Management Science

1. By
Dr. H.S. ABZAL BASHA, M.B.A., Ph.D.
RUHI AFREEN, M.B.A.
Assistant Professor,
Department of Management Studies,
G. Pullaiah College of Engineering & Technology,
Kurnool.
Introduction to Management
Science
Unit-I

2. Introduction
2
When human being started group activities for the attainment of
same common objectives whenever a group is formed and a group
activity is organized to achieve certain common objectives,
management is needed to direct, co-ordinate and integrate the
individual activities of a group and secure teams work to
accomplish organizational objectives. The objectives of all
business are attained by utilizing the scare resources like men,
materials, machines, money etc.

3. Definitions
3
“Management is the art of getting things done through others”.
-Mary Parker Follet.
“To manage is to forecast and plan, to organize, to command, to co-
ordinate and to control.” -Henri Fayol.
“Management is an operational process that can be dissected into
five essential managerial functions. They are: planning, organizing,
staffing, directing and leading, and controlling.”
-Koontz and O Donnel

4. Nature of Management
4
Management is a Social Process
Management also denotes a ‘Body of People’ involved in Decision Making
Management is Omnipresent and Universal
Management is Complex
Management is an inexact Science
Management is Situational in Nature
Management is a Science and also an Art
Management is a Profession

5. Importance of Management
5
•It facilitates the achievement of goals through limited resources.
•It ensures smooth sailing in case of difficulties.
•It ensures continuity in the organization
•It ensures economy and efficiency
•It focuses on group efforts.
•It is a key to economic growth.

6. Functions of Management
6
Planning
Organising
Staffing
Directing
Controlling

7. 7

8. Taylor’s Scientific Management
8
Definition: Scientific management may be defined as the “Art of knowing exactly what is to be done
and the best way of doing it”.
Scientific management is the result of applying scientific knowledge and scientific methods to the
various aspects of management and the problems that arise from them.
Scientific Management Process contained the following elements:
1. Develop a scientific method for each operation replacing opinions or rule of thumb.
2. Determine accurately in a scientific way the correct time and method for each job.
3. Develop a suitable organization to make the workers responsible.
4. Select and train the workers.
5. Convince the management that scientific approach is better than arbitrary methods of controlling
workers, and thus, they need to cooperate with workers for better results.

9. Modern Management
9
Henri Fayol is called as father of
Modern Management.
Henry Fayol developed 14 basic principles of
management. They are
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to
common
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure
13. Initiative
14. Esprit-de-corps

10. Motivation
10
Motivation is the reason for people's
actions, desires, and needs. Motivation is
also one's direction to behavior, or what
causes a person to want to repeat a
behavior. Motivation works towards a
positive stimulus or away from a negative
one, as well as the activated "seeking
phase" and consummatory "liking phase".

11. Monetary And Non Monetary Incentives To
Motivate Work Teams
11
Incentive is an act or promise for greater action. It is also called as
a stimulus to greater action. Incentives are something which are
given in addition to wagers
Monetary incentives- Those incentives which satisfy the
subordinates by providing them rewards in terms of rupees.
Non-monetary incentives- Besides the monetary incentives, there
are certain non-financial incentives which can satisfy the ego and
self- actualization needs of employees.
1.Job Security
2.Praise or recognition
3.Suggestion scheme
4.Job enrichment
5.Promotion opportunities

12. Maslow’s Hierarchy of Needs
12

13. Douglas McGregor’s Theory X &
Y
13

14. Herzberg’s 2 Factors Theory
14

15. Leader
15
Leader is a person who leads or
commands a group, organization, or
country.
Leadership is person’s ability that holds
a dominant or superior position within
its field, and is able to exercise a high
degree of control or influence over
others. (or)
Leadership is ability to influence people
to achieve the given goals in an
organization.

16. Characteristics of Leaders
16
1. Self Assessment
2. Sharp perception
3. Responsive to the group needs
4. Knowing the organisation
5. Communication
6. Motivating teams
7. Team building
8. Risk taking
9. Vision and Goal Setting.

17. Types of Leadership Styles
17
1.Autocratic leadership: Autocratic
leadership, also known as authoritarian
leadership, is a leadership style
characterized by individual control over all
decisions and little input from group
members.
2.Democratic leadership: Also known as
participative leadership or shared leadership,
is a type of leadership style in which
members of the group take a more
participative role in the decision-making
process.
3.Free-rein Leadership Style. Free-rein
leadership, also called Laissez-Faire, is a
type of leadership style in which leaders are
hands-off and allow group members to make
the decisions.

18. Decision Making
18
“Decision making is a selection
based on some criteria from two
or more possible alternatives”.
-George Terry
“A decision is an act of choice
wherein an executive forms a
conclusion about what must be
done in a given situation. A
decision represents a course of
behavior chosen from a number
of possible alternatives.”
-MacFarland
Generating Alternatives
Problem Analysis
Problem Identification
Implement & Control
Choosing the Best Alternative
Evaluating the Alternatives

19. Organization
19
Organization refers to a social group
designed to achieve certain goals.
Organization involves creating a structure
of relationships among people working
for the desired results. It refers to the
institutions wherein the management
functions are performed.
“Organisations are intricate human
strategies designed to achieve certain
objectives.”

20. Principles For Creating/ Designing
Organisations
20
1. Principle of unity of objectives
2. Principles of organizational efficiency/ Cost effective Operations
3. Span of control principle
4. Principle of specialization
5. Principle of parity of authority and responsibility
6. Principle of unity of command
7. Principle of exception
8. Principle of Flexibility
9. Principle of continuity

21. Types of Organizations
21
The traditional organizations also known as mechanistic organizations are
classified on the basis of authority relationships as follows:
1. Line organization or Military organization or Scalar organization
2. Line and Staff organization
3. Functional organization
4. Committee organization
5. Matrix organization

22. Line organization
22

23. Line and Staff organization
23

24. Functional organization
24

25. Committee organization
25

26. Matrix organization
26

27. Organic Structures
27
•Virtual Organization
•Cellular Organization
•Team Organization
•Boundary less Organization
•Inverted Pyramid
Organization

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