Management principles aand practices

1. MANAGEMENT PRINCIPLES AND PRACTICES Dr. R. Krishna FT – MBA – NMIMS FIRST TRIMESTER

11. Top level Middle level Supervisory level/entry level CONCEPTUAL SKILLS H U M A N S K ILL S TE CH NI CAL SKI LLS

23. 5, 5 Middle of the Road Management CONCERN FOR PEOPLE CONCERN FOR PRODUCTION low Low High High 1,9 – Country Club Mgmt Team Mgmt 9,9 1,1 Impoverished Mgmt Authority Compliance 9,1 X & Y axis on a scale of 1 – 9 THE ;LEADERSHIP GRID : Source: Scientific Methods Inc.

24. How concerns for Production/People affect Leadership Style: 1,9 : Country Club Management : Thoughtful attention to the need of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 1,1 : Impoverished Management : Exertion of minimum effort to get required work done is appropriate to sustain organizational membership 9,1 : Authority Compliance : Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree 9,9 : Team Management : Work accomplishment is from committed people; interdependence to a “common stake” in organization purpose leads to relationships of trust and respect

108. Maslow’s Hierarchy of Needs Physiological Stimulation Safety & Security Love, Affection & Social Self-esteem Self actualization

110. MOTIVATION HYGIENE THEORY Growth and development Money, status, security Increased responsibility Interpersonal relations Challenging Work Working conditions Recognition for accomplishments Supervision Achievement Policies and administration (the Job itself) (Environment) MOTIVATORS Hygiene factors

111. Relationship between Maslow’s and Herzberg’s Theories to Motivation SITUATION MOTIVES (NEEDS) MASLOW GOAL (INCENTIVES) HERZBERG BEHAVIOR

112. Douglas M. McGregor-(1906-1964; a social psychologist) People can be self-directed and creative at work if properly motivated Most people must be closely controlled and often coerced to achieve organizational objectives Motivation occurs at the social, esteem, and self-actualization levels, as well as physiological and security levels Motivation occurs only at the psychological and safety levels The capacity for creativity in solving organizational problems is widely distributed in the population Most people have little capacity for creativity in solving organizational problems Self-control is often indispensable in achieving organizational goals Most people are not ambitious, have little desire for responsibility, and prefer to be directed Work is as natural as play, if the conditions are favorable Work is inherently distasteful to most people THEORY Y THEORY X

123. As ENTREPRENUEURS : managers are initiators, innovators, problem-discoverers and designers of improvement projects that direct and control change in the organization. Thus, entrepreneurial work refers to mangers’ efforts to improve the functioning and accomplishments of their organizations As disturbance handler: managers take corrective action in response to unforeseen problems such as resignation of subordinates, breakdown of productive equipment, etc. It is worthwhile to mention that while entrepreneurs, managers voluntarily take initiative to improve performance, as disturbance handler As resource allocator: they are responsible for allocating human, physical, and monetary resources. MAKING DECISIONS ABOUT HOW LIMITED TIME, MONEY, MATERISALS, LABOR HOURS AND OTHER RESOURCES WILL BE APPLIED TO MULTIPLE AND COPETING CLAIMS UPON THEM IN THE WORK OF RESOUCRCE ALLOCATION ROLE Mangers as Negotiators: they discuss issues and bargain with other units to gain advantages for their own units. Mintzberg opines : that “negotiation is resource trading in real-time.”

124. Relationship of Managerial roles and process ROLE PORCESS INTERPERSONAL INFORMATIONAL DECISIONAL PLANNING LEADING ORGANIZIING CONTROLLING

138. Warren G. Bennis Does the right thing Does things right Own person Classic good soldier Challenges the status quo Accepts status quo Originates Imitates Eye on the horizon Eye on the bottom line Asks what and why Asks how and when Long range perspective Short range view Inspires trust Relies on control Focuses on people Focuses on systems and structure Innovates Administers Leader Characteristics Manager Characteristics

140. Chris Argyris’ Immaturity-Maturity model Awareness and control over self Lack of awareness of self Equal or superordinate position Subordinates position Long-time perspective (past and future) Short-time perspective Deeper and stronger interests Erratic shallow interests Capable of behaving in many ways Behave in a few ways Independence Dependence Active Passive Maturity Immaturity

143. Properties of Organizational effectiveness Core activities influenced by past, present and future Core activities only influenced by immediate present Ability to influence core activities whether they are internally or externally oriented Inability to influence core activities whether they are internally or externally oriented Objectives related to the whole Objectives related only or mainly to parts Awareness of pattern among parts Awareness only of random plurality of parts The whole is created and controlled through the inter-relationship of the parts One part or subset of parts, controls the whole Properties leading to effectiveness Properties leading to Ineffectiveness

149. Z theory Concern for parts of the organization Concern for the whole organization Individual responsibility Collective responsibility Explicit control techniques Implicit control techniques Specialized career points Non-specialized career points Rapid evaluation and promotion Slow evaluation and promotion Short-term employment Lifetime employment American Corporation Japanese Corporation

151. Tom Peters Seven S Model- developed for McKinsey & Co Skills Strategy Structure Superordinate Goals Systems Style Staff

154. THANK YOU CHEERS.