Chap4 mgmt theory practice
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The document summarizes key points from a lecture on management theory and practice. It introduces concepts from prominent management thinkers like F.W. Taylor on scientific management, Charles Handy on organization theory, Peter Drucker on management principles, Alfred Sloan on organizational structure, and Henry Mintzberg on management roles. The lecture aims to analyze different management styles, apply theory to practical realities of organizations, and understand the foundations of management theories and principles.
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Here are the key requirements for some common organizational resources:
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- Major contributors included Frederick Taylor, known for time and motion studies, and Henri Fayol who identified core management functions like planning and controlling. Taylor's scientific management emphasized standardizing work methods based on analysis while Fayol developed 14 general principles of management.
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The document discusses management from several perspectives - as an art, science, process, profession and discipline. It defines management as the process of getting work done through others involving planning, organizing, staffing, directing, and controlling. The key functions of management are explained as planning, organizing, staffing, directing and controlling. Management takes place at three levels in organizations - top level management which determines objectives and policies, middle level management which implements plans and coordinates departments, and lower level management which provides supervision.
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Mgt 2010 principles and practice of management chp 1 and 2
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This document discusses organisation behaviour and management theory. It covers:
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EVOLUTION OF MANAGEMENT THOUGHTS.pptx
In Pre-classical theory the structure of the organization is mechanical.
Its main focus is on work.
It emphasizes on order, rules & regulations.
The practice of leadership is authoritarian.
It focuses on 5Ps: Power, Position, Production, Profit & Punishment.
It results workers’ dis satisfaction.
As a result Industrial Revolution got its root
Classical Theory emphasizes on both orders & rationality. It consists of basic rules & regulations for smooth running of the organizations.
Classical approaches can be explained in the following manner.
Scientific Management by F.W. Tayler, Frank & Gilbreth & Henry Gantt.
Administrative Management by Henri Fayol.
Bureaucratic Management by Max Weber
Frederick Winslow Taylor was an American engineer who is known as the Father of “Scientific Management” which studies the application of science in management.
According to Taylor there is “One Best Way” to do each thing.
He stressed on involvement of science for each element of man’s work to replace the old rule-of-thumb method.
Scientific training & development helped workers to perform in a better manner than allowing them to choose their own task & perform.
There was the development of spirit of hearty cooperation between workers & management.
Each group was assigned the task for which it was best fitted.
His studies helped to improve the working conditions of industrial workers & were instrumental in enhancing the productivity of the organization.
He propounded sound management practices by stressing on division of labor, scientific selection, placement & training of workers.
Taylor was also instrumental in introducing the differential piece rate system in organization.
His studies helped to improve the working conditions of industrial workers & were instrumental in enhancing the productivity of the organization.
He propounded sound management practices by stressing on division of labor, scientific selection, placement & training of workers.
Taylor was also instrumental in introducing the differential piece rate system in organization.
Piece Rate-Incentive System: Incentives are being received according to the maximum pieces produced.
Time-&-Motion Study: Jobs are broken down into various small tasks or motions & unnecessary motions are removed to find out the best way of doing a job.
Scientifically performing the job with proper selection & training.
Harmony between management & employees to perform the task.
Mental revolution towards the thought of workers who are not the mere wage earners. They are the assets.
The father of “Motion Study” are Frank & Gilbreth which involves finding the best sequence & minimum number of motions needed to complete a task.
Both were mainly involved in exploring new ways for eliminating unnecessary motions & reducing work fatigue.
They introduced the concept of “Therbligs” which consists of different basic motions like: Search, Select, Position & Hold.
Unit i- principles of management
This document discusses the evolution of management thought over time from scientific management to modern systems approaches. It covers key theories and theorists such as:
1. Scientific Management by Taylor, focusing on controlling work through standardization.
2. Administrative Management by Weber and Fayol, emphasizing organizing the organization through principles of bureaucracy and management.
3. Behavioral Management influenced by Follett, focusing on leading and motivating employees by treating workers with respect and allowing their input.
4. Management Science applying quantitative techniques to planning and maximizing resources through tools like operations research.
5. Systems approaches viewing organizations as open systems that interact with their environment in planning.
The document also outlines common management functions
Management Chapter02
The document traces the evolution of management theory from early concepts like job specialization and scientific management to more modern approaches focused on human behavior, quantitative analysis, and adapting to environmental conditions. Early theories aimed to increase efficiency through specialized roles and standardized processes, while later concepts emphasized understanding worker motivation and allowing flexibility based on external factors facing the organization. A variety of perspectives have contributed to developing management practices suited to different situations over time.
ORGANISATION BEHAVIOUR
“Organization Behaviour is concerned with the study of what people do in an organization and how that behaviour affects the performance of the organization.” (Robbins: 1989)
Management chap 1
This document provides an overview of management principles and concepts. It defines management and discusses the evolution of management theory from scientific management to contemporary approaches. It describes the managerial functions of planning, organizing, staffing, leading, and controlling. It also explains systems theory as it relates to the management process of transforming inputs to outputs through managerial functions while considering external factors. Key theorists discussed include Taylor, Fayol, and Mayo.
Mgt4201#4
The document summarizes the historical development of management perspectives from classical, scientific, administrative, and bureaucratic approaches to behavioral, quantitative, systems, contingency, and integrative frameworks. It discusses key contributors like Taylor, Fayol, Mayo, Maslow, and McGregor and their influences on management thought. Contemporary perspectives emphasize recognizing internal/external influences, contingency-based responses, and an integrative approach to enhance efficiency and understanding of individual/group behavior.
managementchap1-101128145537-phpapp02 (1).pdf
This document provides an overview of management principles and concepts. It defines management and discusses key theories and theorists that helped establish modern management practices, including scientific management by Taylor, Fayol's 14 principles, and the Hawthorne Studies. It also examines different approaches to analyzing management processes and roles, and outlines the core functions of managers as planning, organizing, staffing, leading, and controlling.
Introduction to organisation behaviour
The document discusses various approaches to organizational behaviour including classical, human relations, neo-human relations, systems, and contingency approaches. It summarizes key aspects of each approach such as major contributors, principles, and criticisms. The classical approach focused on structure and efficiency while the human relations approach emphasized social and psychological factors. Later approaches integrated these views and noted contingencies in which different organizational designs may be appropriate.
Introduction to organisation behaviour
The document discusses various approaches to organizational behaviour including classical, human relations, neo-human relations, systems, and contingency approaches. It summarizes key aspects of each approach such as major contributors, principles, and criticisms. The document also defines important organizational behaviour concepts like division of labour, centralization vs decentralization, and Maslow's hierarchy of needs.
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
In Pre-classical theory the structure of the organization is mechanical.
Its main focus is on work.
It emphasizes on order, rules & regulations.
The practice of leadership is authoritarian.
It focuses on 5Ps: Power, Position, Production, Profit & Punishment.
It results workers’ dis satisfaction.
As a result Industrial Revolution got its root
Classical Theory emphasizes on both orders & rationality. It consists of basic rules & regulations for smooth running of the organizations.
Classical approaches can be explained in the following manner.
Scientific Management by F.W. Tayler, Frank & Gilbreth & Henry Gantt.
Administrative Management by Henri Fayol.
Bureaucratic Management by Max Weber
Frederick Winslow Taylor was an American engineer who is known as the Father of “Scientific Management” which studies the application of science in management.
According to Taylor there is “One Best Way” to do each thing.
He stressed on involvement of science for each element of man’s work to replace the old rule-of-thumb method.
Scientific training & development helped workers to perform in a better manner than allowing them to choose their own task & perform.
There was the development of spirit of hearty cooperation between workers & management.
Each group was assigned the task for which it was best fitted.
The father of “Motion Study” are Frank & Gilbreth which involves finding the best sequence & minimum number of motions needed to complete a task.
Both were mainly involved in exploring new ways for eliminating unnecessary motions & reducing work fatigue.
They introduced the concept of “Therbligs” which consists of different basic motions like: Search, Select, Position & Hold.
Both are very famous for their experiment of reducing the number of motions in “Bricklaying”, by analyzing brick layers jobs & reducing the number of motions in bricklaying from 18.5-4.
Henry Laurence Gantt was a mechanical engineer & management consultant who is the most famous personality for developing “Gantt Chart” in 1910.
He is one of the associate of F.W. Taylor & his contribution is very helpful in project management task.
Gantt Chart is used for scheduling multiple overlapping tasks over a time period.
He focused on leadership qualities along with motivational schemes & emphasized the greater effectiveness of rewards for good work rather than penalties for poor performance.
He developed a “Pay Incentive System” with a guaranteed minimum wage & bonus for workers. If the workers completed their task before the standard time they would receive bonus definitely.
Henry Fayol is known as the Father of “Administrative Management”. He contributed fourteen management principles on the basis of his experience.
According to Fayol, the business operations of an organization can be divided into six activities: Technical, Commercial, Financial, Security, Accounting & Managerial.
These fourteen principles are: Specialisation of Labour, Authority, Discipline, Unity of Command, Unity
Principles of Management (MG 6851) Unit i
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
EVOLUTION-OF-MANAGEMENT-THEORY.pdf
This document provides an overview of different management theories including:
1. Scientific Management which examines workflows to boost efficiency through job simplification and optimization as proposed by Frederick Taylor.
2. Administrative Management Theory which attempts to rationally design the whole organization and create efficiency and effectiveness as outlined by Henri Fayol.
3. Behavioral Management focuses on evaluating employee moods and actions to motivate as suggested by Mary Parker Follet and her contemporaries.
4. Management Science applies the scientific method to solve business problems using mathematical models.
5. Systems Theory views the organization as an open system of interrelated parts and assesses overall effectiveness.
6. Contingency Theory proposes there is no universal management
EVOLUTION OF MANAGEMENT THOUGHTS.pptx
Henry Fayol is known as the Father of “Administrative Management”. He contributed fourteen management principles on the basis of his experience.
According to Fayol, the business operations of an organization can be divided into six activities: Technical, Commercial, Financial, Security, Accounting & Managerial.
These fourteen principles are: Specialisation of Labour, Authority, Discipline, Unity of Command, Unity of Direction, Subordination of Individual Interests, Remuneration, Centralization, Scalar Chain, Order, Equity, Personal Tenure, Initiative & Esprit de corps (SADUSRCSOEPIE).
Weber believed that bureaucracy was the most efficient way to set up & manage an organization, and absolutely necessary for larger companies to achieve maximum productivity with many employees & tasks.
The idea of Bureaucracy Favors efficiency, uniformity & a clear distribution of power.
Weber argued that bureaucracy constitutes the most efficient & rational way in which human activity can be organised.
Hierarchies are necessary to maintain order, to maximise efficiency & to eliminate favouritism.
The Hawthorne Studies (Experiments) were conducted from 1927-1932 at Western Electric Hawthorne Workers in Chicago ; which was engaged in producing bells & other electrical equipment for telephone industry.
George Elton Mayo (1880-1949) was born on 26th December, 1880 in Adelaide, Australia. He is known for his research including the “Hawthorne Studies”, & his book “The human problems of an Industrialised civilization”.
The conclusion of the study is the work performance of people is dependent on both social issues & job content. He suggested a tension between workers’ “logic of sentiment” & managers “logic of cost & efficiency” which could lead to conflict within organizations.
Mayo has conducted a series of experimental observations in plant & interview of employees. These are:
Illumination Experiment (1924-27)
Relay Assembly Test Room Experiments (1927)
Mass Interviewing Programme (1928-31)
Bank Wiring Observation Room Experiments (1931-32)
Chester Irving Barnard was a telecommunication executive looked at systems of the organization.
The author focused on two basic theories: the theory of Authority & theory of initiatives. Both are seen in the context of a communication system.
Everyone should know the channels of communication.
Everyone should have access to the formal channels of communication.
Lines of communication should be a short & as direct as possible.
Mary Parker Follett has focused on dynamics of the organization & groups. She has advocated “Pull” rather than “Push” approach for employee motivation.
She has differentiated between “Power Over” & “Power With” and given ideas on negotiation, conflict resolution, power sharing etc.
Conflict resolution through integration often results in a win-win situation. Integration refers to identifying & meeting each party’s underlying & often compatible need.
Intro ppm
1. The document discusses several concepts in management including definitions of management provided by Koontz and Fayol, characteristics of management, and principles of management.
2. It also summarizes the Hawthorne experiments which studied the impact of workplace conditions on productivity and found social factors to be important motivators.
3. Major management thinkers discussed include Frederick Taylor with his scientific management principles, Fayol's administrative management principles, and Max Weber's bureaucracy model.
Basic concept of management
Management involves planning, organizing, directing, and controlling organizational activities and resources to achieve goals. Scientific management theories developed methods for breaking down jobs and setting productivity standards, while classical theories identified key management functions and principles. Later, the human relations movement emphasized that non-financial rewards and good working conditions motivate employees through satisfying informal work groups. Current approaches integrate multiple factors in managing complex organizations.
The Evolution of Management Thinking
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
PM chapter 1 2022.pptx
This document provides an overview of management theory and practices. It begins by defining management and discussing Peter Drucker's contributions. It then explains the key functions of management: planning, organizing, staffing, leading, and controlling. The document outlines different approaches to management including classical, behavioral, and contingency theories. It discusses scientific management, administrative management, and bureaucratic management. Important thinkers and their contributions are summarized such as Taylor, Fayol, Weber, Follett, and McGregor. The Hawthorne studies are also briefly explained. Overall, the document provides a comprehensive introduction to the basis of global management theory.
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