The document discusses various management styles including autocratic, democratic, laissez-faire, and management by walking around. It provides details about the autocratic style of management, noting that in this style superiors do not consider subordinates' ideas and make decisions without their input. Subordinates have total dependence on their bosses and do not have autonomy to make their own decisions. They simply follow guidelines set by management without having a say in decisions. Overall, the autocratic style involves centralized decision making power with managers.

1. Mr. Balvant Tandel
Asst. Professor
Dept. of Library and Information Science
Anand Institute of P G Studies in Arts

2. • માનવપ્રવૃતિના કોઈ પણ ક્ષેત્રમાાં સામુહિક પ્રયત્નો દ્વારા કોઈ
પણ કાયય પૂરુાં કરવાનુાં િોય ત્યારે સાંચાલન અતનવાયય બને છે.
• જે જે ક્ષેત્રના ચોક્કસ િેતુની તસદ્ધિ માટે સામુહિક પ્રયાસો કરવા
જરૂરી બને ત્યાાં સાંચાલન જરૂરી બને છે.
• જુદા જુદા દેશો વચ્ચે આતથિક પ્રગતિના િફાવિનુાં કારણ
“Management Gap” છે.

3. Management Key Concepts
• Organizations: People working together and
coordinating their actions to achieve specific
goals.
• Goal: A desired future condition that the
organization seeks to achieve.
• Management: The process of using
organizational resources to achieve the
organization’s goals

4. Cont….
• Resources are organizational assets and
include:
• Man,
• Machinery,
• Materials,
• Money
• Managers - to meet its goals.

5. Organizational Performance
• Managers use resources effectively and efficiently to
satisfy customers and to achieve goals.
– Efficiency: A measure of how well resources are
used to achieve a goal.
– Effectiveness: A measure of the appropriateness of
the goals chosen (are these the right goals?), and
the degree to which they are achieved.

8. CONCEPT OF MANAGEMENT
• The term management is used in three alternative
ways:
• Management as a discipline,
• Management as a group of people, and
• Management as a process.

9. INTRODUCTION
 One of the most important human activities is
managing.
 Managing has been essential to ensure the
coordination of individual efforts.
 Task of managers has been rising in importance.

10. 1.Field of Study -Management principles, techniques,
functions, etc-Profession
2.Team or Class of people-Individual who performs
managerial activities or may be a group of persons
3.Process-Managerial activities -planning, organizing,
staffing, directing, controlling.
WHAT IS MANAGEMENT?

11. Definition
• “સાંચાલન એટલે તવતિસર રીિે રચાયેલા માનવજૂથોમાાં લોકો પાસેથી લોકો સાથે
કાયય કરવાની કળા.”
– હેરોલ્ડ કુન્ત્ઝ
• “સાંચાલન એટલે આિારણ અને આયોજન કરવુાં, પ્રબાંિ કરવો, દોરવણી આપવી,
સાંકલન કરવુાં અને તનયાંત્રણ કરવુાં.”
- હેન્રી ફેયોલ
• “િાંિાકીય એકમના તનિાયહરિ ઉદ્દેશોને તસિ કરવા માટે માનવ પ્રયત્નોનુાં સાંકલન
કરી, દોરવણી અને નેિાગીરી પૂરી પાડીને માણસો, યાંત્રો, પિતિઓ ,
સાિનસામગ્રી, નાણાાં અને બજાર વગેરેમાાં રિેલા મૂળ િત્વો ઉપર જરૂરી દેખરેખ
દ્વારા અંકુશ રાખવાની પ્રવૃતિ એટલે સાંચાલન”
- જ્યોર્જ આર. ટેરી

13. Characteristics of Management
• Management is Goal- Oriented
• Management is Universal
• Management is an Integrative Force
• Management is a Social Process
• Management is Multidisciplinary
• Management is Continuous Process
• Management is Intangible
• Management in an Arts and Science

14. Purpose of Management
• Getting maximum results with minimum efforts
• Increasing the efficiency of factors of production
• Maximum prosperity for employer and
employees
• Human betterment & social justice

15. Functions of Management
• PLANNING
• ORGANIZING
• STAFFING
• DIRECTING
• CONTROLLING

16. PLANNING

17. Planning
• Deciding in advance :
– What to do
– How to do
– When to do
– Who is going to do it
• Bridges a gap between where we are today and
where we want to reach.
• Sets the goal of an organization.

18. PLANNING
• It is the basic function of management.
• It is an exercise in problem solving & decision
making.
• Planning is determination of courses of action
to achieve desired goals.
• Planning is necessary to ensure proper
utilization of human & non-human resources. It
is all pervasive, it is an intellectual activity and it
also helps in avoiding confusion, uncertainties

19. ORGANISING

20. Organizing
• It is the process of bringing together physical,
financial and human resources and developing
productive relationship amongst them for
achievement of organizational goals.
• According to Henry Fayol, “To organize a business is
to provide it with everything useful or its
functioning i.e. raw material, tools, capital and
personnel’s”.
• To organize a business involves determining &
providing human and non-human resources to the
organizational structure.

21. • Establishing the framework of working:
– How many units or sub-units or departments are
needed.
– How many posts or designations are needed in each
department.
– How to distribute authority and responsibility
among employees
• Once these decisions are taken, organizational
structure gets set up.

22. • Organizing as a process involves:
– Identification of activities.
– Classification of grouping of activities.
– Assignment of duties.
– Delegation of authority and creation of
responsibility.
– Coordinating authority and responsibility
relationships.

23. STAFFING

24. Staffing
• Recruiting, selecting, appointing the employees,
assigning duties, maintaining cordial
relationship and taking care of grievances of
employees.
• Training and Development of employees,
deciding their remuneration, promotion and
increments.
• Evaluating their performance.

25. • Staffing has assumed greater importance in the
recent years due to advancement of technology,
increase in size of business, complexity of
human behavior etc.
• The main purpose o staffing is to put right man
on right job i.e. square pegs in square holes and
round pegs in round holes.

26. • Staffing involves:
– Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
– Recruitment, selection & placement.
– Training & development.
– Remuneration.
– Performance appraisal.
– Promotions & transfer.

27. DIRECTING

28. Directing
• Giving direction or instruction to employees to
get the job done.
• Leadership qualities are required.
• Motivating employees by providing monetary
and non-monetary incentives.
• Communicating with them at regular intervals.

29. • It is that part of managerial function which
actuate the organizational methods to work
efficiently for achievement of organizational
purposes.
• Direction is that inert-personnel aspect of
management which deals directly with
influencing, guiding, supervising, motivating
sub-ordinate for the achievement of
organizational goals.

30. • Supervision- implies overseeing the work of subordinates by
their superiors. It is the act of watching & directing work &
workers.
• Motivation- means inspiring, encouraging the sub-ordinates
with zeal to work. Positive, negative, monetary, non-monetary
incentives may be used for this purpose.
• Leadership- may be defined as a process by which manager
guides and influences the work of subordinates in desired
direction.
• Communications- is the process of passing information,
experience, opinion etc from one person to another. It is a
bridge of understanding

31. CONTROLLING

32. Controlling
• Matching actual performance with the planed
goal.
• If problem, tries to find out the reasons of
deviation.
• Suggesting corrective measures come on the
path of plan

33. CONTROLLING
• It implies measurement of accomplishment against
the standards and correction of deviation if any to
ensure achievement of organizational goals.
• The purpose of controlling is to ensure that
everything occurs in conformities with the
standards. An efficient system of control helps to
predict deviations before they actually occur.
• According to Theo Haimann, “Controlling is the
process of checking whether or not proper
progress is being made towards the objectives and
goals and acting if necessary, to correct any
deviation”.

34. • Therefore controlling has following steps:
– Establishment of standard performance.
– Measurement of actual performance.
– Comparison of actual performance with the
standards and finding out deviation if any.
– Corrective action.

35. What is Management Style ?
• Every leader has a unique style of handling the employees
(Juniors/Team).
• The various ways of dealing with the subordinates at the
workplace is called as management style.
• The superiors must decide on the future course of action as
per the existing culture and conditions at the workplace.
• The nature of employees and their mindsets also affect the
management style of working.

36. Different Management Styles
• Autocratic Style of Working – સરમુખ્યારશાહી કે
આપખુદ પદ્ધતિ
• Democratic Style of Working- લોકશાહી પદ્ધતિ
• Laissez-Faire Style of Working- મુક્િ કે છૂટાદોરની
પદ્ધતિ
• Management by Walking Around Style of
Working

37. Autocratic Style of Working
– In such a style of working, the superiors do not take into
consideration the ideas and suggestions of the
subordinates.
– આ પ્રકારની પિતિમાાં , ઉપરી અતિકારીઓ િેમના કમયચારીઓના તવચારો અને
સ ૂચનોને ધ્યાનમાાં લેિા નથી.
– The managers, leaders and superiors have the sole
responsibility of taking decisions without bothering much
about the subordinates.
– તનણયય લેવાની બિી સિા અને જવાબદારી મેનેજર , નેિાઓ િેમજ ઉપરી
અતિકારીઓ પાસે િોય છે.

38. – The employees are totally dependent on their bosses and
do not have the liberty to take decisions on their own.
– કમયચારીઓ પુરેપુરા િેમના માલલકો પર આિાર રાખે છે. િેઓને પોિાના
તનણયય લેવાની પણ સિા નથી.
– The subordinates in such a style of working simply adhere
to the guidelines and policies formulated by their
bosses. They do not have a say in management’s
decisions.
– કમયચારીઓ આ કાયય પિતિમા િેમના માલલકો દ્વારા રચવામાાં આવેલી
માગયદતશિકાઓ અને નીતિતનયમોનુાં પાલન કરિાાં િોય છે.

39. – સાંસ્થા માટે જે પણ ઉપરી અતિકારીઓ લાગે છે િે સાચુાં છે. છેવટે િે
કાંપનીની નીતિ બની જાય છે.
– Employees lack motivation in autocratic style of working.

40. Democratic Style of Working
– In such a style of working, superiors welcome the feedback of the
subordinates.
– આ પ્રકારની કાયય પિતિમાાં ઉપરી અતિકારી િેમના કમયચારીઓનો પ્રતિસાદને આવકારે છે.
– Employees are invited on an open forum to discuss the pros and cons of plans
and ideas.
– યોજના અને તવચારોનાાં ગુણ અને દોષની ચચાય કરવા માટે ઓપન ફોરમમા કમયચારીઓને આવકારે છે.
– Democratic style of working ensures effective and healthy communication
between the management and the employees.
– આ પ્રકારની કાયય પિતિ એ સાંચાલક અને કમયચારીઓ વચ્ચે અસરકારક અને િાંદુરસ્િ માહિિી સાંચાર
થાય િેની ખાિરી આપે છે.
– The superiors listen to what the employees have to say before finalizing on
something.

41. Laissez-Faire Style of Working
– In such a style of working, managers are employed just for the sake of
it and do not contribute much to the organization.
– The employees take decisions and manage work on their own.
– કમયચારીઓ પોિે તનણયય લેિા િોય છે અને પોિાની રીિે કાયયની વ્યવસ્થા કરે છે,
– Individuals who have the dream of making it big in the organization
and desire to do something innovative every time outperform others
who attend office for fun.
– Employees are not dependent on the managers and know what is
right or wrong for them.

42. Management by Walking Around
Style of Working
– In the above style of working, managers treat
themselves as an essential part of the team and are
efficient listeners.
– The superiors interact with the employees more
often to find out their concerns and suggestions.
– In such a style of working, the leader is more of a
mentor to its employees and guides them whenever
needed.
– The managers don’t lock themselves in cabins; instead
walk around to find out what is happening around
them.

43. School of Management Thoughts

44. School of Management Thoughts
1. Empirical School or custom school
2. Scientific management theory
3. Management process school
4. Human relations and behaviour school
5. Social system school
6. Social technical system school
7. Decision theory school
8. Mathematical or Quantitative Approach
9. System management approach
10. Contingency approach
11. Economic analysis & Accounting school
12. Formalist school
13. New practical management theory
14. Spontaneity school
15. Challenges and answer school
16. Comparative management school

56. Ideal Bureaucracy

104. Thank You