Management Process And Organisation Behaviour

Chanderprabhu Jain College of Higher Studies & School of Law
Plot No. OCF, Sector A-8, Narela, New Delhi – 110040
(Affiliated to Guru Gobind Singh Indraprastha University and Approved by Govt of NCT of Delhi & Bar Council of India)
Unit 1 - MPOB
Management -Concepts & Nature & Elements

.
Management is the
process of using what you
have { RESOURCES }, to
do what you want to do ….
{GOALS}

.
Assets(Resources )
7 categories of resources:
 People
 Money
 Time
 Work Procedures
 Energy
 Materials
 Equipment

Goals-
•Maintenance or growth of financial strength
•Quality standards
•Guest employee & management concerns
•Professional obligations
•Societal concerns
•Profit Levels or Maximum cost levels

Planning
Organizing
Coordinating
Staffing
Directing
Controlling
Evaluating

Administration: Concerned with laying down of corporate
policy, obtaining finance, production & distribution.
Management: Concerned with actual execution of
policies within limits set by administration.
Organization: Combines the work in such a way with
individuals/groups that duties formed provide best
possible application of available effort

Top Management
Middle Management
Supervisory Management

Is Management Arts or Science ?
ART: Because it depends on the skills,
aptitude & creativity of the manager
SCIENCE: Because there is
considerable knowledge in the field of
management with basic principles for
guidance of basic activities.

Development stages in Management
Thought-
•The scientific management stage
•The organizational stage
•The management process stage
•The general management theory stage

Organizational Stage : {1930’s}
Concerned with :
Organization as a structure
Administration
Management’s main task hence,
was to ensure proper work
performance within the organization
structure

Management process stage {1940’s}
•Setting objectives & goals
•Formulating policies as guidelines
•Organizing & staffing
•Directing & motivating

General management theory stage
•Based on a framework created by previous
management concepts
•Affected by : communications & information
technology

Definition of Planning
Planning is the selection and relating of facts
and making and using of assumptions
regarding the future in the visualization and
formalization of proposed activities believed
necessary to achieve necessary results”
Acc to Terry “Planning is a process of
determination of future course of action i.e.
why an action, what will be an action, what
time the action and how to take an action
”

Steps of Planning
•Perception of opportunities
•Establishing objectives
•Planning premises
•Identification of alternatives
•Evaluation of alternatives
•Choice/selection of alternative
•Formulation of supporting plans
•Establishing the sequence of activities

Types of Planning
•Corporate and functional planning
•Strategic and Operational planning
•Long term and short term planning
•Proactive and reactive planning
•Formal and informal planning

Definition –
“Organizing is the process of defining and
grouping the activities of the entire process
and establishing the authority and relationship
among them” Organizing in management
refers to the relationship between people,
work and resources used to achieve the
common objectives"

Steps of Organization
Determination of the Total Work-Load:
•Grouping and Sub-Grouping of Activities i.e. Creation of
departments
•Creation of Manager-Ship through Delegation of
Authority:
•Division of Work within the Departmental Set-Up-Human
Organization:
•Arrangement of Physical Facilities to Personnel within the
Departmental Set-Up-Material
•Definition and Establishment of Authority-Responsibility
Relationships

Principles of Organizing-
(I) Overall Principles:
(i) Principle of unity of objective
(ii)Principle of simplicity
(iii)Principle of flexibility
(II) Structural Principles:
(iv)Principle of division of work
(v)Principle of functional definition
(vi) Principle of optimum departmentation
(vii) Principle of unity of direction
(viii) Span of management principle
(III) Operational Principles:
(ix) Principle of adequate delegation
(x) Scalar chain principle
(xi) Principle of unity of comment
(xii) Authority-level principle

Significance-
•Facilitates specialization
•Avoids omissions, overlapping and duplication of efforts
•Defines (or clarifies) authority responsibility relationships
•Facilitates staffing
•Provides for co-ordination
•Establishes channels of communication
•Facilitates ‘Management by Exception
•Copes with environmental changes
•Leads to growth and expansion
• Produces synergism

Definition:
Staffing is a managerial function which involves obtaining,
utilizing and retaining, qualified and competent personnel to
fill all positions of an organization, from top to operative
echelon. In finer terms, staffing is placing the right person at
the right job.

Importance of Staffing
•It helps in the finding out efficient and
effective workforce, to fill different posts in the
organization.
•It improves organization's performance and
productivity by appointing the right person at
the right job.
•It facilitates in identifying the staffing
requirements of the organization in future.

•It ensures continuous survival and growth of
the organization, by way of succession
planning for executives.
•It develops personnel to take up top
managerial positions of the organization.
•It ensures training and development of the
people working in the organization.
•It assists the organization in making the
optimum use of human resources

Process of staffing
•Manpower Planning
•Recruitment:
•Selection.
•Placement
•Orientation and Induction
•Training and Development.
•Performance Appraisal.
•Career Management
•Compensation

Definition
Controlling consists of verifying whether everything
occurs in conformities with the plans adopted,
instructions issued and principles established.
Controlling ensures that there is effective and
efficient utilization of organizational resources so as
to achieve the planned goals. Controlling measures
the deviation of actual performance from the
standard performance, discovers the causes of such
deviations and helps in taking corrective actions

Definition- Motivation
Internal and external factors that stimulate desire
and energy in people to be continually interested
and committed to a job, role or subject, or to make
an effort to attain a goal.
Motivation results from the interaction of both
conscious and unconscious factors such as the
(1) intensity of desire or need,
(2) incentive or reward value of the goal, and
(3) expectations of the individual and of his or her
peers.

Motivation theories
•Maslow – hierarchy of needs.
•Alderfer – ERG theory: Existence needs,
relatedness needs and growth needs.
•McClelland – Need for achievement, affiliation and
power.
•Herzberg – Two factor theory.
•Skinner's reinforcement theory.
•Vroom's expectancy theory.
•Adams' equity theory.
•Locke's goal-setting theory.

Likert’s System of Management
•Exploitative Authoritative
•Benevolent Authoritative System
•Consultative System
•Participative System

Behavior Analysis at Different
Levels
•Individual level of analysis
•Group level of analysis
•Organizational level of analysis

Individual Level of Analysis
Organizational behavior, at this level of
analysis massively draws upon psychology,
engineering, and medicine. At the individual
level of analysis, organizational behavior
includes the study of learning, perception,
creativity, motivation, and personality.

Group Level of Analysis
analysis, draws upon the sociological and
socio-psychological discipline. At the group
level of analysis, organizational behavior
includes the study of group gesture, intra-
group and intergroup dispute and attachment.

Organizational Level of Analysis
analysis draws upon sociology and political
science. At this level of analysis,
organizational behavior includes the study of
organizational culture, structure, cultural
diversity, inter-organizational cooperation and
coordination.

Determinants of Organizational Behavior
•Individuals
•Structures
•Technology & Environment
•Groups

Individuals
Organizations are group of people. People are
dynamic in nature as they interact with each other
and also influence each other. There are differences
in individual traits, values, perception, and attitude.
This is because of these individual differences. An
individual joins organization along with his/her social
background, likes dislikes, pride and prejudices.
Thus, an individual may affect the organizational
behavior

Structures
organization structure leads to division of
work so that people can perform their duties.
In an organization, there are two types of
social systems one is formal and other is
informal. The formal relationship of people is
called structure

Technology & Environment
level of quality of technology affects the
behavior of employees. It is an era of
automation, computerization and
modernization. Quality of output depends
upon technology available in the organization

Groups
An individual behaves differently as an individual and
as a member of the group as revealed by Hawthorne
studies. The behavior of an individual is modified by
the group norms.

Five stages of group development
•Forming
•Storming
•Norming
•Performing
•Adjourning

Management Process And Organisation Behaviour

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