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