ITFT - Basics of mgt.

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  • Presentation 1
  • Presentation 1 – AJAY DHIMAN(B), SANTOSH(E), BABUK(C), DIKSHA(A), NITIN(D)
  • ITFT - Basics of mgt.

    1. 1. BASICS OF MANAGEMENT Housewife
    2. 2. Nature of Management: Meaning, Definition, it's nature purpose, importance & Functions, Management as Art, Science & Profession- Management as social System Concepts of management-Administration-Organization Evolution of Management Thought:Contribution of F.W.Taylor, Henri Fayol , Elton Mayo , Chester Barhard & Peter Drucker to the management thought. Various approaches to management (i.e. Schools of management thought)Indian Management Thought Functions of Management: Planning - Meaning - Need & Importance, types levels – advantages & limitations. Forecasting - Need & Techniques, Decision making - Types - Process of rational decision making & techniques of decision making Organizing - Elements of organizing & processes: Types of organizations, Delegation of authority - Need, difficulties in delegation – Decentralization Staffing - Meaning & Importance Direction - Nature – Principles Communication - Types & Importance Motivation - Importance – theories Leadership - Meaning - styles, qualities & functions of leaders
    3. 3. Organization? • A systematic arrangement of people brought together to accomplish some specific purpose. • Characteristics of an Organization
    4. 4. Management? • Example: To start a Business… • The process of using men, money, machines, material and processes through proper direction, coordination and integration of several activities so as to produce desired results and attain predetermined goals. • Management: Input Output • OR Process of getting things done, efficiently and effectively, through and with other people.
    5. 5. Characteristics of Mgt. • Mgt. is Universal • Mgt. is goal oriented • Mgt. is continuous process • Mgt. is an integrating process • Mgt. is intangible • Mgt. is multi-disciplinary • Mgt. is a social process • Mgt. is situational
    6. 6. Levels of Mgt.
    7. 7. Importance of MGT. • Attainment of Goals • Stability and Growth • Change and Development • Efficiency and Effectiveness
    8. 8. Concepts of Management • Integration Concept • Decision Making Concept • Human Relation Concept • Productivity Concept • Functional Concept
    9. 9. Functions of Mgt. Planning Organizing Staffing Controlling Co-ordinating Directing
    10. 10. Mgt. Science & Art • Mgt. is an art of making people more effective and Science is in how you do it. (E.g.- 4 workers produce 6 units in a day…) • Mgt. is Science • Descriptive in nature • Based on certain techniques and concepts • Example: ‘Consumerism’ • Mgt. is an Art • Creative in nature • Personalized Process • Example: ‘Painter’
    11. 11. Management Styles
    12. 12. Managerial Roles Information Processing • Manager’s Role as a Monitor. • Manager’s role as a disseminator. • Manager’s role as a spokesman. • STRENGTH • WEAKNESS • OPPORTUNITY • THREAT Decision Making • As an Entrepreneur. • As a conflict handler. • As a Resource allocator. • As a Negotiator. Interpersonal Relationships • As a Figurehead. • As a Leader. • As a Liaison officer.
    13. 13. Managerial Skills • Conceptual Skills • Analytical Skills • Decision making Skills • Human Relations or Behavioural Skills • Administrative Skills • Technical Skills
    14. 14. Mgt. Theories 1. Administrative (14 – Principles) • Henry Fayol 2. Scientific Management • F. W. Taylor 3. Human Relation Movement • Abraham Maslow • Douglas McGregor • Elton Mayo • Mary Parker Follet
    15. 15. Administrative Mgt. – Henry Fayol (14. P) 1. Division of Work 2. Authority & Responsibility 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Individual to General Interest 7. Remuneration 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure 13. Initiative 14. Esprit de Corps
    16. 16. Scientific Management – F. W. Taylor 1. Science – Not Rule Of Thumb 2. Harmony – Not Discord 3. Employee Efficiency 4. Cooperation – Not Individualism • Credit to all employees 5. Maximum – Not Restricted Output • Economies of Scale
    17. 17. Fayol Vs. Taylor
    18. 18. Basis Taylor Fayol Human aspect Taylor disregards human elements and there is more stress on improving men, materials and methods. Fayol pays due regards on human element. E.g. Principle of initiative, Espirit De’ Corps and Equity Status Father of scientific management Father of management principles Efficiency & administration Stressed on efficiency Stressed on general administration Approach It has micro-approach because it is restricted to factory only. It has macro-approach and discusses general principles of management. Scope of principles These principles are restricted to production activities. These are applicable in all kinds of organization.
    19. 19. Human Relation Movement • Psycho-Social System • Needs (apart from economic needs) • Recognition, appreciation, self respect. • Interpersonal Relationship • Remove Conflicts • Managers should get along with workers • Sense of Belongingness – Importance to workers • Example: A girl and her Boss Story…… • Degree of Satisfaction & Motivation
    20. 20. Modern Approaches To Management • Quantitative Approach (Air India – ROI & no. of Aircrafts) • Rational Decisions – Planning & Controlling • Contingency Approach • Study, Analyze and Package preparation • E.g.- Material Not Remuneration • Situation Driven • Behavioural Approach • Psychology, Sociology, Anthropology • All are different – Perception, interests, goals. • System Approach • Overall Picture of an Organization • Relationship b/w internal components

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