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Module 1 pom
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Module 1 pom

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  • 1. Principles of Management4th Year Semester - I
  • 2. Principles Of Management Module No. 1
  • 3. Module No. 1 – Historical development • Define Management • Science or Art • Management and Administration • Development of Management thoughts • Contribution of Taylor and Fayol • Functions of Management • Types of Business Organization • Business Ethics and Social Responsibility • Shift to Ethics and Tools of Ethics
  • 4. Definition of Management• Management can be defined as a process of “ getting things done through the efforts of others”.• “Getting work done with least expenditure of time, money and efforts”
  • 5. Orientation of Defining Management1. Production Oriented2. Decision Oriented3. People Oriented4. Function Oriented
  • 6. Production Oriented Definition Taylor Defined “ Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way”
  • 7. Decision Oriented Definition “Management is simply the process of decision making and control over the action of human beings for the expressed purpose of attaining pre-determined goals.”
  • 8. People Oriented Definition “Management is the accomplishment of results through the efforts of other people.”
  • 9. Function Oriented Definition “Management is a process involving planning, organising, staffing, directing, and controlling human efforts to achieve stated objectives in an organisation.”
  • 10. ManagementandAdministration
  • 11. Approaches 1. Administration is above Management 2. Administration is a part of Management 3. Management and Administration is Same
  • 12. Administration is Above Management TOP Administration (Policy Formulation)Organizational Level Management Lower (Policy Execution) Functions in Organization
  • 13. Administration is Above Management SR Basis of Difference Administration Management No 1 Level in Organisation Top level Middle and Lower 2 Major Focus Policy Formulation Policy Execution 3 Nature of Functions Determinative Executive 4 Scope of Functions Broad and Narrow and Conceptual Operational 5 Factors affecting Mostly external Mostly Internal Decision 6 Qualities required Administrative Technical
  • 14. Administration is a Part of management According to Brech Administration becomes a subordinate function to overall management functions. Administration is concerned with day-to-day function and is a part of management.
  • 15. Management and Administration are same Most Popular and Practical approach Both involve the same functions, principles and objectives.
  • 16. Management and Administration are same Board of Directors Presidents General ManagerWork Manager Foreman Management Functions
  • 17. ManagementA Science or Art
  • 18. Management as a Science1. Methods of Inquiry are systematic and empirical2. Information can be ordered and analyzed3. Results are cumulative and communicable.
  • 19. Management as an Art1. How a particular work can be accomplished.2. Skill of applying principles3. Analyse situation and make decisions
  • 20. Development ofManagement Thoughts
  • 21. Evolution of Management1. Early Classical Approaches2. Neo-Classical Approaches3. Modern Approaches
  • 22. Early Classical ApproachesA. Scientific Management –• Contributed by Frederick Taylor(1856-1915)• It has developed into a movement and dominated the industrial management
  • 23. Early Classical ApproachesA. Scientific Management – Contribution• Time and Motion Study• Differential Payment• Drastic Reorganization of Supervision• Scientific Recruitment and Training• Intimate Friendly Cooperation between Management and Workers.
  • 24. Early Classical ApproachesB. Administrative Management• Henri Fayol (1841-1925) considered as the Father of Administrative Management
  • 25. Early Classical ApproachesB. Administrative Management1. Division of work2. Authority and Responsibility3. Discipline4. Unity of Command5. Unity of Direction6. Subordination of Individual Interest to General Interest.
  • 26. Early Classical ApproachesB. Administrative Management7. Remuneration8. Centralisation9. Scalar Chain10. Order11. Equity12. Stability of Tenure of Personnel
  • 27. Early Classical ApproachesB. Administrative Management13. Initiative14. Espirit De Corps
  • 28. Early Classical ApproachesC. Bureaucracy• Leader Oriented• Tradition Oriented• Bureaucratic
  • 29. Early Classical ApproachesC. Bureaucracy In Bureaucratic management, Delegation of management responsibility is based on the person‟s ability to hold the position.
  • 30. Neo-Classical ApproachesA. The Human Relations Movement Experiments of HR are divided into 4 Parts1. illumination Experiment2. Relay Assembly Test Room3. Interviewing Programme
  • 31. Neo-Classical ApproachesA. The Human Relations Movement4. Bank Wiring Test Room - Rate busters - Chisellers - Squealers
  • 32. Neo-Classical ApproachesB. Behavioral Approach Recognizes the Practical and Situational constraint Self direction and control instead of imposed control. Study leadership
  • 33. Modern ApproachesA. Quantitative ApproachB. Systems ApproachC. Contingency Approach
  • 34. Quantitative Approach• Focus is on Decision making• It facilitates disciplined thinking• Tools and Techniques to be used.
  • 35. System Approach1. A system is a set of Interdependent parts2. Central to the systems approach is the concept of „holism‟3. A system can be either open or closed4. Every System has a boundary
  • 36. System Approach ENVIRONMENT Input of Output of Information Transformation of Energy Products(Materials, en (Ideas, services,ergy, Imports export) ENVIRONMENT ORGANISATION AS AN OPEN SYSTEM
  • 37. Contingency Approach• Management principles have no general and universal applicability under all conditions.• Organisation need to be flexible and dynamic
  • 38. Functions Of Management
  • 39. Functions of Management1. Planning2. Organising3. Staffing4. Directing5. Controlling
  • 40. Types of Business Organisation• Sole Proprietorship• Partnership• HUF• Co-Operative societies• Joint Stock Company
  • 41. Sole Proprietorship• When an individual promotes, owns, finance, manages and controls a business, that type of business is known as sole traders or individual Proprietorship
  • 42. Joint Hindu FamilyA form of business in which all members of a Hinduundivided family do business jointly under thecontrol of the head of the family who is known asthe „karta‟.Other partners of HUF are called Co – Parceners.
  • 43. Partnership• A partnership is an association of two or more individuals who agrees to carry on a business together for the purpose of sharing profits.
  • 44. Co-Operatives• A society which has its objects the promotion of the economic interests of its members in accordance with co-operative principles.• The principle are service and not profit, co-operation and not competition.
  • 45. Joint Stock CompanyA Joint stock company is an artificial legalperson having an independent legal entityand joint capital divided into transferableshares of a fixed value.
  • 46. Business Ethics & SocialResponsibility
  • 47. Contents• Social Responsibility• Origin and Growth of the Concepts• Social Audit• Business Ethics
  • 48. Social Responsibility• It Refers two types of business obligationsA. The Socio-Economic ObligationB. The Socio-Human Obligation
  • 49. Origin and Growth of the ConceptA. Idea of a welfare StateB. The changing image of businessC. Changing attitude of Businessmen
  • 50. Different views on Social Responsibility1. Communist View2. Capitalist View3. Pragmatic View4. Trusteeship View
  • 51. Social Audit• A social audit is a systematic study and evaluation of the organizations social performance as distinguished from its economic performance.
  • 52. Business Ethics• Business Ethics is the application of moral principles to business problems.
  • 53. 4 Factors affecting Ethical decisions• Government Legislation• Business codes• Pressure Groups• Personal values of the Manager
  • 54. Corporate Governance• It is used to denote the extent to which companies run in an open and honest manner in the best interest of all stake- holders.
  • 55. THANK YOU!!!! 55

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