UNIT I (A)
INTRODUCTION TO MANAGEMENT
What is Management?
CONCEPT OF MANAGEMENT
The term management is used in three alternative ways:
1. Management as a discipline2. Management as a group of people3. Management as a process
Management defined…
“Management is the art of getting things done through and with people in formally organized groups”
- Harold Koontz
“To manage is to forecast and plan, to organize, to command, to coordinate and control” - Henry Fayol
“ Management is concerned with the systematic organization of economic resources and its task to make these resources productive” - Peter F Drucker
Nature of Management
Nature of Management
☺ Multidisciplinary☺ Dynamic Nature of Principles☺ Relative, not Absolute Principles☺ Management: Science or Art☺ Management as Profession☺ Universality of Management
IMPORTANCE OF MANAGEMENT
Effective Utilization of Resources Development of Resources To incorporate Innovations Integrating various Interest Groups Stability in the Society Handling Difficulties Economy and Efficiency
FUNCTIONS OF MANAGEMENT
WRITERS FUNCTIONS .Henry Fayol Planning, Organizing,
Commanding, Coordinating, Controlling.
Luther Gulick POSDCORBLyndall Urwick Planning, Organizing, Commanding,
Coordinating, Communicating, forecasting, investigating.
Ralph Davis Planning, Organizing, ControllingE.F.L Brech Planning, Organizing, Motivating,
Coordinating, controllingKoontz and O’Donnell Planning, Organizing, staffing,
leading, controlling.
FUNCTIONS OF MANAGEMENT
TAYLOR’S SCIENTIFIC MANAGEMENT
Scientific Management concept was introduced by Frederick Winslow Taylor in USA in the beginning of 20th century.
“ Scientific Management is concerned with knowing exactly what you want men to do and then see in that they do it in the best and cheapest way.”
ELEMENTS AND TOOLS OF SCIENTIFIC MANAGEMENT
1. Separation of Planning and Doing.2. Functional Foremanship.3. Job Analysis.4. Standardization.5. Scientific Selection and Training of Workers.6. Financial Incentives.7. Economy.8. Mental Revolution.
Separation of Planning and Doing
Functional Foremanship
Job Analysis
Standardization.
Scientific Selection and Training of Workers
Financial Incentives.
Economy &Mental Revolution
PRINCIPLES OF SCIENTIFIC MANAGEMENT
1. Replacing Rule of Thumb with Science2. Harmony in Group Action3. Co-operation4. Maximum Output5. Development of Workers
Harmony in Group Action
Co-operation
Maximum Output
FAYOL’S PRINCIPLES OF MANAGEMENT
1. Division of Work2. Authority and Responsibility3. Discipline4. Unity of Command5. Unity of Direction6. Subordination of Individual to General
Interest7. Remuneration of Personnel
FAYOL’S PRINCIPLES OF MANAGEMENT (contd.)
8. Centralization9. Scalar Chain10. Order11. Equity12. Stability of Tenure13. Initiative14. Esprit de Corps
MAYO’S HAWTHORNE EXPERIMENTS
The Hawthorne plant of Generic Electric Company, Chicago, was manufacturing telephone system bell.
It employed about 30,000 employees at the time of experiments.
A team was constituted led by Elton Mayo (Psychologist) to investigate the causes of dissatisfaction among the employees.
FOUR PHASES OF HAWTHORNE EXPERIMENTS
1. Illumination Experiments (1924-27)2. Relay Assembly test room
experiments (1927-28)3. Mass interviewing programme (1928-
30)4. Bank Wiring Observation Room
Experiments (1931-32)
IMPLICATIONS OF HAWTHORNE EXPERIMENTS
1. Social Factors in Output2. Group Influence3. Conflicts4. Leadership5. Supervision6. Communication
CRITICISMS
The Hawthorne researchers did not give sufficient attention to the attitudes that people bring with them to the work place.
The Hawthorne plant was not a typical plant because it was a thoroughly unpleasant place to work.
They assume acceptance of management’s goals and look on the worker as someone to be manipulated by management.
MASLOW’S THEORY OF HUMAN NEEDS
The behavior of an individual at a particular moment is usually determined by his strongest need.
MASLOW’S THEORY OF HUMAN NEEDS
MASLOW’S THEORY OF HUMAN NEEDS
Physiological Needs
• Food
• Air
• Water
• Clothing
Basic Human Needs
Safety Needs
• Protection
• Stability
• Pain Avoidance
• Routine/Order
Safety and Security
Social Needs
• Affection
• Acceptance
• Inclusion
Love and Belonging
Esteem Needs• Self-Respect
• Self-Esteem
• Respected by Others
Esteem
Self-Actualization
• Achieve full potential• Fulfillment
Esteem
Self-Actualization
Safety
Belonging
Physiological
Summary