Sharu Kaushal

Assistant Professor (Commerce)

RIMT Academic College
INTRODUCTION
The term management encompasses an array of different functions
undertaken to accomplish a task successfully.
It is the process of designing and maintaining an environment in which
individuals, working to gather in groups, efficiently accomplish selected aims.
There are many approaches for the management 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.
ENVIRONMENT FACTORS
SOCIAL
INFLUENCE
The aspects of culture that influence norms
and values
ECONOMIC
INFLUENCE
The concept to availability, production, and
distribution of resources within a society
POLITICAL
INFLUENCE
The impact of political institutions on
individuals and organisations
EVOLUTION OF MANAGEMENT THOUGHT
DIFFERENT APPROACHES
SCIENTIFIC
ADMINISTRATIVE
BUREAUCRATIC
CLASSICAL
GROUP INFLUENCES
MASLOWS NEED THEORY
THEORY X AND THEORY Y
HAWTHORNE STUDIES
BEHAVIOURAL
SYSTEM
CONTINGENCY
THEORY Z AND QUALITY MANAGEMENT
MODERN
Focuses on the
individual workers
productivity
Focuses on the
functions of
management
Focuses on the
overall
organizational
system
CLASSICAL APPROACH
SCIENTIFIC MANAGEMENT: Taylor
develop a scientific approach for each element of ones work
scientifically select, train, teach and develop each worker
cooperate with workers to ensure that jobs match plans and
principles
ensure appropriate division of labor
FOUR
PRINCIPLES
Task Performance
Supervision
Motivation
THREE AREAS OF
FOCUS:
Piece-rate-incentive system
Time and motion study
TWO MANAGERIAL
PRACTICES:
SCIENTIFIC MANAGEMENT:
Henry Gantt and The Gilberths
HENRY
GANTT
Most famous for developing the Gantt chart in the 1910s.
Implemented a wage incentive programme
FRANK
GILBERTH
Specialized in time and motion studies to determine the most efficient way
to perform tasks.
Used motion pictures of bricklayers to identified work elements (therbligs)
such as lifting and grasping
LILLIAN
GILBERTH
A strong proponent of better working conditions as a means of improving
efficiency and productivity.
BUREAUCRATIC MANAGEMENT
Focuses on the overall organizational system.
Need for organization's to function on a rational basis
Bureaucratic management is based upon:
Firm rules
Policies and procedures
A fixed hierarchy
A clear division of labor
BUREAUCRATIC MANAGEMENT: Weber
A German sociologist and historian who
envisioned a system of management
a bureaucracy is a highly structured,
formalized and impersonal organization.
MAX WEBER
Division of labor
Hierarchy of authority
Rules and procedures
Impersonality
Employee selection and promotion
FIVE
PRINCIPLES
ADMINISTRATIVE MANAGEMENT
Focused on principles
that could be used by
managers to coordinate
the internal activities of
organizations
Five management functions
planning
organizing
commanding
coordinating
controlling
FAYOLs PRINCIPLE OF MANAGEMENT
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to
the common good
7. Remuneration of personnel
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Esprit de corps
BEHAVIOURAL APPROACH
The behavioural school of management
emphasized what the classical theorists
ignored.
Acknowledged the importance of human
behavior in shaping management style.
Personalities
Mary Parker Follett
Douglas McGregor
Chester Barnard
Elton Mayo
HIERARCHYs HUMAN NEEDS

SELF
ACTUALIZATION
NEED FOR SELF
ESTEEM
NEED FOR SOCIAL
RELATIONS
NEED FOR SECURITY
PHYSIOLOGICAL NEEDS
FOLLETT ON EFFECTIVE WORK GROUPS
FOUR PRINCIPLES OF COORDINATION
Coordination requires that people be in direct contact
with one another.
Coordination is essential during the initial stages of any
endeavor.
Coordination must address all factors and phases of
any endeavor.
Coordination is a continuous, ongoing process.
McGregor's PROPOSED STYLES
THEORY X
Most people dislike work and they avoid it
when they can.
Coerced and threatened with punishment
before they work.
Avoid responsibility and have little ambition.
THEORY Y
Work is a natural activity like play or
rest.
Capable of self direction and self
control.
Committed to organizational objectives.
ELTON MAYOs VIEW
Aimed to understand how psychological and social
processes interact with the work situation to influence
performance
Work represents the transition from scientific
management to the early human relations movement.
Emphasized on workers themselves and needs to
belong to a group
HAWTHORNE EXPERIMENTS
(1924 1932)
HAWTHORNE EFFECT
Workers perform and react differently when
researchers observe them.
Productivity increased because attention was
paid to the workers in the experiment.
Phenomenon whereby individual or group
performance is influenced by human behavior
factors
CONTINGENCY 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
MERGER COMPONENTS INTO CONTINGENCY
PERSPECTIVE
AN EXAMPLE OF CONTINGENCY
JOAN WOODWARDs RESEARCH
Discovered that a particular management style
is affected by the organizations technology.
Identified and described three different types of
technology:
Small-batch technology
Mass-production technology
Continuous-process technology
LET US SUM UP
The Industrial Revolution provided the impetus for developing various Management
Theories and Principles
Pre-classical theorists like Robert Owen, Charles Babbage, Andrew Ure, Charles
Dupin, and Henry R Towne made some initial contributions
The classical management approach had three major branches: SCIENTIFIC,
BUREAUCRATIC, ADMINISTRATIVE
The behavioural approach emerged primarily as an outcome of the Hawthorne
studies.
Mary Parker Follet, Eltom Mayo and his associates, Abraham Maslow, Douglas
McGregor and Chris Argyris were the major contributors
Contingency theory, managerial action depends upon the particular parameters of a
given situation.