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UNIT- I
• MANAGEMENT CONCEPT, NATURE, IMPORTANCE, MANAGEMENT ART AND SCIENCE, MANAGEMENT AS A PROFESSION, MANAGEMENT VS ADMINISTRATION, MANAGEMENT SKILLS, LEVELS OF MANAGEMENT, CHARACTERISTICS OF QULAITY MANAGERS
• EVOLUTION OF MANAGEMENT: EARLY CONTRIBUTION,TAYLOR ND SCIENTIFIC MANAGEMENT, FAYOL’S ADMINISTRATIVE MANAGEMENT, BUREAUCRACY, HAWHRONE EXPERIMENTS AND HUMAN RELATIONS, SOCIAL SYSTEM APPROACH, DECISION THEORY APPROACH
•BUSNIESS RTHICS AND SOCIAL RESPONSIBILTY, CONCEPT, SHIFT TO ETHICS, TOOLS OF ETHICS
MANAGEMENT - CONCEPT
Traditionally management meant getting things done by others. In this context C.S.Geroge views," management consists of getting things done through others, a manager is one, who accomplishes objectives by directing the efforts of others”.
NATURE Management is goal oriented or purposive activity Management is group activity Management is a universal process or pervasive
activity Management is multi-disciplinary Management is ongoing activity/continuous process Management is a social process Coordination of human and physical resources or
management integrates human and physical resources
Activating employees Management is both a science and an art
IMPORTANCE Achieving business objective Optimum use of business resources Effective leadership and motivation Effective organization and co-ordination Establishing clear authority and
responsibility Solution of labour problems Fulfilling social responsibility
MANAGEMENT:ART AND SCIENECE MANAGEMENT AS
AN ART Practical knowledge Personal skill or
application is personalized
Concrete result Constructive
objectives Perfection through
practice
MANAGEMENT AS SCIENCE
Universally accepted principles
A method of scientific enquiry
Establishing relationship between causes and their effects
Verifiability of the principles
Predictability of results
MANAGEMENT AS A PROFESSION
Specialized body of knowledge and skill
Formal training Social responsibility Code of conduct
DIFFERNCE BETWEEN MANAGEMENT AND ADMINISTRATION
Points of difference
administration management
1.Primary functions
Formulation of policies
Implementing of policies
2.Type of functions
Decision making
executive
3.Nature of functions
Decides what & when to be done
Concerned with who should do it and how should it be done
4.Level of functions
Top level Middle level
5.Phyical involvement
Thinking function
Doing function
6.influence Influenced by external forces such as public opinion, government policies etc
Influenced by internal forces within the enterprises
MANAGEMENT SKILLS
CONCEPTUAL SKILLS
HUMAN SKILLS
TECHINCAL SKILLS
TOP LEVEL
MIDDLE LEVEL
LOWER LEVEL
LEVELS OF MANAGEMENT
CHARACTERSTICS OF QULAITY MANAGERS Education Training Leadership Personality Scientific outlook Ability to do and get work done Self confidence Honest Politeness Technical proficiency Human touch
EVOLUTION OF MANAGEMENT
MANAGEMENT THOUGHTS
CLASSICAL APPROACH•SCIENTIFIC MANAGEMENT•ADMINISTRATIVE MANAGEMENT
NEO CLASSICAL APPROACH•HUMAN RELATIONSAPPROACH•SOCIAL SYSTEM APPROACH•DECISION THEORY APPROACH
MODERN APPROACH•SYSTEM APPROACH•CONTINGENCY APPROACH
SCIENTIFIC MANAGEMENT In words of F.W
Taylor," scientific management is the art of knowing exactly what you want your men to do and then seeing that they do it in the cheapest way.
ELEMENTS AND TOOLS OF SCIENTIFIC MANAGEMENT
SEPERATION OF PLANNING AND DOING FUNCTIONAL FOREMENSHIP JOB ANALYSIS STANDARDISATION SCIENTIFIC SELECTION AND TRAINING OF
WORKERS FINANCIAL INCENTIVES ECONOMY MENTAL REVOLUTION
PRINCIPLES OF SCIENTIFIC MANAGEMENT
HAMONY ON GROP ACTION COOPERATION MAXIMUM OUTPUT DEVELOPMENT OF WORKERS
FAYOL’S ADMINISTRATION MANAGEMENT DIVISION OF WORK PARITY OF AUTHORITY AND
RESPONSIBILITY DISICIPLINE UNITY OF COMMAND UNITY OF DIRECTON SUBORDINATION OF INDIVIDUAL
INTEREST TO GENERAL INTEREST FAIR REMUNERATION TO
EMPLOYEES CENTRALISATION AND
DECENTRALISATION SCALAR CHAIN ORDER EQUITY STABILTY OF TENURE OF
PERSONNEL INITIATIVE ESPRIT DE CORPS
BUREAUCRACY
Bureaucracy is an administrative system designed to accomplish large scale administrative tasks by systematically coordinating the work of many individuals
FEATURES Administrative
class Hierarchy Division of work Official rules Impersonal
relationships Official record
ELTON MAYOTHE HAWTHORNE EXPERIMENTS AND HUMAN RELATIONS
Studies carried out at the Hawthorne Plant of the Western Electric Company in Chicago between 1927 and 1932
EXPERIMENTS
ILLUMINATION EXPERIMENTS RELAY ASSEMBLY TEST ROOM
EXPERIMENTS MASS INTERVIWING PROGRAMME BANK WIRING OBSERVATION ROOM
EXPERIMENTS
IMPLICATIONS OF HAWTHRONE EXPERIMENTS
SOCIAL FACTORS IN OUPUT GROUP INFLUENCE CONFLICT LEADERSHIP SUPERVISION COMMUNICATION
SOCIAL SYSTEM APPROACH
Introduced by vilfredo pareto Developed by Chester barnard
CONTRIBUTION OF BARNARD CONCEPT OF ORGANISATION FORMAL AND INFORMAL ORGANISSATION ELEMENTS OF ORGANISATION AUTHORITY FUNCTIONS OF THE EXCUTIVE MOTIVATION EXCUTIVE EFFECTIVENESS ORGANISATIONAL EQULLIBRIUM
BUSINESS ETHICS & SOCIAL RESPONSIBILITY
BUSINESS ETHICS: business ethics is a specialized study of the moral standards that apply to business policies, institutions, organizations, and behavior.
SOCIAL RESPONSIBILITY: social responsibility of the business is to follow those lines of action, which are desirable in terms of the objectives and values of our society.
ETHICS TOOLS
Codes of Ethics Codes of Conduct Policies and Procedures Resolving Ethical Dilemmas Training
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