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Introduction
What is Management?
Encompasses an array of different functions undertaken to
accomplish a task successfully.
Process of designing and maintaining an environment in
which individuals, working to gather in groups, efficiently
accomplish selected aims.
Many approaches varying from a problem to problem
solving style to the change.
Each approach has its own limitations and advantages.
Management is all about getting things done.
Aspects of Management
Field of Study
Management principles, techniques, functions, etc
Profession/Consultancy
Process
Managerial activities
Planning, organizing, staffing, directing, controlling
Lecture 2
Established definitions
F.W. Taylor
Art of knowing what you want to do and then seeing that it is
done the best and cheapest way
Henry Fayol
To Manage is to forecast, to plan, to organize, to command, to
co-ordinate and to control
Peter Drucker
Management is work and as such it has its own skills, its own
tools and its own techniques
Koontz H. - looks most appropriate to me
Management is the art of getting things done through and with
people
To
To
To
To
To
To
increase efficiency
crystallize the Nature of Management
train and Develop Managers
influence Human Behavior
improve research
attain Social Objective
Nature of Management
Is it Managerial or non-Managerial?
Assembly-line workers performing operative tasks such as
tightening bolts?
Football players block, and tackle?
President of a company planning for a new order?
Coach studying opponents strengths-weaknesses to decide
strategy?
Functions of Management
Planning (P)
Organizing (O)
Staffing (S)
Directing (D)
Controlling (C)
Coordinating (C)
So, P-O-S-D-C-C. More elaboration later. Some consider only
4.
Examples
How these 3 aspects (Social-Economic-Political, SEP) affect,
say...
Management of Traffic
What are Social aspects: school district, hospitals
nearby, uneducated.
What are Economic: More cars, than bicycles. or
no-tar roads.
Political scenario: Democratic decisions for land for
roads, bridges.
Management Levels
Top-level management (president, executive vice
president)
Middle managers (chief engineer, division head etc.)
First-line managers (foreman, supervisor, section chief)
Managerial Skills
Managers need three types of skills:
Examples contd
How these 3 aspects (Social-Economic-Political, SEP) affect,
say...
Management of
What are Social aspects:
What are Economic:
Political scenario:
Art
Human angle
Creativity
Confusing-Overlapping ideas
Write down and speak up? One in each row?
Who is a Manager? What are his/her characteristics?
Examples?
Who is a Leader? What are his/her characteristics?
Examples?
Who is an Administrator? What are his/her
characteristics? Examples?
Administration
What is Administration?
Comes from the Latin word minister meaning servant
or slave.
So, identification, maintaining, motivating, controlling,
and the unification of human and material resources to
achieve a common goal.
Nwankwo, 1987, careful and systematic arrangements
and use of resources for the achievement of the specific
objectives
Gulick & Urwick, process of getting things done
through the effort of others in goal achievement.
Its Relationship
Lecture 3
Objectives
Success criteria
Resource use
Decision making
Structure
Roles
Attitudes
Management
Administration
Objectives
General execution
Success Criteria
Resource Use
Decision Making
Structure
Roles
Attitudes
Success seeking
Primary task
Many decisions
Max delegation
Protagonist
Emphasis on results
Figures
Broad
strategic
aims
Mistake avoiding
Secondary task
Few decisions
Limited delegation
Arbitrator
On procedure
Skills
Pre-Scientific Era
Ever Since Down Of civilization.
Administration of mohenjodaro & harappa Cities Of
ancient aryan in 2000 B.C.
Buddha order and the sangha
Organizations of public life in ancient Greece.
Organization of roman catholic church.
Organization of military forces.
Chanakya niti
Reports
Classification of Approaches
Classical:
Scientific
Administrative
Bureaucratic
Behavioral:
Group Influences
What is Leadership?
Burns (1978), says that leadership is a process of doing
something for some one by mobilizing persons with
certain motives and values, various economic, political,
and other resources in a context of competition and
conflict, in order to realize goals independently or
mutually held by both leaders and followers.
Musaazi (1982), believes that leadership is the process
of influencing the activities and behaviour of an
individual or a group in efforts towards goal achievement
in a given situation.
Rost (1991), believes that leadership is an influence
relationship among leaders and followers who intend real
changes that reflect their mutual purpose.
Whats common in these definitions?
System
Contingency
Theory Z and Quality Management
Classical
Scientific: Focuses on
the individual workers
productivity
Administrative:
Focuses on the functions of
management
Bureaucratic: Focuses
on the overall organizational system
Scientific Management
Administrative Management
Scientific
Administrative
Lecture 4
Behavioural
The behavioural school of management emphasized what
the classical theorists ignored.
Acknowledged the importance of human behavior in
shaping management style.
Theorists
Mary Parker Follett
Douglas McGregor
Chester Barnard
Elton Mayo
Contingency Management
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
Maslows Hierarchy
Lecture 5
Principles Of Management
Universality of Management
Managerial Styles
Management Personalities
Administrators
Time
Servers
Climbers
Generals
Supporters
Nice Guys
Bosses
Social Process
Human factor is the most important element in management.
Management is done by people, through people and for
people.
It is social process because it is concerned with
interpersonal relations.
According to Appley, Management is the development of
people not the direction of things. A good manager is a
leader not a boss. It is the pervasiveness of human
element which gives management its special character as a
social process
Administrators
Multidisciplinary
Management has to deal with human behavior under
dynamic conditions.
Therefore, it depends upon wide knowledge derived from
several disciplines like engineering, sociology, psychology,
economics etc
The vast body of knowledge in management draws
heavily upon other fields of study.
Others
Continuous process: The cycle of management continues
to operate so long as there is organized action for the
achievement of group goals.
Intangible: Management is an unseen or invisible force. It
cannot be seen but its presence can be felt everywhere in
the form of results. However, the managers who perform
the functions of management are very much tangible and
visible.
Art as well as Science: It contains a systematic body of
theoretical knowledge and it also involves the practical
application of such knowledge. Management is also a
discipline involving specialized training and an ethical
code arising out of its social obligations.
Time Savers
Old managers who have lost
their interest
Take necessary steps to avoid
stress
Low motivated
Conflict at all levels are avoided
Decisions are avoided
Personals status is important
Have very good management experiences
They consider themselves father
of organization
They can build good team
Climbers
Driven by extremely personal
ambitions
Sacrifice every thing, themselves, family etc.
Want to achieve good position
by fair or unfair means
Become de-motivated if fail
They learn from their staff and
push them back
Generals
Usually younger persons
Like to rule and manipulate
power
Work hard and guide their subordinates
Social and mix at all levels
Status is important
Strong willed individuals
Highly optimistic
Supporters
They maintain balance views about world
organization, subordinates, themselves
Good facilitators
Knowable in applying techniques
Work through their people
Delegate power and responsibilities to
their subordinates.
Highly motivated
Good compromisers and flexible
Determined and patient to achieve targets
Nice Guys
Weak willed persons
Interested to develop links with
seniors and subordinates
Do not criticize to others
Poor performers
Very few decisions are made
Yield to pressure from any
source
Bosses
Power hungry
Very rude and impatient
Operate in administrative modes
, plying things by books where it
suits them
Drive their subordinate but not
themselves
Extremely inflexible, mistaken
as strong minded people
Strong talkers
Terrorize their subordinates and
peers
Creating conflict for their powers
Lecture 6
Functions of Management
Functions of Management
Planning (P)
Organizing (O)
Leading (C)
Controlling (C)
So, P-O-L-C
Planning
Planning means preparing a firm to cope with the future.
It involves setting the firms objectives over different time
periods and deciding on the methods of achieving them.
Setting Objectives
Because a firm is an economic and social organization, its
objectives are both economic and social.
Period of Planning
Plans can be long-range, intermediate-range, or short-range
Long Term
Long-range planning for Gulf Oil, Xerox Corporation, and
United Airlines may cover a period of 10 or more years
Long-range planning for a small apparel store may cover a
period of six months to one year.
Two types:
Strategic planning is concerned with a firms
long-range future and its overall strategy of growth.
Looking at competition...
Organizing
After planning, next step is organizing. The process of
organizing consists of following steps
Determining and defining activities to achieve goal.
Grouping of activities into convenient and logical group.
Assigning duties to people at various levels
Delegating authority to people at different level
Defining and fixing responsibility for performance
Directing
It consists of :
Issuing orders and instructions
Supervision of Work
Motivation i.e. creating willingness to work
Communication with employees
Leadership or influencing the behavior of employees.
Directing
Assume that we have developed plans, created an
organization structure, and staffed it.
It now must be stimulated to action through the
management function of directing.
Directing means encouraging subordinates to work toward
achieving company objectives. It sometimes is called
leading, guiding, motivating, or actuating.
A managers opinion of subordinates affects how they will
be directed.
Managers who think subordinates are lazy, irresponsible,
and immature rely on rewards and punishments and use
formal authority to get things done.
Managers who think subordinates are responsible and are
striving to achieve goals will likely let them work.
The amount and type of directing that are needed depend
largely on the managers view of his or her subordinates.
Controlling
It consists of:
Establishing standards for measurement of performance
Measuring performance and comparing with standard
Finding reasons for variation among different employees
performance
Taking corrective action for attainment of goal
Empirical Approach
Study of managerial experiences and cases(mgt)
Contributors: Earnest Dale, Mooney & Reiley, Urwick.
Features
Study of Managerial Experiences
Managerial experience passed from participationer
to students for continuity in knowledge
management.
Study of Successful & failure cases help practicing
managers.
Mathematical Approach
Management- logical entity
Actions- Mathematical symbols, Relationships and
measurable data.
Contributors: Newman, Russell Ackoff, Charles Hitch, etc
Features
Problem Solving mechanism with the help of
mathematical tools and techniques.
Variables in management : quantified.
Tools - Operations research ,simulation etc.
Uses
Provided Exactness in management discipline.
Limitations
Not a separate school
Technique in decision making.
Operational Approach
Management is a process.
Concentrates on the role and functions of managers
Contributors: Fayol, Lyndall Urwick , Taylor.
Features
Functions of managers remain same
Framework of management
Principles of management
Uses
Copyleft
References
Where did I get some of this info from?
NPTEL - Management Science I ( IIT-Madras)
Dampson Dandy George, Trends in Education & School
Management in Ghana, Univ of Education, Winneba
Patil Sarkissian, Jan 2002, The Differences Between
Administration and Management
Gultekin, Engineering Management
Shamaile Nabi,Principles of Management and Scientific
Management
Sam C. M. Hui, Engineering and technology
management
Tanu Chadha, Management
Richard Daft, Management
Robert Lussier, Management Fundamentals
Griffin Moorhead, Group Dynamics
Boundless Lecture Slides
Plunkett, Cengage Learning
http://en.wikiversity.org/wiki/Principles of marketing
Introduction to Marketing, Norlina Ali
Examples of Research in Marketing (2015). Marketing
Research Tutorial