The document discusses different approaches to management including scientific management, bureaucracy, and administrative management. Scientific management, developed by Frederick Taylor in the late 1800s, focuses on improving individual worker productivity through time and motion studies. Bureaucracy, proposed by Max Weber, seeks organizational efficiency and effectiveness through a formal system with clear lines of authority, roles, rules, and procedures. Administrative management, proposed by Henri Fayol, describes five core management functions of planning, organizing, commanding, coordinating, and controlling and principles for internal organization coordination.

1. SUBMITTED BY
HARSHA VERMA
MEGHA JAIN
PRIYANKA SINGH

2.  The term ‘management’ encompasses an array of
different functions
 undertaken to accomplish a task successfully.
 It is the process of designing and maintaining an
environment in which
 individuals, working to gather in groups,
efficiently accomplish selected aims.
 There are many approaches for the management
varying from a problem to
 problem solving style to the change.
 Each approach has its own limitations and
advantages.
 Management is all about ‘getting things done’.

3. 

4. Focuses on the
individual worker's
productivity
Focuses on the
overall
organizational
system
Focuses on the
functions of
management

5.  Defined by Frederick Taylor, late 1800’s.
 The systematic study of the relationships
between people and tasks to redesign the
work for higher efficiency.
 Taylor sought to reduce the time a worker
spent on each task by optimizing the way the
task was done.

6. TWO
MANAGERIAL
PRACTICES
• Piece-rate-incentive system
• Time and motion study

7.  Seeks to create an organization that leads to
both efficiency and effectiveness.
 Max Weber developed the concept of
bureaucracy. A formal system of organization
and administration to ensure effectiveness
and efficiency.

9.  Authority is the power to hold people
accountable for their actions.
 Positions in the firm should be held based on
performance not social contacts.
 Position duties are clearly identified. People
should know what is expected of them.
 Lines of authority should be clearly identified.
Workers know who reports to who.
 Rules, Standard Operating Procedures (SOPs), &
Norms used to determine how the firm operates.

10. Five management
functions
• planning
• organizing
• commanding
• coordinating
• controlling
Focused on principles
that could be used by
managers to coordinate
the internal activities of
organizations

11. 2.AUTHORITY AND
RESPONSIBILITY
3.DISCIPLINE
4.UNITY OF COMMUNITY
5.UNITY OF DIRECTION
6.SUBORDINATION OF
INDIVIDUAL INTEREST TO
THE COMMON GOAL
9.SCALAR CHAIN
10.ORDER
11.EQUALITY
12.STABILITY
13.INITIATIVE
7.REMUNERATION OF
PERSONNEL
1. DIVISION OF WORK 8.CENTRALIZATION
14.ESPRIT DE CORPS