1. INTRODUCTION TO MANAGEMENT

2. WHAT WE NEED TO KNOW?
The evolution of management thought and the pattern of Management Analysis
Is Management a Science or Art?
Management and Society: The external environment, Social Responsibility and Ethics
Global and Comparative Management-The Basis of Global Management.

3. THE EVOLUTION OF MANAGEMENT THOUGHT

4. Broadly Divided into 4 stages
Pre-scientific Management Period
Classical Theory
Scientific Management
Administrative Management
Bureaucratic Model
Neo-classical Theory or Behaviour Approach
Modern Theory or System Approach

5. EVOLUTION OF MANAGEMENT THOUGHT
PRE-SCIENTIFIC MANAGEMENT PERIOD
Contributions made by
-Roman Catholic
-Military Organizations
-Writers like Charles Babbage, James Watt etc.
CLASSICAL THEORY
Scientific Mgt
Administrative Mgt theory
Bureaucratic Model
NEO-CLASSICAL THEORY
- Hawthorne Experiment
MODERN THEORY
System Approach
Contingency Approach

7. 2. Administrative Management Theory
The study of how to create an organizational structure that leads to high efficiency and effectiveness

8. MAX WEBER’S ADMINISTRATIVE THEORY

9. Max Weber (1864-1920) German Sociologist
Came up with bureaucratic model
He developed the principles of bureaucracy as a formal system of organization.
He designed the model to ensure efficiency and effectiveness.
It is the most important mean of controlling over human beings.

11. Weber’s Principles of Bureaucracy
Hierarchy of authority: Authority can be exercised effectively when positions are arranged hierarchically, so employees know whom to report to and who reports to them.
Division of Labour: There should be a division of labour based upon competence and functional specialization.

12. Weber’s Principles of Bureaucracy cont..
Impersonality: People should occupy positions because of their performance, not because of their social standing or personal contacts.
Specified system of task and responsibility: The extent of each position’s formal authority and task responsibilities and it’s relationship to other positions should be clearly specified.

13. Weber’s Principles of Bureaucracy cont..
Written rules of conduct: Should create a well defined system of rules, Standard Operating Procedures (SOPs), norms so that they can effectively control behaviour.

14. Advantage of Weber’s Model
No confliction among job duties
Promotion is based on experience and merits.
Employees are bound to follow rules and management process becomes easy.
Division of labour helps workers in becoming experts.

15. Disadvantages of Weber’s model
System suffers from too much of paper work
Human factor is neglected due to excessive emphasis on rules
Employees don’t develop belongingness to the organization.
Employees resist to change.

16. 3. Behavioural Management Theory
The study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.
It was concerned that the scientific and administrative theory of management ignored the human side of the organization.

17. Features of Behavioural Management Theory
An organization is more than a formal structure. It is a system of interpersonal and intergroup relationships.
Management must understand human behaviour.
Higher motivation and productivity can be obtained through good human relations which can be developed through
Good leadership
Effective Communication
Employee Participation

18. Behavioural Management Theory or Theory X and Theory Y
It is given by Douglas McGregor
He proposed the two different sets of assumptions about workers.
He said in his book “The Human Side of Enterprise” that People can be managed in two ways.

19. Theory X Assumptions
The average worker is lazy, dislikes work and will do as little as possible and tries to escape it whenever possible.
Managers must closely supervise and control through reward and punishment.
Many employees rank job security on top, and they have little or no ambition.
Employees generally dislikes responsibilities
An average employee needs formal direction.

20. Theory Y Assumptions Workers are not lazy, want to do a good job.
They view work as natural and enjoyable.
Employees are committed to objectives and exercise self-control and self direction for their attainment.
If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization.
They can learn and seek responsibility.
All people are capable of making creative and innovative decisions.

21. 4. Management Science Theory
An approach that focuses on the use of quantitative techniques to help managers make minimum use of organizational resources to produce goods and services.
The management science theory includes
Quantitative Management: Linear-nonlinear programming, modelling, simulation, queuing theory, chaos theory.
Operations Management: Techniques used to analyze any aspect of the organization’s production system.
Total Quality Management: Focuses on analyzing input, conversion and output activities to increase product quality.
Management Information System (MIS): Provides information vital for effective decision making.

22. 5. Organization Environment Theory
The set of forces and conditions that operate beyond and organization’s boundaries but affect a manager’s ability to acquire and utilize resources

23. Organization Environment Theory cont.. THE OPEN SYSTEM VIEW
A system that takes resources for its external environment and transforms them into goods and services that are then sent back to that environment where they are bought by the customers.

25. Organization Environment Theory cont.. THE CLOSED SYSTEM VIEW
A self contained system that is not affected by changes in its external environment.

26. IS MANAGEMENT SCIENCE, ARTS?

27. What do you mean Management
Is the process of using what you have
{ RESOURCES }, to do what you want to do …. {GOALS}
George R Terry - "Management is a distinct process consisting of planning, organising, actuating and controlling performed to determine and accomplish the objectives by the use of people and resources".

28. Resource
People
Money
Time
Work Procedures
Energy
Materials
Equipment

29. Goals Profit Levels or Maximum cost levels
Maintenance or growth of financial strength
Quality standards
Guest employee & management concerns
Professional obligations
Societal concerns

30. IS management an art or science or profession?
ART: Because it depends on the skills, aptitude & creativity of the manager
SCIENCE: Because there is considerable knowledge in the field of management with basic principles for guidance of basic activities.
Profession: A body of specialized knowledge and recognized educational process of acquiring it, a std of qualification governing admission to the profession, a std conduct governing practitioners with clients, colleagues and the public.

31. The Management process
Planning
Organizing
Coordinating
Staffing
Directing
Controlling
Evaluating
Revision in plans
Changes in procedures

32. ADMINISTRATION ?
MANAGEMENT ?
ORGANIZATION ?

33. Administration: Concerned with laying down of corporate policy, obtaining finance, production & distribution.
Management: Concerned with actual execution of policies within limits set by administration.
Organization: Combines the work in such a way with individuals/groups that duties formed provide best possible application of available effort

34. Supervisory Management
Levels of Management
Top Management
Middle Management
Supervisory Management
Non Management Employees

35. Board of directors CEO Administrative Functional Top Execs ExecssM
Middle Level Execs
First_Line Suupervisors First Line Supervisors
Management

36. Traits of a manager Best Traits Worst Traits Fair/just in decisions
Trusting/trusted at the same time
Caring & analytical in thought
Empowering & capable/responsible
Always punctual
Worst Traits
Dishonest
Shows favouritism
Lazy
Unorganized

37. Skills of a manager …….. Human Resource Skills Technical Skills
Conceptual Skills

38. Conceptual
Human resource
Board of directors
CEO
Functional Top Execs
Middle Level Execs
First Line Supervisors
Technical

39. Characteristics of Management
Mgt aims at reaping high results in economic terms.
Management also implies skills and expertise in getting things done through people.
Management is a process
Mgt is a universal activity-applicable in all field
Mgt is science, art, profession
It is an endeavour to achieve pre-determined objective.
It is a group activity
It is a system of authority
It involves decision making
It implies good leadership
It is dynamic and not static
It draws ideas and concepts from various disciplines
It is goal oriented

40. Scope of Management
Management is considered as a continuing activity made up of basic management functions like planning, organizing, staffing, directing and controlling.
It covers the following areas
HRM, Mktg Mgt, Production mgt, Materials Mgt, Purchasing Mgt, office management.

41. Management and Society: The external environment, Social Responsibility and Ethics

42. Organizational External Environment