The document discusses the evolution of management thinking over time from classical perspectives focused on efficiency and control to more humanistic approaches emphasizing employee satisfaction and engagement. It outlines management philosophies from scientific management to modern developments like learning organizations and knowledge management that seek flexible, adaptive solutions tailored to unique organizational contexts. The evolution reflects changing needs of organizations and new insights from fields like psychology about motivating and leading people.
Management is the organizational process that includes strategic planning, setting objectives, managing resources,deploying the human and financial assets needed to achieve objectives, and measuring results. Management also includes recording and storing facts and information for later use or for others within the organization.
Management is the organizational process that includes strategic planning, setting objectives, managing resources,deploying the human and financial assets needed to achieve objectives, and measuring results. Management also includes recording and storing facts and information for later use or for others within the organization.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
LMC explains the 6 management theories created in the 19th & 20th century. These theories describe the different ways management can be conducted or formulated.
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
LMC explains the 6 management theories created in the 19th & 20th century. These theories describe the different ways management can be conducted or formulated.
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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Biological screening of herbal drugs: Introduction and Need for
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Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. Why history?
• Management philosophies and organization
forms change over time to meet new needs.
Knowing the history will
– give you a perspective
– Provide sense of contect and environment
– Enhance strategic thinking
• Some ideas and practices from the past are still
relevant and applicable to management today
4. CLASSICAL PERSPECTIVE
Scientific Management (F. Taylor)
“The system rather than man should come first”
Bureaucratic Organizations (M. Weber)
Rational way to manage
Administrative Principles
( H. Fayol, Follett, C. Barnard)
Organizations are social
5. Scientific management: Efficiency is
everything
Context & challenges How to increase productivity?
How to be more efficient?
- Industrial revolution, division of How to de-skill the labour?
labour (A. Smith)- factory system
- US civil war & unification of the
country
- Mass transportation and railways SIMPLIFY THE
between East & West
PRODUCTION PROCESS
- Dev’t of national market: larger
size
- Opportunity for economies of
scale: growth pressure
- Conflicts with the labour force : Time & Motion studies (Gilbreath)
skilled workers control all. in order to establish standards and
- Control and management precise rules for production,
processes inadequate to cope with selection of workers, training.
this growth. Fordism: Assemly line(process)
7. Bureaucratic organizations (Max
Weber 1864-1920) : Impersonal entities
Context and Challenges Features: Rational way to
manage
European employees were loyal
to a single individual rather • Clear division of labour with
than to the organization or its clear definition of authority and
mission responsibility
Resources used to realize • Positions organized in a
individual desires rather than hierarchy of authority
organizational goals
• Formal record keeping
• Separation of ownership and
management
• Strict rules and procedure
8. Administrative principles: A general
perspective H. Fayol, Mary. F. Follett; Chester Barnard.
New managerial concepts introduced:
• Fayol: the management functions.
– Unity of command- one commander
– Division of work- specialisation
– Unity of direction – grouping similar activities
– Scalar Chain – chain of authority for everyone
– Span of control- limit to supervision
• Follett: Ethics-power-empowerment
• C. Barnard: Informal organizations- naturally
occuring groups. Organization is social. Mgt
should treat employees well.
10. Humanistic perspective Movement:
“Social scientific management”
Context and Challenges:
• Classical management increased efficiency and
productivity but ignored social and human context.
• 1929 Great Depression in USA. Wagner Act (1935)
about workers rights and unions.
• Hawthorne studies, experimental studies : Positive
treatment and motivation links:
• Emphasized understanding human behavior, needs, and
attitudes in the workplace
Human Resource management.
11. Human relations Movement
Human Relations Movement
Emphasized satisfaction of employees’
basic needs as the key to increased
worker productivity
Highly inspired by the results of Hawthorne
studies
12. Hawthorne studies by Elton Mayo
• Started in 1895
• Four experimental & three control groups
• Test pointed to factors other than illumination for
productivity
• Factor that increased output, Human Relations
– Social norms determine behaviour at work
– Group affects individual
– Money is less a factor for productivity
13. Human Resource Perspectiv
Human Resource Perspective
Suggests jobs should be designed to meet higher-level
needs by allowing workers to use their full potential:
Motivation and leadership theories
Maslow and hierarchy of needs
McGregor Theory X and Theory Y
Skinner: Operant conditioning
McClelland: Motivation theories
Herzberg: Motivation theories
Hackman & Oldham Task/job characteristics
Fiedler: leadership theories
14. MASLOW HIERARCHY OF NEEDS
Self-actualisation
Self-esteem
Social
Safety
Psysiological
15. Douglas McGregor Theory X & Y
1906-1964
Theory X Theory Y
• Men dislike work –will • Men do not dislike work
avoid it • Self direction and self
• Must be coerced, control
controlled, directed, or • Seek responsibility
threatened with • Imagination, creativity
punishment widely distributed
• Prefer direction, avoid • Intellectual potential only
responsibility, little partially utilized
ambition, want security
16. Behavioral Sciences Approach
• Applies social science in an organizational
context
• Draws from economics, psychology,
sociology, anthropology, and other
disciplines
– Understand employee behavior and
interaction in an organizational setting
– OD – Organization Development
• Socio technical approaches- participative mgt
• Structural approach – org design
17. Post-War management
approaches
Managerial Science approach
More recent developments-
Systems Theory
Contingency View
Total Quality Management
(TQM)
18. Management Science Perspective
• Emerged after WW II
• Applied mathematics, statistics, and other
quantitative techniques to managerial
problems
Operations Research – mathematical
modeling
Operations Management – specializes in
physical production of goods or services
Information Technology – reflected in
management information systems
19. Contingency View of Management:
Flexible approach
• Management is not universal and each situation is
unique.
• No universal principles
• Contingencies: Industry –technology- environment-
cultures- size: “Contingency for “goodness of fit”
between environment and organization structure.
20. TQM: Total Quality Management
(E. Deming)
• First time applied in Japan
• Focuses on managing the total
organization to deliver quality to
customers.
• Four significant elements are
– Employee involvement
– Focus on the customer
– Benchmarking
– Continuous improvement ( 0% defect)
22. Learning Organizations
OPEN
INFORMATION
LEARNING
ORGANIZATION
TEAM BASED EMPOWERED
STRUCTURE EMPLOYEES
No ready remedies- innovative thinking
Everybody engaged in solving problem- empowerment
Continous change- information and transparency
23. Technology Driven Workplace:
Example: E-commerce
Business-to-Consumer B2C
Selling Products and
Services Online ( Dell)
Business-to-Business B2B Consumer-to-Consumer C2C
Transactions Between Electronic Markets
Organizations(supply chain) Created by Web-Based
Intermediaries (arabam.com)
24. Knowledge management
Technology offers and supports information gathering
and disseminating. Examples of positive
consequences:
- CRM- Customer Relationship Management (Turkcell)
- Outsourcing
- Banks and credit cards
- i.e. Call centers, leaflets
- Other international examples
- Arup
- Tetra Pak
25. The term “Knowledge management”
(Peter Drucker)
According to Drucker:
• There is NO one right organizational structure
• There is NO one right way to manage people
• Technical markets are NOT given
• Management is NOT internally focused
• Management scope is NOT defined legally:
• Therefore, the management should seek to get
information and acquire knowledge, manage and use
this knowledge in order to survive and succeed. For that
to happen, the management should foster a culture of
continuous learning and knowledge sharing.
26. On the overall ..
• All approaches may co-exist
• All approaches are still valid in the
workplace
• However, trends are towards more flexible
structures and balance between efficiency
and effectiveness.
Focus on
Focus on Learning
Efficiency organizations
27. New organizational paradigms:
Flexibility is the rule
Mechanistic Organic
organizations organizations
Learning organizations:
Iron Cage experiment
Departments
risk taking
Highly formal
sharing knowledge
Little participation
Full participation in problem
Limited information network solving
Less formalization
X-functional hierarchical teams
28. General Trends in organizations
Industrial Post industrial
Labour Knowledge
Predictable environment Uncertainty & Speed
Mass production Flexibility
Routine technology Innovation
Hierarchical structures Networks/Horizontal
Growth-efficiency-control Outsourcing
Centralised decision making Decentralization
30. What forces organizations and
management to change?
SOCIAL Values, needs ,
FORCES standards of behavior
MANAGEMENT &
ORGANIZATIONS
forces that affect the
availability, production,
& distribution of a ECONOMIC POLITICAL influence of political
society’s resources FORCES FORCES and legal institutions
among competing on people &
users organizations
& TECHNOLOGICAL CHANGES......
Assemly line efficiency: Productivity (1909) 1916 14,000 506,000 Price 850 360 Profitability %25,7 %31,4 Supply increase--- marketing tools and techniques Who are my customers? Cosumer society. Workers are loyal because they have payment obligations. Finally inhuman task force- task too simple- relentless speed- strick class divide- But for the fiirst time, workres class earned money and raised standard of living. Chaaper labour markets. In Germany: Focus on quality as much on quantity In Japan: Cheaper labour markets and instaed of domestic markets, excess production was exported. And TQM or quality assurance production in Japan. INDUSTRIES: CAR- FOOD-RETAIL In other markets, the markets were smaller.
Chester Barnard: Studying at Harvard. Could not finish.. Woorked at AT & T and became president.
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