The World of Innovative Management Sciences

ByProf.& Lawyer P. Guru PrasadM.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD) at JNTUK.,

Senior Faculty for Management Sciences, Vasireddy Venkatadri Institute of Technology,

Nambur – Guntur.My Blog: puttuguru.blogspot.in.

ManagementManagementThe attainment of organizational goals in an

effective and efficient manner through planning, organizing, leading, and controlling organizational resources

OrganizationA formally structured collection of

individuals working toward common (shared) goals.

Organizational PerformanceOrganizational PerformanceEffectiveness : the degree to which the

organization achieves a stated goalEfficiency : the use of minimal resources

(input) to produce a desired volume of output.

Efficient, but not Effective: - Goals not achieved

Effective, but not Efficient - Wasted Resources

(You may have to choose between the two.)

The Four Functions of The Four Functions of ManagementManagement

PlanningPlanning Select goals Select goals

& ways to & ways to attain themattain them

OrganizingOrganizing Assign Assign

responsibility responsibility for tasksfor tasks

LeadingLeading Use Use

influence to influence to motivatemotivate

Controlling Controlling Monitor Monitor

activities & activities & make make

correctionscorrections

MANAGEMENT LEVELS AND MANAGEMENT LEVELS AND TIME SPENT ON FUNCTIONSTIME SPENT ON FUNCTIONS

Plan. Organ. Lead. Control.

Top 28% 36% 22% 14%Middle 18% 33% 36% 13%Lower 15% 24% 51% 10%

Management SkillsManagement Skills

Conceptual Skills : cognitive ability to see the organization as a whole and the relationship among its parts

Human Skills : ability to work with and through other people and to work effectively as a group member

Technical Skills : understanding of and proficiency in the performance of specific tasks.

What Is It Like to Be a What Is It Like to Be a Manager?Manager?

Managerial Activities

- Long hours

- Most time spent in oral communication- Characterized by variety, fragmentation, and brevity

- Fast paced and require a high energy level to be successful

Managers give up the right to:

- Be one of the gang

- Put your self-interest first- Ask others to do things you wouldn’t do

- Vent your frustrations

- Resist change

Supervisors’ ResponsibilitiesSupervisors’ ResponsibilitiesPlan and schedule

workClarify tasks and

gather ideas for improvement

Appraise and counsel employees

Recommend job assignments and pay

Inform employees of organizational goals

Inform higher managers of work unit needs and accomplishments

Recruit, train, and develop workers

Encourage and maintain high and enthusiasm

Informational Roles Informational Roles to develop and to develop and maintain information networkmaintain information network

The monitor seeks current information from many sources.

The disseminator transmits information to others both inside and outside the organization.

The spokesperson provides official statements to people outside the organization about company policies, actions, or plans.

Interpersonal Roles Interpersonal Roles pertain to pertain to relationships with othersrelationships with others

The figurehead engages in ceremonial activities

The leader motivates, communicates, and influences subordinates.

The liaison develops relationships outside his/her unit both inside and outside the organization.

Decisional Roles Decisional Roles toto make choices make choices requiring conceptual & human skills.requiring conceptual & human skills.

The entrepreneur initiates change.The resource allocator allocates

resources to achieve outcomes.The negotiator bargains for his/her

unit.The disturbance handler resolves

conflicts.

How Do You Learn How Do You Learn to Manageto Manage??

50% from job experience30% from other persons20% from education & training

(Based on study of successful managers at Honeywell)

Successful Managers’ Successful Managers’ AttributesAttributesLeadershipTeam-Building

SkillsSelf-objectivityAnalytic ThinkingCreative ThinkingBehavioral

Flexibility

Oral Communication

Written Communication

Personal ImpactResistance to

StressTolerance of

Uncertainty

Some Types of Changes Some Types of Changes Impacting Organizations:Impacting Organizations:

ProductsTechnologiesMarkets Speed RequirementsManagement Techniques

Pre-Classical ManagementPre-Classical ManagementAnything before about 1900:e.g.,Attila the Hun: Between 434 and 453 A.D., Hun forces

led by the Mighty Attila battered the Roman Empire relentlessly, including invasions of the southern Balkan provinces, Greece, France, and Italy almost total Europe continent.

Out of all the “barbarian” leaders of the late Roman era, Attila’s name is the only one most people actually remember.

Henry Towne: Yale & Towne Manufacturing Co. Towne was one of the first engineers to see management as a new social role for engineers and that the development of management techniques was important for the development of the engineering profession. He laid out his ideas about the management role for the engineer in his "The Engineer as Economist."

Classical PerspectiveClassical PerspectiveEmphasized a rational, scientific approach to

study of management and sought to make workers and organizations like efficient operating machines

Classical CategoriesScientific Management

Frederick TaylorFrank and Lillian Gilbreth

Bureaucratic OrganizationsMax Weber

Administrative PrinciplesHenri Fayol

Scientific ManagementScientific ManagementDevelop a standard method for

performing each jobSelect appropriate workersTrain workers in standard methodPlan work and eliminate interruptionsProvide incentives for increased output.

Bureaucratic OrganizationsBureaucratic OrganizationsClearly defined authority and

responsibilitySet procedures for each situationGoals of fairness and efficiencySeparation of management and

ownership i.e., run by professional mgrs.

Bureaucratic OrganizationsBureaucratic Organizations Become

“dysfunctional” when: -There is no effort

to recognize exceptions to rules or to change rules when necessary

-Enforcement of rules takes precedence over pursuit of the organization’s mission

Relatively High in Bureaucracy:United Parcel

ServiceU.S. Postal Service

Relatively Low in Bureaucracy:Hewlett-PackardDisney Studios

Administrative Management - Administrative Management - Henri FayolHenri Fayol

14 PrinciplesUnity of command Division of workUnity of directionScalar chain-of-

commandAuthority=Responsibilit

y(etc.)

Five basic management functionsPlanningOrganizingCommandingCoordinatingControlling

Humanistic PerspectiveHumanistic Perspective

Emphasizes enlightened treatment of workers and power sharing between managers and employees.

Emphasized satisfaction of employees’ social/psychological needs as the key to increased worker productivity.

Supported by Hawthorne Studies

The Hawthorne StudiesThe Hawthorne Studies“Social Man” Methodological Problems, but Profound

Influence on Management Thought

“Hawthorne Effect”Interviewing Techniques

The Human Resources The Human Resources PerspectivePerspective

Jobs should be designed to allow workers to use their full potential

Abraham Maslow’s Hierarchy of Needs (Ch. 12)

Douglas McGregor’s Theory X vs. Theory Y (comparison of Classical Mgmt to Human Resources)

Theory X (Classical):

People dislike work and prefer to be directed

Must be coerced to work

Want to avoid responsibility and have little ambition

Want security above everything

Theory Y (Human Resources):

People will accept responsibility

Have intellect that could be applied to organizational goals

Only partially use their intellectual potential.

FEATURES oF ThEoRy FEATURES oF ThEoRy zz

William G. Ouchy:

LONG-TERM EMPLOYMENT

COLLECTIVE DECISION MAKING

INDIVIDUAL RESPONSIBILITY

SLOW EVALUATION AND PROMOTION

INFORMAL CONTROL WITH FORMALIZED MEASURES

MODERATELY SPECIALIZED CAREER PATH

HOLISTIC CONCERN

Behavioral Sciences Approach = Behavioral Sciences Approach = Applied Social SciencesApplied Social Sciences

Study of human behavior in organizations

Draws on Disciplines of:EconomicsPsychologySociologyCommunication Anthropology

Management Science PerspectiveManagement Science PerspectiveInvolves Mathematics, ComputersExamples:

ForecastingInventory controlSchedulingBreak-even analysis

Contemporary ApproachesContemporary Approaches

Systems Theory◦ How the parts fit together (“Synergy” is a key

concept)◦ How the org. interacts with its environment◦ Understanding systems requires Conceptual

SkillsContingency View◦ Integrates many of the other viewpoints◦ “No one best way to manage - the best way

depends on the situation”

Contemporary Management PracticesContemporary Management Practices

Emphasizes Continuous Improvement in all Organizational Processes

Total Quality ManagementOperations ManagementFunctional ManagementProject ManagementStrategic ManagementJust – In – Time (JIT)

Prof.& Lawyer P. Guru Prasad

M.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD) at JNTUK.,

Senior Faculty for Management Sciences,

Vasireddy Venkatadri Institute of Technology,

Nambur – Guntur.My Blog: puttuguru.blogspot.in.

Professor & Lawyer Puttu Guru Prasad

Visit My Blog:Puttuguru.blogspot.in

CSE 4/2, Management Science, JNTUK University, CSE 4/2, Management Science, JNTUK University, VVIT, NAMBURVVIT, NAMBUR