIDDLE MANAGERS FIRST LINE MANAGERS 11 Technical Skills Human Skills Conceptual Skills Technical Skills Conceptual Skills Technical Skills (10%) (40%)(20%) (40%)40%) (60%)(30%) (20%) (40%)

13 OTHER SKILLS Basic Knowledge Management Skills Communication Skills Decision Making Skills 12


15 IMPORTANCE OF MANAGEMENT 14 Critical element in the economic growth of the country 1 Essential in all organized effort 2 Dynamic, life giving element in every organization. 3

16 MANAGEMENT – UNIVERSAL OR SCIENCE 15 Universal Manager easily transfer his skills and knowledge Manager applies general principles to all types of organization Science Management is studied and tested systematically Theories can guide managers

17 16 CHARACTERISTICS OF MANAGEMENT PUBLIC SECTORPRIVATE SECTOR Aim / Objective To provide a service to the community To ensure maximum utilization of resources in generating profits Accountability To the public in general, especially when the budget is debated in parliament To the shareholders of the company Performance evaluation The achievement of a better quality of life The profits earned through market share Incentives offered Fixed salary scales and rigid promotional procedures Enjoy job security Salary increases and promotion prospects closely linked to performance Union involvement in decision-making A high level of involvement Traditionally little or no involvement but moves are being made to increase worker participation DIFFERENCES IN MANAGEMENT BETWEEN PUBLIC AND PRIVATE SECTORS


19 CLASSICAL 18 Henri Fayol Administrative Management Frederick Winslow Taylor Scientific Management Max Weber Bureaucratic Management

20 ADMINISTRATIVE MANAGEMENT -AREAS IN BUSINESS ACTIVITIES- 19 Producing and manufacturing of products Technical Buying raw materials and selling manufactured goods Commercial Getting the capital necessary for business Financial Recording and taking stock of costs and profits Accounting Planning, organizing, commanding, coordinating, controlling Managerial Function Protecting the assets of the company Protecting

21 ADMINISTRATIVE MANAGEMENT -PRINCIPLES OF MANAGEMENT- 20 PRINCIPLES OF MANAGEMENT Division of workAuthority DisciplineUnity of Command Unity of Direction Subordinate of individual interests to general interest RemunerationCentralization Scalar ChainOrder EquityStability of tenure of personnel InitiativeEsprit de corps

22 SCIENTIFIC MANAGEMENT 21 Contribution Time and Motion Studies Differential Pay Reorganization of Supervision Recruitment and Training Friendly Cooperation

23 BUREAUCRATIC MANAGEMENT 22 Division of labour Hierarchical Structure Meritocracy RulesImpersonality

24 HUMAN RELATIONS SCHOOL - HAWTHORNE STUDIES - 23 Hawthorne Studies The Test Room Studies Interviewing Studies Observational Studies

25 BEHAVIOURAL 24 Motivation theory Human needs Human behaviour Hierarchy of need Abraham Maslow Theory X and Y Douglas Mc Gregor

26 MASLOW’S NEEDS HIERARCHY 25 Self actualization Esteem Affiliation Security Physiological

27 THEORY X AND THEORY Y 26 My employees dislike work and will try to avoid it if possible My employees want and need me to provide direction I am responsible for getting my employees to do as much work as possible Theory X Leader Most employees like to work and achieve something I can count on my employees to be self- directed and work toward the organization’s objectives My employees are eager to take on responsibilities at work Theory Y Leader

28 27 SYSTEMSInterlockingSub-systems

29 MANAGEMENT SCIENCE Also known as Operations Research Applies scientific methods to analyze and solve management problems Can solve specific problems objectively with greater precision 28

30 CHARACTERISTICS FOR EFFECTIVE MANAGEMENT SCIENCE The problems should not be too broad or indefinite The problems should consists of tangible measurable factors The problems should offer opportunity for decision between alternative 29

31 CONTINGENCY/SITUATIONAL Emerged from real life experience of managers The main determinants are related to the external and internal environment of an organization Three major elements: – Environment – Management concept – Contingent relationship between them 30

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