This document provides an overview of management science concepts from different perspectives throughout history. It begins with definitions of key terms like management, organization, and organizational performance. It then discusses the four main functions of management and how time is spent on them at different management levels. Several classical perspectives are explained, including scientific management, bureaucratic organizations, and Henri Fayol's administrative principles. The document also covers the humanistic perspective and Hawthorne Studies, as well as the human resources perspective. Contemporary approaches like systems theory and contingency view are introduced. The document concludes by introducing contemporary management practices like total quality management.

1. The World of Innovative
Management Sciences
By
Prof.& Lawyer P. Guru Prasad
M.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD) at JNTUK.,
Senior Faculty for Management Sciences,
VasireddyVenkatadri Institute ofTechnology,
Nambur – Guntur.
My Blog: puttuguru.blogspot.in.

3. ManagementManagement
The attainment of organizational goals in an
effective and efficient manner through
planning, organizing, leading, and
controlling organizational resources
Organization
A formally structured collection of
individuals working toward common
(shared) goals.

4. Organizational PerformanceOrganizational Performance
Effectiveness : the degree to which the
organization achieves a stated goal
Efficiency : the use of minimal resources
(input) to produce a desired volume of
output.
Efficient, but not Effective:
- Goals not achieved
Effective, but not Efficient
- Wasted Resources
(You may have to choose between the two.)

5. The Four Functions ofThe Four Functions of
ManagementManagement
PlanningPlanning
Select goalsSelect goals
& ways to& ways to
attain themattain them
OrganizingOrganizing
AssignAssign
responsibilityresponsibility
for tasksfor tasks
LeadingLeading
UseUse
influence toinfluence to
motivatemotivate
ControllingControlling
MonitorMonitor
activities &activities &
makemake
correctionscorrections

7. MANAGEMENT LEVELS ANDMANAGEMENT LEVELS AND
TIME SPENT ON FUNCTIONSTIME SPENT ON FUNCTIONS
Plan. Organ. Lead.
Control.
Top 28% 36% 22% 14%
Middle 18% 33% 36% 13%
Lower 15% 24% 51% 10%

8. Management SkillsManagement Skills
Conceptual Skills : cognitive ability to see the
organization as a whole and the
relationship among its parts
Human Skills : ability to work with and
through other people and to work
effectively as a group member
Technical Skills : understanding of and
proficiency in the performance of specific
tasks.

9. What Is It Like to Be aWhat Is It Like to Be a
Manager?Manager?
Managerial Activities
- Long hours
- Most time spent in oral
communication
- Characterized by
variety,
fragmentation, and brevity
- Fast paced and require
a high energy level to be
successful
Managers give up the
right to:
- Be one of the gang
- Put your self-
interest first
- Ask others to do
things you wouldn’t
do
- Vent your
frustrations
- Resist change

10. Supervisors’ ResponsibilitiesSupervisors’ Responsibilities
Plan and schedule
work
Clarify tasks and
gather ideas for
improvement
Appraise and counsel
employees
Recommend job
assignments and
pay
Inform employees of
organizational
goals
Inform higher
managers of work
unit needs and
accomplishments
Recruit, train, and
develop workers
Encourage and
maintain high and
enthusiasm

11. Informational RolesInformational Roles to develop andto develop and
maintain information networkmaintain information network
The monitor seeks current information
from many sources.
The disseminator transmits information to
others both inside and outside the
organization.
The spokesperson provides official
statements to people outside the
organization about company policies,
actions, or plans.

12. Interpersonal RolesInterpersonal Roles pertain topertain to
relationships with othersrelationships with others
The figurehead engages in
ceremonial activities
The leader motivates,
communicates, and influences
subordinates.
The liaison develops relationships
outside his/her unit both inside and
outside the organization.

13. Decisional RolesDecisional Roles toto make choicesmake choices
requiring conceptual & human skills.requiring conceptual & human skills.
The entrepreneur initiates change.
The resource allocator allocates
resources to achieve outcomes.
The negotiator bargains for his/her
unit.
The disturbance handler resolves
conflicts.

14. How Do You LearnHow Do You Learn to Manageto Manage??
50% from job experience
30% from other persons
20% from education & training
(Based on study of successful managers
at Honeywell)

15. Successful Managers’Successful Managers’
AttributesAttributes
Leadership
Team-Building
Skills
Self-objectivity
Analytic Thinking
Creative Thinking
Behavioral
Flexibility
Oral
Communication
Written
Communication
Personal Impact
Resistance to
Stress
Tolerance of
Uncertainty

16. Some Types of ChangesSome Types of Changes
Impacting Organizations:Impacting Organizations:
Products
Technologies
Markets
Speed Requirements
Management Techniques

17. Pre-Classical ManagementPre-Classical Management
Anything before about 1900:e.g.,
Attila the Hun: Between 434 and 453 A.D., Hun forces
led by the Mighty Attila battered the Roman Empire relentlessly,
including invasions of the southern Balkan provinces, Greece, France,
and Italy almost total Europe continent.
 Out of all the “barbarian” leaders of the late Roman era, Attila’s
name is the only one most people actually remember.
Henry Towne: Yale & Towne Manufacturing Co.
Towne was one of the first engineers to see management as a
new social role for engineers and that the development
of management techniques was important for the development of
the engineering profession. He laid out his ideas about
the management role for the engineer in his "The Engineer as
Economist."

18. Classical PerspectiveClassical Perspective
Emphasized a rational, scientific approach to
study of management and sought to make
workers and organizations like efficient
operating machines
Classical Categories
Scientific Management
Frederick Taylor
Frank and Lillian Gilbreth
Bureaucratic Organizations
Max Weber
Administrative Principles
Henri Fayol

19. Scientific ManagementScientific Management
Develop a standard method for
performing each job
Select appropriate workers
Train workers in standard method
Plan work and eliminate interruptions
Provide incentives for increased output.

20. Bureaucratic OrganizationsBureaucratic Organizations
Clearly defined authority and
responsibility
Set procedures for each situation
Goals of fairness and efficiency
Separation of management and
ownership
 i.e., run by professional mgrs.

21. Bureaucratic OrganizationsBureaucratic Organizations
 Become
“dysfunctional” when:
 -There is no effort
to recognize
exceptions to rules or
to change rules when
necessary
 -Enforcement of
rules takes precedence
over pursuit of the
organization’s mission
 Relatively High in
Bureaucracy:
United Parcel
Service
U.S. Postal Service
 Relatively Low in
Bureaucracy:
Hewlett-Packard
Disney Studios

22. Administrative Management -Administrative Management -
Henri FayolHenri Fayol
14 Principles
Unity of command
Division of work
Unity of direction
Scalar chain-of-
command
Authority=Responsibilit
y
(etc.)
Five basic
management
functions
Planning
Organizing
Commanding
Coordinating
Controlling

23. Humanistic PerspectiveHumanistic Perspective
 Emphasizes enlightened treatment of workers and
power sharing between managers and employees.
 Emphasized satisfaction of employees’
social/psychological needs as the key to increased
worker productivity.
 Supported by Hawthorne Studies

24. The Hawthorne StudiesThe Hawthorne Studies
“Social Man”
Methodological Problems, but Profound
Influence on Management Thought
“Hawthorne Effect”
Interviewing Techniques

25. The Human ResourcesThe Human Resources
PerspectivePerspective
Jobs should be designed to allow
workers to use their full potential
Abraham Maslow’s Hierarchy of Needs
(Ch. 12)
Douglas McGregor’s Theory X vs.
Theory Y (comparison of Classical
Mgmt to Human Resources)

26. Theory X
(Classical):
People dislike work
and prefer to be
directed
Must be coerced to
work
Want to avoid
responsibility and
have little ambition
Want security above
everything
Theory Y (Human
Resources):
People will accept
responsibility
Have intellect that
could be applied to
organizational
goals
Only partially use
their intellectual
potential.

27. FEATURES oF ThEoRyFEATURES oF ThEoRy
zz
William G. Ouchy:
LONG-TERM EMPLOYMENT
COLLECTIVE DECISION MAKING
INDIVIDUAL RESPONSIBILITY
SLOW EVALUATION AND PROMOTION
INFORMAL CONTROL WITH FORMALIZED MEASURES
MODERATELY SPECIALIZED CAREER PATH
HOLISTIC CONCERN

28. Behavioral Sciences Approach =Behavioral Sciences Approach =
Applied Social SciencesApplied Social Sciences
Study of human behavior in
organizations
Draws on Disciplines of:
Economics
Psychology
Sociology
Communication
Anthropology

29. Management Science PerspectiveManagement Science Perspective
Involves Mathematics, Computers
Examples:
Forecasting
Inventory control
Scheduling
Break-even analysis

30. Contemporary ApproachesContemporary Approaches
Systems Theory
◦ How the parts fit together (“Synergy” is a key
concept)
◦ How the org. interacts with its environment
◦ Understanding systems requires Conceptual
Skills
Contingency View
◦ Integrates many of the other viewpoints
◦ “No one best way to manage - the best way
depends on the situation”

31. Contemporary Management PracticesContemporary Management Practices
Emphasizes Continuous Improvement in all Organizational
Processes
Total Quality Management
Operations Management
Functional Management
Project Management
Strategic Management
Just – In – Time (JIT)

32. Prof.& Lawyer P. Guru
Prasad
M.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD)
at JNTUK.,
Senior Faculty for Management
Sciences,
Vasireddy Venkatadri Institute of Technology,
Nambur – Guntur.
My Blog: puttuguru.blogspot.in.
Professor & Lawyer
Puttu Guru Prasad
Visit My Blog:
Puttuguru.blogspot.in
CSE 4/2, Management Science, JNTUK University,CSE 4/2, Management Science, JNTUK University,VVIT, NAMBURVVIT, NAMBUR