Introduction to management
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This document discusses the key concepts and principles of management. It defines management as the process of coordinating organizational activities and planning for the future. Management involves forecasting, planning, organizing, commanding, coordinating, and controlling organizational activities. The document also discusses management as both an art and a science, involving creative problem-solving skills as well as systematic processes. It outlines Henri Fayol's six primary management functions and fourteen principles of management, such as division of labor, unity of command, and centralization of decision-making. Overall, the document provides an overview of classic management theories and principles.
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Theories of management
The document discusses several theories of management including:
1) Scientific Management Theory proposed by Frederick Taylor which emphasized time-motion studies, piece-rate wages, division of labor, and functional foremanship.
2) Bureaucratic Theory proposed by Max Weber which advocated for hierarchies, rules, impersonality, and career advancement based on qualifications.
3) Administrative Management principles proposed by Henri Fayol including planning, organizing, commanding, coordinating, and controlling.
4) Human Relations Approach advocated by Mary Parker Follett and Elton Mayo which emphasized cooperation between employers and employees, job satisfaction, and team spirit.
Principles and practices of Management
The document discusses various concepts related to management including definitions of management, principles of management, and approaches to management. It provides definitions of management from several scholars such as Drucker, Koontz, and Griffin. It also discusses Henri Fayol's 14 principles of administration which include division of labor, authority and responsibility, unity of command, and others. Additionally, the document covers Frederick Taylor's scientific management approach and its techniques such as time study and motion study. It notes criticisms of scientific management from both worker and employer viewpoints.
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Legendary Management Guru, Business Administrator and Great Philosopher , HENRY FAYOL about his very important 14 Principles of Management
Evolution of management
This document provides an overview of the evolution of management theories from ancient civilizations to modern times. It discusses early management practices in ancient Egypt, Babylon, China, and among Hebrews. It then outlines several classical management schools from 1880-1950 including scientific management theorists like Taylor and Gilbreth, as well as Weber's bureaucracy theory and Fayol's 14 principles of management. The document also discusses neoclassical thinkers like Mary Parker Follett who emphasized common goals and ethics over command-style hierarchies.
Neo classical management theories
The document discusses the neo-classical approach to management theory, which includes the human relations movement and behavioral theory. The human relations movement was pioneered by Elton Mayo through the Hawthorne Studies in the 1920s-1930s. A key finding was that social and psychological factors strongly influence worker productivity. Behavioral theory built upon this by focusing on how managerial behavior can motivate employees and encourage commitment to organizational goals through participation and making managers more sensitive to employee needs. Both theories emphasized that organizations are social systems and that human resources are the most important asset.
Functions of management
The document discusses the four main functions of management: planning, organizing, leading, and controlling. It provides details on each function, including definitions and characteristics. Planning involves defining goals and strategies. Organizing is arranging work and structure. Leading includes leadership, motivation, and communication. Controlling involves evaluating performance against plans. The document was written by Gaurav Dabhi, Kishan patel, and Hardik Gohel for a management class.
henri mintzberg theory
Henri Mintzberg identified 10 managerial roles that can be categorized into 3 groups: interpersonal, informational, and decisional. The interpersonal roles are figurehead, leader, and liaison which involve interaction with people. The informational roles are monitor, disseminator, and spokesperson which involve collecting and sharing information. The decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator which involve different approaches to decision making.
Evolution of management thought
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
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Theories of management
The document discusses several theories of management including:
1) Scientific Management Theory proposed by Frederick Taylor which emphasized time-motion studies, piece-rate wages, division of labor, and functional foremanship.
2) Bureaucratic Theory proposed by Max Weber which advocated for hierarchies, rules, impersonality, and career advancement based on qualifications.
3) Administrative Management principles proposed by Henri Fayol including planning, organizing, commanding, coordinating, and controlling.
4) Human Relations Approach advocated by Mary Parker Follett and Elton Mayo which emphasized cooperation between employers and employees, job satisfaction, and team spirit.
Principles and practices of Management
The document discusses various concepts related to management including definitions of management, principles of management, and approaches to management. It provides definitions of management from several scholars such as Drucker, Koontz, and Griffin. It also discusses Henri Fayol's 14 principles of administration which include division of labor, authority and responsibility, unity of command, and others. Additionally, the document covers Frederick Taylor's scientific management approach and its techniques such as time study and motion study. It notes criticisms of scientific management from both worker and employer viewpoints.
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Functions of management
The document discusses the four main functions of management: planning, organizing, leading, and controlling. It provides details on each function, including definitions and characteristics. Planning involves defining goals and strategies. Organizing is arranging work and structure. Leading includes leadership, motivation, and communication. Controlling involves evaluating performance against plans. The document was written by Gaurav Dabhi, Kishan patel, and Hardik Gohel for a management class.
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The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
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- Mayo's Hawthorne Studies highlighted the importance of informal groups and social factors in impacting worker productivity.
- McGregor's Theory X and Theory Y described assumptions about human motivation in the workplace and how management styles should adapt.
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1. Management is defined as the process of planning, organizing, directing, and controlling resources to achieve organizational goals. It involves functions like goal setting, performance evaluation, and developing an operating philosophy.
2. Management is a continuous process that involves getting work done through people in a formal group setting. It uses knowledge from various disciplines like economics, psychology, and sociology.
3. Management aims to utilize resources efficiently and improve performance to satisfy stakeholders like owners, employees, customers, and the public. The primary objective is to run the enterprise smoothly and earn a profit.
Evolution of management thought
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
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This document provides an overview of several management theories: classical theory, scientific management, administrative management, bureaucratic management, neo-classical theory, human relations theory, and behavioral science approach. It defines each theory, discusses their key contributors like Taylor, Fayol, and Mayo, and summarizes their main principles and concepts. The document traces the evolution of management thought from a focus on efficiency under classical theory to consideration of human factors in neo-classical, human relations, and behavioral theories.
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The document discusses various concepts and approaches in management:
- It defines management as the process of designing environments where people work together to accomplish goals. Key functions include planning, organizing, directing, and controlling.
- Early theorists like Fayol and Taylor focused on scientific principles of management including division of labor and time/motion studies.
- Mayo's Hawthorne Studies highlighted the importance of informal groups and social factors in impacting worker productivity.
- McGregor's Theory X and Theory Y described assumptions about human motivation in the workplace and how management styles should adapt.
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This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
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1. Management is defined as the process of planning, organizing, directing, and controlling resources to achieve organizational goals. It involves functions like goal setting, performance evaluation, and developing an operating philosophy.
2. Management is a continuous process that involves getting work done through people in a formal group setting. It uses knowledge from various disciplines like economics, psychology, and sociology.
3. Management aims to utilize resources efficiently and improve performance to satisfy stakeholders like owners, employees, customers, and the public. The primary objective is to run the enterprise smoothly and earn a profit.
Evolution of management thought
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
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Management involves using a business's resources efficiently to produce goods and services. The management process includes planning goals and actions, organizing employee roles, staffing the business, leading employees, and controlling performance. Managers take on interpersonal, information, and decision-making roles. They need conceptual skills to understand the business, human relations skills to work with people, and technical skills for specific job duties. Effective management requires balancing these roles and skills at different levels of the organization.
Scientific management
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This document discusses key concepts in management including:
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2. Fayol identified 14 principles of management, including division of work, authority and responsibility, discipline, unity of command, and unity of direction. He argued these principles were necessary for efficient and effective organizational functioning.
3. Specifically, Fayol's principles emphasized specialization of roles and tasks, clear lines of authority and accountability, coordination of efforts, and subordination of individual interests to company objectives. He believed management should balance centralization of decision-making with empowerment of lower levels.
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Management,administration and some basic principle
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Introduction to management
- 2. Management is essential in all organized effort, be it business activity or any other activity. Management is the dynamic life giving element in every organization. It is management element that co-ordinate current organizational activities & plan future ones.
- 3. Mary Parker Follet stated, “Management is an art of getting things done through people.” Harold Koontz wrote, “Management is an art of getting things done through and with people in formally organized groups.”
- 4. Henri Fayol defines, “To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control.”
- 5. Group Activity ProcessResult Oriented All Pervasive Multidisciplinary Professional Approach Dynamic Intangible
- 7. Art uses the known rules & principles and uses the skill, expertise, wisdom, experience to achieve the desired result. Relation between Art & Management: (I) Innovative (II) Personal Skill (III)Creativity (IV) Intelligence
- 8. Science is a collection of systematic knowledge, collection of truths and conclusion after continuous study and experiments. Relation between Science & Management: (I) Universally Accepted (II) Cause-Effect Relationship (III)Systematic Decision Making
- 9. Management has two faces like a coin; on one side it is art and on the other it is science. Management has got scientific principles which constitute the elements of Science and Skills and talent which are attributes of Art.
- 10. Levels of management are the convenient platforms created managing the activities of business. Normally, there are three levels, (A) Top Level Management (B) Middle Level Management (C) Lower Level Management
- 11. TOP LEVEL MANAGEMENT MIDDLE LEVEL MANAGEMENT LOWER LEVEL MANAGEMENT CEO, other senior executives, board of directors and corporate staff Divisional managers and staff Functional managers
- 13. Henri Fayol (1841-1925) He has proposed that there are six primary functions of management and 14 Principles of Management.
- 14. 1. Division of labour Work of all kinds must be divided & allotted to various persons according to their expertise in a particular area. 2. Authority & Responsibility Authority refers to the right of superiors to get exactness from their sub-ordinates. Responsibility means obligation for the performance of the job assigned. 3. Unity of Command A sub-ordinate should receive orders and be accountable to one and only one boss at a time.
- 15. 4. Unity of Direction People engaged in the same kind of business or same kind of activities must have the same objectives in a single plan. 5. Equity The employees should be treated with kindness & equity if devotion is expected of them. 6. Order This principle is concerned with proper & systematic arrangement of things and people.
- 16. 7. Discipline Discipline means sincerity, obedience, respect of authority & observance of rules & regulations of the enterprise. Subordinate should respect their superiors and obey their order. 8. Initiative Management should provide opportunity to its employees to suggest ideas, experiences & new method of work. 9. Remuneration Remuneration to be paid to the workers should be fair, reasonable, satisfactory & rewarding to the efforts.
- 17. 10. Stability of Tenure The period of service in a job should be fixed. 11. Scalar Chain Scalar chain is the chain of superiors ranging from the ultimate authority to the lowest. Communications should follow this chain. 12. Sub-ordination of Interest An organization is much bigger than the individual it constitutes therefore interest of the interest undertaking should prevail in all circumstances.
- 18. 13. Espirit De’ Corps It refers to team spirit i.e. harmony in the work groups and mutual understanding among the members. 14. Centralization Centralization refers to the degree to which subordinates are involved in decision making. Whether decision making is centralized (to management) or decentralized (to subordinates) is a question of proper proportion.