Evolution of Management Concepts, Tasks, Decisions & Levels
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This document provides an overview of the concept of management including its definition, evolution, and key aspects. It discusses that management involves achieving goals through others efficiently and effectively. The document outlines the tasks of management including planning, organizing, and controlling. It explores different approaches to management over time like scientific management and behavioral theories. Finally, it briefly touches on classification of managerial decisions and levels of management.
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Evolution of Management Concepts, Tasks, Decisions & Levels
- 1. CONCEPT OF MANAGEMENT TASKS OF MANAGEMENT,CLASSIFICATION OF MANAGERIAL DECISION AND EVOLUTION OF MANAGEMENT SUBMITTED BY J.ROBINSON RAJA VETY & ANIMAL HUSBANDRY EXTENSION IVRI,BAREILLY
- 2. MANAGEMENT Derived from the Italian maneggiare (to handle, especially tools or a horse), Two Latin words manus (hand) and agere (to act). The French word for housekeeping, ménagerie, derived from ménager ("to keep house"; compare ménage for "household") also encompasses taking care of domestic animals
- 3. DEFINITION OF MANAGEMENT It is the process of designing and maintaining an environment in which individuals working together in groups, efficiently accomplish selected aims Modern definition” process of getting things effectively and efficiently through and with other people Definitions_of_Management.png Efficiency means getting most output from least input Effectiveness is doing the right things
- 4. CONCEPT F.W. Taylor - “Art of knowing what you want to do and then seeing that it is done the best and cheapest way”. Henry Fayol – “To Manage is to forecast, to plan, to organise, to command, to co-ordinate and to control” Peter F.Drucker –”Management is work and as such it has its own skills, its own tools and its own techniques”.
- 5. CHARACTERISTICS OF MANAGEMENT Is a Process /a function. Is a Social Process. Involves Group Effort. Aims at achieving predetermined objectives. Required at all levels of management Is a Profession Is an art and science.
- 7. FUNCTIONS OF MANAGEMENT BY L.GULICK
- 8. TASKS OF MANAGEMENT Coaching Planning Change Agent Forecasting the Future Motivating Employees Organizing Staffing Negotiating Delegation Representing
- 9. MINTZERG’S MANAGERIAL ROLES INTERPERSONAL: Figurehead Leader Liasion INFORMATIONAL Monitor Disseminator Spokesperson DECISIONAL ROLES Entrepreneur Disturbance handler Resource allocator Negotiator
- 11. HISTORICAL BACKGROUND Egyptian pyramids, great wall of china, the qutub minar, taj mahal 1400 – venice - a major economic, trade center (floating warship assembly lines). Developed an early form of business enterprise common to today First in 1776, ADAM SMITH- WEALTH OF NATIONS about job specialization . Second is Industrial revolution where mechanization is promoted How is it possible through managers Formal theroies started in 1900 s
- 12. CLASSICAL APPROACH Early works on management Emphasized rationality, making workers as efficient. Focus on increasing industrial output by providing incentives
- 13. TAYLOR’S SCIENTIFIC MANAGEMENT THEORY Finding one best way for doing the job by avoiding wastage of men and material Father of SCIENTIFIC MANAGEMENT. Intro differential wage rate system for productive workers Principles Rule of thumb replaced with science Harmony but no discord in group actions Cooperation, not individualism. Maximum output not restricted Workers to full capacity.
- 14. LIMITATIONS Unrealistic assumptions Mechanistic approach Exploitation of labour Impractical Narrow view Followers – gilbert, grant, emerson MODERN APPLICATION: Time motion studies to increase productivity Hire best qualified employees
- 15. GENERAL ADMINISTRATIVE THEORY H.FAYOL: Managing the organisation as a whole rather than lower levels of org. Five Functions of management. 14 principles of management Abilities of managers
- 16. Classified activities in business organisation Technical Commercial Financial Security Accounting managerial
- 17. LIMITATIONS Too formal Vague Inconsistency Pro – management bias Historical value
- 19. MAX WEBER
- 20. QUANTITATIVE APPROACH Use of quantative techniques to improve decision making Also known as management science. Evovled from mathematical, statistical problems developed during world war-II Eg. TQM-DELL MODERN APPLICATION: Long queues in railway station.
- 21. BEHAVIOURAL APPROACH Study that researches the action of people at work is called as organisational behaviour. Concepts from sociology, psychology, anthropology are applied to study human behaviour
- 23. THE HAWTHORNE STUDIES Examining the effects of various lighting levels on workers productivity No effect of light except moonlit light Similarly incentive pay system on group productivity than group pressure, acceptance, security. MODERN APPLICATION: Theories of motivation, leadership, group behaviour etc
- 25. CONTEMPORARY APPROACH SYSTEMS THEORY Closed –not influenced by no interaction with environment (system inputs, outputs are internal) Coordination of entire organisation is needed for proper functioning
- 27. CONTIGENCY APPROACH Also known as situational approach Organisations are different and face different situations and need different ways of managing POPULAR CONTIGENCY VARIABLES: Organisation size Routiness of task technology environmental uncertainity Individual differences
- 28. CLASSIFICATION OF MANAGERIAL DECISIONS Programmed and non programmed decisions Major and minor decisions Routine and strategic Organisational and personal Individual and group Policy and operating
- 30. PROBLEMS OF DECISION MAKERS Crisis Non – crisis Opportunity problems
- 31. MODELS OF DECISION MAKING Rational model: Popular and based on pros and cons Non-rational models: Satisficing model -alternatives Incremental model- small response possible Garbage- can model- behave in a virtually random pattern.
- 35. THANK YOU FOR UR PATIENCE