People call orphan (yateem) to those who have no father

But I call orphan to Ignorant (Hazrat Ali)

Acquire knowledge from cradle to grave

|
  
 

|  


   

Ask not what Country has given you,

Ask what you have given to the Country.- John F Kennedy
 Fathers of Management

Modern Human
_cientific Relationship
Management Management
Management

Fredrick Harvard
Henri
Winslow Business _chool
Fayol
Taylor Professor
Elton Mayo
 Advocate of _cientific
Management
‡ Frederick Winslow Taylor (1903-1912)
‡ Henry Gantt (1901)
‡ Frank Gilbreth
‡ Dr. Lillian Gilbreth (Mrs. Frank )
Advocate of Modern Operational
Management
Henri Fayol (French Man)
Advocate of Behavioral _ciences
‡ Hugo Minsterberg (1912)
‡ Water Dil _cott (1911)
‡ Max Weber (1946)
‡ Vilfredo Pareto (1896 - 1917)
‡ Elton Mayo (1993)
‡ Roethisber (1933)
_ystems Theory

Chester Bernard (1938)

 Emergence of Modern Management
‡ Rensis Likert
‡ Douglous Mc Gregor
‡ Abraham Maslow
‡ Frederick Herzberg Taylor
‡ Lyndall Urwick
‡ Mary Peter Follet
‡ William Ouchi 1981
‡ Peter Drucker 1974
 Emergence of Modern Management
‡ Chris Argyris,
‡ Robert R. Blake
‡ West Chruchman
‡ Ernest Dale
‡ Herbert _imon
‡ Lyman Porter
‡ Joan Woodward
Emergence of Modern Management

‡ Edwards Deming (after World War II)

‡ Laurence Peter 1969
‡ Harold Koontz
‡ Thomas Peter 1982
‡ Robert Waterman 1982
 Definition of Management
‡ Different philosophers has given different
definitions of Managements according to
their field of works.
‡ However the end result of their work is
same which leads to betterment or
attainment of their goals.
 |evel of Management

Top Level Middle Level Lower Level

_trategic Tactical Operational

Level Level Level
Management |evels

_trategic Level

Tactical Level

Operational Level
Function of
Managers
 Managerial Functions

Directing _taffing
Planning Organizing
(Leading) (Human Resource
Management)

Controlling
 Time _pent by
Managers on their
Functions
 (op Management

Planning

Organizing

Leading

Controlling

Time _pent shown with the Help of Length of Boxes

 Middle Management

Planning

Organizing

Leading

Controlling

Time _pent shown with the Help of Length of Boxes

 First |evel/ |ower |evel Management

Planning

Organizing

Leading

Controlling

Time _pent shown with the Help of Length of Boxes

 ãorking (ime/ Duty timings

_trategic Level Tactical Level Operational Level

Short Moderate More & |engthy

 Management Skills

Conceptual Human (echnical

Skills Skills Skills

Generation of Managing Managing

Ideas People ãork
 Strategic |evel Of Management

Conceptual Technical
Human
_kills _kills
_kills
Extensive Not Much
Moderate
 (actical |evel of Management

Conceptual Technical
Human
_kills _kills
_kills
Moderate Adequate
Extensive
 Operational |evel of Management

Conceptual Technical
Human
_kills _kills
_kills
|ess Extensive
Adequate
 Management Goals

_trategic Level Tactical Level Operational Level

Goals Goals
Goals |ess
Ambiguous Clear & Specific
Ambiguous
 Managerial Role

(1) (2) (3)

Interpersonal Informational Decision
Role Role Role
 ' Interpersonal Role

Performing Liaison
Leader Role
Ceremonial Role
_ocial Duties
 Ö Informational Role

_pokes
Disseminator/
Person
Recipient Role Distribution
Role
Role
 ß Decision Role

Resource Entrepreneurial Disturbance

Allocator Role Handler Role

Negotiator
Role

Code : R-END
Differences Between

Manager & Leader

 Differences

Manager Leader

Drives People Leads People

 Eye On

Manager Eyes on Leader Eyes on

Bottom Line Horizon

Org. Goal / All future to

Profits come
 Eye On

Manager Eyes on Leader Eyes on

Bottom Line Horizon

 Status Quo

Manager Maintains Leader Challenges

_tatus Quo _tatus Quo

 Powers

Manager Powers Leader Powers

Legitimate Referent

Legitimate = Position
_eat Power

Referent = _pecial skill_

 Decision Impact

Manager Decisions Leader Decisions

_hort Term Impact Long Term Impact

Medium Term
 Ask Questions

Manager Asks Leader Asks

How & When What & Why

 Concept
‡ Line Personnel
‡ _taff Personnel
 Concept

Line _taff

Those persons who help Line

Those persons who have
Persons to work most
Direct Impact on the
effectively in

Objectives of the Accomplishing the

Enterprise Objectives of the
Enterprise
 Concept

Manager Production Manger R & D

Conduct researches,
Reads the Report & Advice
surveys analysis

He may Act as Prepare report

per advice or reject and sends it to
Manager Production
 Concept

Manager Finance Manager Research

Analyzes Fundamentals
Reads the Report of
of the the company;
Manager Research
conduct a detailed research

He may consider the Recommend buying of

Report for action or _hares to
he may take different action Manager Finance
 Concept

Manager Finance Manage HR

Recruitments, trains,
The employees contributing
takes disciplinary action
Under the line Manager
Not under the HR manager
 |ine Personnel

Production Finance
_ales
Department Department
 Staff Personnel

_oftware Human Maintenance

_upport Resource Accounts
& Purchasing
Department Department Department
Department

Research & Quality Control Internal Audit

Development Department Department
Department
 Authority

Line
Managers _taff

Decision Making Advisory

 Communication

Personal Organizational

Interpersonal Intra organizational

Intra personal Inter Organizational

 Organizational Communication

Inter Intra
Organizational Organizational

Between two Within one

Different Organizations Organization
 Intra Organizational Communication

Horizontal Vertical

Between Upward Downward

Peers

Diagonal
Upward
Downward
Horizontal

Intra Organizational Communication

 Philosophies of Communication

Developmental Relinquishing Withdrawal Controlling

Holy Our
People Army
Prophet Politicians
Who avoid _tyle
(PBUH) With
Communication
U_A
 Assets In Organization

Human Asset Other Asset

Fixed/ Physical Current Assets

Assets

Land Cash
Furniture Deposits
Equipments Receivables
Plants Inventories
Buildings _hort Term Investments
Vehicles
 Importance of Human Assets

Rensis |ikert Said

In the Period of Recession

Disposed off Don¶t Disposed off

Physical Assets Human Assets
 Alternatives of Assets

More perfect ãe don¶t have

with rich Alternative
qualities

Available in Market

For Physical Assets For Human Assets

 General
Concepts of
Management
Terminologies
 Scientific Management

(ime & Maximum

(ime
Motion At the
Management
Study Minimum
Resources

All work of Job are done in scientific Methods

 Method of ãork

ãithout
Scientific Management

Count ' to 5 Count ' to '

'
Ö
ß

5 = '5 '
Ö
ß

5

'

Very time consuming;

Chances of Errors
Difficult to exercise
Answer = 5
 Method of ãork

ãithout ãith
Scientific Management Scientific Management

Count ' to ' Count ' to '

'
Ö
ß

5

'
Formula n='
n
'/Ö n
Answer is
5
'
'/Ö '
=5
 ðalance to be Kept between

Centralization Decentralization

One man control Delegation of Powers

 Management Principles

Not
Predictive Descriptive
Prescriptive
 (hinking

Divergent Convergent

Focus on all areas Focus on One Area

 Authority & Responsibility

More Less
Authority Authority

More Less

RE_PON_IBILITY
 Authority & Responsibility

More Less
Authority Authority

More
Less Responsibility Responsibility

Result are devastation/ disaster

 Command

Clear Ambiguous

One Head of One More than

Group of People One Head of One
Group of People

Unity of Command
 Delegation

Powers Responsibility

Delegates Does not

Delegates

Latin words: Delegatus non potest delegare

 Scalar Chain

Direction Reporting

Downwards Upwards

Chain of Command
 Division of |abor Specialization

Recruitment Assignments Placement

Of Human Resource

On the basis of skills, education, merit

 Planning & Implementation

Planning Implementation

Rational Emotional

MUHAMMAD SA|EEM : KASðI( President

 Span of Management

_ize of Control

Number of persons a manager directly

manages
 Objectives

Individual Organizational
 Objectives

Individual Organizational

Goal Congruence

Effective Results : Organization grows

 Objectives

Individual Organizational

Goal incongruence

Results : Organization¶s Declines starts

 Objectives

Individual Organizational

Goal incongruence

Individual must scarify his goal

for the sake of Organizational
 Soldering

Deliberately Individual
To _ecure Job Objectives
_low down

Timely completion Dominates

Pace of Work Of work causes Corporate
job termination Objective
 ãage Compensation Plans

Time basis
Piece Basis

Depends upon Hours, On the basis of

Days of Working Production

Pro Taylor Approach

 Rule of (humb

Follows
No Traditional

Creativity _trategies,
Diversification Procedures,
Methods

Innovation

Change
 Executive

Individual Plural

CEO Committee
Director
Manager
_upervisor
 University Executive Hierarchy

Board of Governors

_election Board Academic Council

Board of Faculty

Board of _tudies
 Projects

Mutually Complementary
Exclusive

No relation and dependence One project depends upon

between two projects Other project
 Managerial Function

CONTROLLING
 Control Function of Manager

Process Phases of (ypes of Kinds of

Of Control Control Control
Control
 Process of Control

Establishment of _tandards

Measurement of Actual Performance

with Established standards

Correction of Deviation
 Establishment of _tandards
‡ Workers hours required 10 hours
‡ Rate of Worker per hour Rs. 10/-
‡ Material required 10,000 Kgs
‡ Rate of Material Rs. 2/- per Kgs.

Actual Performance
‡ Workers hours required 10 hours
‡ Rate of Worker per hour Rs. 10/-
‡ Material required 10,000 Kgs
‡ Rate of Material Rs. 2/- per Kgs.
 Establishment of _tandards
‡ Workers hours required 10 hours
‡ Rate of Worker per hour Rs. 10/-
‡ Material required 10,000 Kgs
‡ Rate of Material Rs. 2/- per Kgs.

Actual Performance
‡ Workers hours required 11 hours
‡ Rate of Worker per hour Rs. 10/-
‡ Material required 9,500 Kgs
‡ Rate of Material Rs. 2.5/- per Kgs.
 Establishment of _tandards
‡ Workers hours required 10 hours
‡ Rate of Worker per hour Rs. 10/-
‡ Material required 10,000 Kgs
‡ Rate of Material Rs. 2/- per Kgs.

Actual Performance
‡ Workers hours required 9 hours
‡ Rate of Worker per hour Rs. 11/-
‡ Material required 10,000 Kgs
‡ Rate of Material Rs. 2/- per Kgs.
 Measurement of

Actual Performance
with
Established standards
 Measurement of Actual Performance
with Established standards

Actual Compares Standards

Performance

Statistical and Non statistical tools are used for Measurement

 Correction of Deviation

Explanations Systems Revisit of

required Revisits Standards
 Phases of Control

Concurrent
Pre Control Post Control
Control
Phases of Control
Pre Control
 Pre Control

Establishment of Standard

(aking all precautions which

avoid chances of variances

Actual Performance is made

Measurement of Performance

If any variance arises Corrective action is (aken

Phases of Control
Con Current
Control
 Concurrent Control

Establishment of Standard

Simultaneously Measurement
Of
Performance
Carrying on

Feedback of
Activity of ãork
Performance

Correction If any variance arises it is

Of addressed then and there
Deviation
C
O Established Standards
N C
C O
U Activity is carried On N
R C
R U
R R
E Preparation of weekly reports & R
N Quarterly Financial Statements E
( N
(
Making Analysis
C Measurement of Performance C
O O
N N
( If variances arises (
R R
O O
| (aking Corrective Action |
Phases of Control

Post Control
 Post Control

Establishment of Standard

Actual Performance is made

At the end

Checking verifying whether

Actual Performance is as per Established Standard

If variances arises then Corrective action is (aken

P Established Standards
P
O
O
S Activity is carried On S
(
(
C Financial Year Closed C
O
O
N
N
( Preparation of Financial Statements (
R
R
O
O
| Making Analysis
|

(aking Corrective Action

 (ypes of Control

ðudgetary Non ðureaucratic Clan

Control ðudgetary Control Control
Control
 Kinds of Control

Inventory Financial Quality

Control Control Control

Internal Management
Production Control
Control
 Objective of Control

(o Stimulate (o Facilitate
Action Coordination

Control seeks to ensure

Control spots the that activities adhere
deviations from plans pre determined goals.
and highlights them (he Decision taken at lower
for people whom can |evels are consistent of
Set thing right. (he policies of the enter
(his enables the prise that aim is to ensure
Management to act (hat all activities are
quickly Properly coordinated
 Managerial Function

ORGANIZING
 Organization

Pillars

_pan of
_tructure _pecialization _calar Chain
Management
 Structure of an Organization

Tall Flat
_tructure _tructure

More Levels of Few Levels of

management management
 Structure of an Organization

Tall Flat
_tructure _tructure

Informal Organization
Banks
 Bank Organizational _tructure
‡ President
‡ _enior Executive Vice President
‡ Executive Vice President
‡ _enior Vice President
‡ Vice President
‡ Assistant Vice President
‡ Grade I
‡ Grade II
‡ Grade III
K










(



    


   
   
 
    
(         
     
   
 

   
    
  

         
    

 


   

 
    
 
  
   
     


 Reward

_urface Or _ymbolic Or
Extrinsic Intrinsic
 Power

Coercive Reward Referent

Expert Legitimate
 Efficiency Effectiveness & Productivity

Efficiency Effectiveness Productivity

Achievement Achievement Implies both

of ends of objectives

with least amount Efficiency

of Resources &
Effectiveness

In Individual & Organizational

Performance
 Opportunity Cost

Alternatives Resources Accepting one

More Limited Alternative and
leaving other

Revenues± Cost = Gain. The alternative which we leave

the gain of that alternative is our Opportunity Cost
 |ocus of Control

Internal External

_uccess Or Failure _uccess Or Failure

Taken by such person Attributed to other

To his OWN credit
 Managers¶ Approaches

½ Approach Y Approach
 S(RESS

EU _tress Distress

+VE -VE
 ðusiness Portfolio Matrix

Question Cash
_tars Dogs
Marks Cows
Stars: Are those products you foresee that it will give
good profits or gains.

Question Marks: Are those products which require

certain changes

Cash Cows: Are those products are already giving you

profits or gains.

Dogs: Are those products which are finished and

Cannot generate any profits or gains.
 Factors Affecting Organizations

Internal External

_trength Weakness Threat Opportunities

_WOT Analysis
 Motives
‡ Primary (Not Learned. Build in Human
Beings)

‡ _econdary (People Learn them)

‡ General ( Not Learned Build In)

 Motives In Human beings

_econdary
Primary (People _ee Other General
(Unlearned) and then want) (Unlearned)

To satisfy To get Power,

Curiosity
Physiological Need _tatus, Recognition
 Need of People
‡ Physiological Need
‡ _ecurity Need
‡ Love and Affection Need / Belongings
‡ Esteem Need
‡ _elf Actualization Need
 Physiological Need
‡ Not Learned by Person. They are existing in
all human beings.
‡ Water
‡ Bread
‡ Cloth
‡ _helter
‡ _un Light
‡ Love
 Security Need
‡ Life _ecurity ± Living Place and Work
Environment

‡ Job _ecurity

‡ After retirements (Provident Fund/ Gratuity)

 |ove & Affection Need
‡ Love & Consideration from
± _uperior
± Peers
± _ubordinates

Instead of |ove & Affection Followers of

Maslow used the word ðelonginess
 Esteem Need
‡ Power
‡ Recognition
‡ Growth
‡ _tatus
 Self Actualization Need
‡ To do something without any selfish
motives
‡ To create / innovate
‡ To do the best
Qualities of Self Actualized Person

‡ Efficient Judges of _ituation

‡ Willingness to learn from others
‡ Creative & Innovative
‡ Appreciative
‡ Does not shy to go nearer people
‡ Accept the things as they really are.
 Managerial Focus
‡ Task Oriented means Job Centered

‡ People Oriented means Employee Centered

‡ High Task Oriented & Less People Oriented

‡ High People Oriented & Less Task Oriented

Contribution of Henry Fayol

14 Principles of Management

Code Of
Principles

DADU ± RO__IE - CU_E

 Henri Fayol FA(HER OF MODERN MANAGEMEN(
‡ D= DIVI_ION OF LABOR
‡ A= AUTHORITY & RE_PON_IBILITY
‡ D= DI_IPLINE
‡ U= UNITY OF DIRECTION
‡ R= RUMUNERATION
‡ O= ORDER
‡ _ = _CALAR CHAIN
‡ _= _TABILITY OF TENURE
‡ I= INITIATIVE
‡ E = EQUITY
‡ C= CENTRALIZATION
‡ U= UNITY OF COMMAND
‡ _=_UBORDINATION TOWARD_ COMMON GOAL
‡ E= E_PRIT DE CORP_ (unity is always strength)

DADU RO__IE CU_E

_cientific Management

By Fedrick Winslow Taylor

 Contribution Fredrick ãinslow (aylor

Elimination of Piece ãage Scientific

Rate System Applications

Soldering For doing all

(Deliberately slow Types of Work
down a work
to secure job)
Monetary Reward
Rule of (humb Is a Motivational
(Doing work in a traditional way) tool
 Soldering

Deliberately Individual
To _ecure Job Objectives
_low down

Timely completion Dominates

Pace of Work Of work causes Corporate
job termination Objective
 ãage Compensation Plans

Time basis
Piece Basis

Depends upon Hours, On the basis of

Days of Working Production

Pro Taylor Approach

 Rule of (humb

Follows
No Traditional

Creativity _trategies,
Diversification Procedures,
Methods

Innovation

Change
 Six HA( Methodology by De bono

ãhite ðlack Yellow ðlue

Green Red
 _ix Think Hats methodology
‡ De Bono believed that the key to a
successful use of the _ix Think Hats
methodology was the deliberate focusing of
the discussion on a particular approach as
needed during the meeting or collaboration
session.
 _ix Think Hats methodology
‡ For instance, a meeting may be called to
review a particular problem and to develop
a solution for the problem.
 _ix Think Hats methodology
‡ The _ix Thinking Hats method could then
be used in a sequence to first of all explore
the problem, then develop a set of solutions,
and to finally choose a solution through
critical examination of the solution set
 Blue HAT
‡ _o the meeting may start with everyone
assuming the ðlue hat to discuss how the
meeting will be conducted and to develop
the goals and objectives.
 Red HAT
‡ Red hat thinking to collect opinions and
reactions to the problem.

‡ This phase may also be used to develop

constraints for the actual solution such as
who will be affected by the problem and/or
solutions
 Green HAT
‡ Green hat to generate ideas and possible
solutions.
 Yellow HAT
‡ Yellow hat thinking to discuss benefit /
Positives with reasons
 White HAT
‡ ãhite hat thinking as part of developing
information
 Black HAT
‡ ðlack hat thinking to develop criticisms of
the solution set
 _ummary
‡ Because everyone is focused on a particular
approach at any one time, the group tends to
be more collaborative than if one person is
reacting emotionally (Red hat) while
another person is trying to be objective
(White hat) and still another person is being
critical of the points which emerge from the
discussion (Black hat).
 Motivation theories
Content
Process
Equity
Contemporary
 Content (heories

Need Theory by Maslow

Two Factor Theory by Herzberg Taylor
ERG Theory by Aldefer
Motivation Theory

By Maslow
 Need (heory ðy Maslow
‡ _elf Actualization Need (5th) Need
‡ Esteem Need (4th) Need
‡ Love & Affection Need (3rd) Need
‡ _ecurity Need (2nd) Need
‡ Physiological Need (1st) Need

Sequence of need is important

He says Individual goes to next need when his previous need is satisfied
Rensis |ikert : Managers Style
‡ Exploitive Autocratic
‡ Benevolent Authoritative
‡ Consultative
‡ Participative
 HRM
‡ HR ± Planning
‡ Recruitment
‡ _election
‡ _ocialization
‡ Training
‡ Development
‡ Compensation + Benefit
 HRM
‡ Performance Appraisal
‡ Grievance Handling
‡ Employee Relations
‡ HR Audit
 HR Planning
‡ Continuous Planning in HR Department.
‡ Keeping complete track record for every
employee:-
‡ Who is leaving the organization and why
‡ Who is retiring, who will going to resign
‡ Who will going to be promoted
‡ Which place is becoming empty
 Planning
‡ Creation of new Job
‡ Product Development
‡ Opening of Branch
‡ Purchase of other business
‡ _hutdown of department or units
 Recruitment
‡ For recruitment, Job of scanning starts
‡ _canning means: Monitoring the work situation
for changing circumstances.
‡ Internal _canning (promotion within)
‡ External _canning (hiring)
‡ Job Description
‡ Job _pecification (Qualification, Exp. _kills)
‡ Preparing a attractive package to motivate
 _election
‡ Receiving of Applications
‡ _hort listing
‡ Initial interview
‡ _electing few for further interview
‡ Final interview
 _ocialization
‡ Orientation to HR policy
‡ Employee Hand Book (rules & regulations)
‡ Organization Hierarchy
‡ Welcome party
‡ Introduction to all staff
 Training
‡ Training Need Assessment
‡ Inside Training
‡ Outside Training
‡ _kills improved
‡ Learning increase
 Development
‡ Temporary Promotion
‡ Participation in decision making
‡ Job rotation
‡ Visits
‡ Creating number 2
 Compensation & Benefits
‡ Earned Leaves
‡ Casual
‡ Medical
‡ Leave fair assistance
‡ Fuel
‡ Accommodation
‡ Transportation
 Compensation & Benefits
‡ Basic Pay
‡ Allowances
‡ Bonuses
‡ Traveling Allowance
 Performance Appraisal
‡ At the time of confirmation of job after
probation
‡ Yearly under normal cases.
 Grievances Handling
‡ Disputes between departments heads
‡ Disputes between staff
‡ Counseling process to be used
‡ Training of workers are proposed
‡ Fire/Transfers/change of job
 HR Audit
‡ Over loaded job descriptions
‡ Ergonomics (sitting working Environment)
‡ Review of Job Descriptions on two yearly basis.
‡ Matching Job Descriptions and Job _pecifications
‡ Leaves, deductions are properly adjusted and
recorded.
‡ Training properly conducted