2. UNIT-I
INTRODUCTION TO MANAGEMENT
AND ORGANISATIONAL BEHAVIOUR
Dr Dola Sanjay S,
Professor & Principal,
Aditya College of Engineering & Technology, Kakinada,
Andhra Pradesh.
3. MANAGEMENT:-
“Management is the process of designing and maintaining an
environment in which individuals, working together in a group, efficiently
accomplish selected goals”.
- Koontz and Weihrich
Management is the process of planning, organizing, staffing, directing and
controlling human efforts to achieve organizational objectives effectively.
4. Nature of Management
• Management is the process
• Goal oriented
• Decision making
• Working with and true people
• Management is an art and science
• Integrated activity
• Inexact science
• Management is a profession
• Multi disciplinary activity
• It’s a complex activity
• Dynamic nature
5. Importance of Management
• Helps to achieve objectives
• Smooth sailing in case of difficulties
• effective utilization of resources
• Economy efficiency
• Helps to achieve the group goals
• Reduces Cost
• Establishes sound organizations
• Develop the team work
• Reduce the labour turnover
7. • Management awakening period
• Scientific Management period
• Human Resource Management period
• Modern Management period
Evolution of Management thought
8. Scientific Management
• Scientific management implies the art of knowing exactly what is to be done
and how it is to be done.
• Henry Fayol developed the concept of general theory of administration and
given 14 principles of management.
• F.W. Taylor advanced the concept of Scientific Management and given 4
Principles of Management.
10. “ 4 Principles of Management – F W Taylor “
• Replace rule-of-thumb work methods with methods based on a scientific study
of the tasks.
• Scientifically select, train, and develop each employee rather than passively
leaving them to train themselves.
• Provide "Detailed instruction and supervision of each worker in the performance
of that worker's discrete task“.
• Divide work nearly equally between managers and workers, so that the managers
apply scientific management principles to planning the work and the workers
actually perform the tasks.
11. Leadership styles
Definition:-
Leadership is the art or process of influences people, so that they will
strive willingly and enthusiastically work towards the achievement of
group goals.
-Weihrich Cannice and Koontz
Styles:-
• Autocratic
• Democratic
• Free Rein
12. Leadership styles
• Based on motivation:
- Positive style
- Negative style
• Based on employee consideration:
- Employee
- Task oriented
• Based on modern theories:
- En-visoning
- Energizing
- Enabling
• Based on authority:
- Autocratic
- Democratic
- Free rein
13. Social responsibility of management
• Business depends on society for:
- Men
- Money
- Skills
- Markets
Social responsibility:- Obligation and commitment of managers to
take steps for protecting and improving society’s welfare along with
protecting their own interest.
14.
15. Organizational Structure
Organizational structure is more than boxes on a chart it is
pattern of interaction and co-ordination that links the technology
tasks and human components of organizations to ensure that the
organization accomplishes it purpose.
Types of Organizational structures:-
1. Entrepreneurial Organization.
2. Line Organization.
3. Line and Staff Organization.
4. Functional Organization.
5. Committee Organization.
6. Project Organization.
7. Matrix Organization.
8. Other Organization Structures.
a). Decentralized Organization.
b). Team Organization.
c). Strategic Business Unit
16. Factors affecting the Organization Structure
• Company’s vision, objectives, goals and targets
• Activities or operations
• Decision making and communication pattern
• Formal relationships
• Delegation and decentralisation
• Organisational culture
• Management styles
• Physical facilities
• Human resources
17. Vertical V/s Horizontal Organization
Vertical (Tall) Structure organization hierarchical chain of command is longer it refers
to authority responsibility relationships in top to down or down to top direction. The
structure represents more management levels and authorities more centralised. It is
more suitable when the environment is assumed to be stable.
Horizontal (Flat ) Structure organization shows increase in width of organization
structure. Here the no. of management hierarchical levels are less. It is suitable for
changed environment and it facilitates Processes, Co-operation, Team work and
Customer orientation. In this structure authority tends to be more decentralised.
18. Entrepreneurial Organization Structure
Small scale organizations follow entrepreneur type simple organization
structure at initial stages. It is applicable to manufacturing, trading
and service units. It is a special type of line organization.
Manager (Owner)
Employees
25. Management By Objectives (MBO)
MBO is concern with planning function of the management. It is objective
based management system and it is treated as management philosophy as
well as management approach.
Limitations of Planning:-
1. Problem of rapid change.
2. Problem of setting premises.
3. Problem of Internal inflexibilities.
a). Psychological inflexibilities.
b). Structural inflexibilities.
c). Capital investment.
26. 4. Problem of external inflexibilities
a). Political climate.
b). Trade union.
c). International Business forces.
d). Technological inflexibilities.
5. Problem of time and cost.
6. Other constraints.
27. Characterstics of MBO
• Managerial approach and Philosophy
• Specific approach
• Versatility
• Objective based approach
• Self direction and Self control
• Participation
• Integrating
• Periodical review
• Objective based decision
• Continue process
28. Process of MBO
• Setting organisatioinal objectives
• Deciding on Key result areas
• Setting subordinate objectives
• Matching resource with objectives
• Implementing MBO
• Appraisal of performance
• Recycling
