1. Introduction to Principles and Functions of Management

2. Getting work done through others
Management Is…
Effectiveness
Efficiency
Getting work done through others

3. Efficiency and Effectiveness

4. Principles of Management – F.W. Taylor
Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method.
Scientifically select and then train, teach, and develop the workmen.
Cooperate with the men to insure all work is done in accordance with the principles of the science.
There is almost equal division of the work and the responsibility between management and workmen.

5. Time Study Motion Study
Time & Motion Studies: Frank & Lillian Gilbreth
Time Study
Timing how long it takes good workers to complete each part of their jobs.
Motion Study
Breaking each task into its separate motions and then eliminating those that are unnecessary or repetitive.

6. ` 14 Principles of Management – Henry Fayol
1. Division of Work: allows for job specialization. Work
should be divided among individuals and groups.
2. Authority and Responsibility: Authority right to
give orders. Responsibility involves being answerable
Whoever assumes authority assumes responsibility
3. Discipline: Common efforts of workers. Penalties
4. Unity of Command: Employees should have only
one boss.
5. Unity of Direction: A single plan of action to guide
the organization.
6. Subordination of individual interests to the
general interests of organization

7. 14 Principles of Management – Henry Fayol
7. Remuneration: An equitable uniform payment
system that motivates and contribute to success.
8. Centralization: The degree to which authority rests
at the top of the organization.
9. Scalar Chain: Chain like authority scale.
10. Order: The arrangement of employees where they
will be of the most value to the organization.
11. Equity: The provision of justice and fair dealing
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de corps: Harmony, general good feeling
among employees

8. Functions of Management

9. Planning and Decision Making
Defining goals, establishing strategy and developing sub plans to choose alternatives and coordinate activities

10. Organizing Deciding where decisions will be made
Who will do what jobs and tasks
Who will work for whom

11. Leading
Motivating
Inspiring
Leading

12. Controlling
Monitoring progress towards goal achievement and taking corrective action when needed

13. Levels and Areas of Management
Marketing
Administration
Other
Human resources
Operations
Finance
Middle managers
Areas of Management
Levels of Management
First-line managers
Top managers

14. Role of Top Managers Creating a context for change
Developing commitment and ownership in employees
Creating a positive organizational culture through language and action
Monitoring their business environments

15. What Middle Managers Do?
Plan and allocate resources to meet objectives
Coordinate and link groups, departments, and divisions
Monitor and manage the performance of subunits and managers who report to them
Implement changes or strategies generated by top managers

16. Responsibilities of First-Line Managers
Manage the performance of entry-level employees
Encourage, monitor, and reward the performance of workers
Teach entry-level employees how to do
their jobs
Make detailed schedules and operating
plans

17. Managerial Roles Interpersonal Informational Decisional Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

18. Managerial Skills Technical Skills Human Skills Conceptual Skills
Motivation to
Manage

19. Managerial Challenges:
Ethics
Knowledge
Diversity
Management
MANAGER
Innovation
Globalization
Customers
E-Business

20. History: Schools of Management Thought (start)
Quality Viewpoint
Contingency Viewpoint
Systems Viewpoint
Behavioral Viewpoint
Traditional Viewpoint
1900
1910
1920
1930
1940
1950
1960
1970
1980
1990
2000

21. Goals: Efficiency Consistency
Traditional Viewpoint
Administrative Management
Bureaucratic Management
Goals: Efficiency Consistency
Scientific Management

22. Characteristics of Bureaucratic Management
Rules—formal guidelines for the behavior of employees on the job
Impersonality—employees are evaluated according to rules and objective data
Division of Labor—splitting work into specialized positions

23. What is Scientific Management?

24. Administrative Management
Fourteen Principles of Management given by
Henry Fayol

25. What is Behavioral Viewpoint
Focuses on dealing effectively with the human aspects of organizations
Started in the 1930’s
Emphasis on working conditions
Workers want respect
Workers formed unions to bargain with management

26. Systems View of Organizations

27. Important Contingencies
What is Contingency Approach?
Problem or Situation
Important Contingencies
Solution or Action B
Solution or Action A
Solution or Action C

28. Lower Costs and Higher Market Share
Quality Approach:
Positive
Company
Image
Lower Costs and Higher Market Share
Decreased
Product Liability
Quality

29. Thank You