This document provides an overview of key concepts in management thought and evolution. It discusses definitions of management, basic concepts including management as a process and activity. It also outlines functions of management like planning, organizing, staffing, directing and controlling. Theories of management are explained, like scientific management by Taylor and administrative management by Fayol. Maslow's hierarchy of needs and McGregor's Theory X and Theory Y are also summarized. Modern approaches to management and influential management gurus are briefly introduced.

1. Management and evolution of
thought
UNIT 1

2. Definition
• Management is the creation and maintenance of an Internet meant Louis Allen
• “Management is what manager does”
• Henry Fayol
• “To manage is to forecast and plan, to organize, to command, to coordinate and
to control”
• Peter Drucker
• “Management is a multipurpose organ that manages a business, managers a
manager a worker and work”
• Koontz O Donnel
• “ Management is the creation and maintenance of an internal environment in an
enterprise where individuals working in groups can perform efficiently and
effectively towards the attainment of group chords it is the art of getting the work
done and with people informally organized groups’’

3. Basic concepts of management
• 1. Management as a process
• Management is a social process
• Management is an integrating process
• Management is a continuous process
• 2. Management as an activity
• Informational activities
• Decisional activities
• Interpersonal activities
• 3. Management as a group
• 4. Management as a discipline
• 5. Management as an economic resource

4. Nature of management
• Management is a human activity
• Management is needed at all levels of the organization
• Management is a distinct entity
• Management is all pervasive
• Management is a social obligation
• Management deals with advert achievement of predetermined objectives
• Management is a system of authority
• Management is as a profession
• Multidisciplinary
• Dynamic nature of principles
• Universality of management
• Management is a process
• Management is both a science and an art
• Management is intangible

5. Functions of management
• Planning
• Organizing
• Staffing
• Directing
• Controlling
• Responsible
• Innovation

6. Objectives of management
• Organizational objective
• personal objectives
• social objectives

7. Levels of management
• Top Level
• Middle Level
• Operative level

8. Management As Art
• Practical Knowledge
• Personal skills
• Result oriented approach
• Creativity
• Improvement through continuous practices

9. Management as science
• Systematic body of knowledge
• Universal Principles
• Scientific enquiry and experiments
• Cause and effect relationship
• Tests of validity and predictability

10. Management As Profession
• 1. Specialized body of knowledge
• 2. restricted entry/ formal methods of training
• 3. Service motive/ charging of fees
• 4. Representative professional association
• 5. Ethical code of conduct
• Arguments Against
• 1. Basically an art or practice
• 2.Not very efficient and effective
• 3. Don’t have uniform group of clients
• 4. Underdeveloped education and training facilities

11. Managerial Role
• 1. Interpersonal role
• Figurehead
• Leader
• Liaison
• 2. Informational role
• Monitor
• Disseminator
• Spokesman
• 3. Decisional role
• Enterprenuer
• Disturbance handler
• Resource allocator
• Negotiater

12. Manager skills
• Conceptual skills
• Technical skills
• Human relations skills

13. Managers competencies
• 1. communication
• Informal
• Formal
• Negotiator
• 2. Teamwork Competency
• Designing teams
• Creating a supportive environment
• Managing team dynamics
• 3. Planning and administrative competencies
• Information gathering, analysis, problem solving
• Time management
• Budgeting and financial management

14. • 4. strategic action competencies
• Understand the industry
• Understand the organization
• 5. Global awareness competencies
• Cultural knowledge
• Cultural openness
• 6. Self management competencies
• Integrity and ethical conduct
• Personal drive and resilience
• Balancing work and life issues
• Self awareness and development

15. Social responsibility of manager
• 1. Responsibility towards shareholders or
ownwers
• Reasonable dividend
• Soundness
• Information
• Protection of assets
• 2. Responsibility towards workers/ employees
• Fair wages
• Good working conditions
• Adequate service benefit
• Cooperation
• Recognition of workers right
• Opportunity for growth
• 3. Responsibility towards consumers
• Need satisfaction
• Regular flow of goods
• Courteous service
• Right information
• Fair trade practice
• 4. Responsibility towards suppliers
• 5. Responsibility towards Creditors
• 6. Responsibility towards Covernement
• 7. Responsibility towards state
• 8. Responsibility towards community

16. Scientific Theory By Taylor
• Features
• Separation of planning and
doing
• Functional Foremenship
• Elements of scientific
Management
• Bilateral mental revolution
• Financial incentives
• Economy
• Mechanism of management
• Principles
• Replacing rule of thumb
• Harmony in group action
• Cooperation between
management and workers
• Maximum output in place of
restricted output
• Development of workers
through scientific selection and
training

17. • Techniques
• Motion study
• Time study
• Standardisation
• Functional foremanship
• Diffrential piece rate system
• Other techniques
• Criticisms
• Word scientific

18. Administrative management Henri Fayol
• Principles of management
• Division of work
• parity of authority and
responsibility
• Discipline
• unity of command
• unity of direction
• subordinates interest to general
interest
• Fair remuneration to employees
• Centralization and
decentralization
• Scalar chain
• Order
• Equity
• Stability of tenure
• Initiative
• espirit De corps

19. Maslow : Hierarchy of needs theory
• Basic psychological needs
• Safety and security needs
• Social needs
• Esteem needs or ego needs
• Self actualization needs

20. Mc Gregor: Theory x Theory Y
• Theory X
• Dislike work
• They must be corrected, controlled or threatened with punishment
• Employees avoid responsibilities
• Workers place security first
• Theory Y
• employees view work as natural as rest or play
• people will exercise self direction and self control
• average person can learn to accept even seek responsibility
• ability to make innovative decisions

21. Modern Approach to management
• Quantitative approach
• Systems approach
• Contingency approach
• Social systems approach
• Decision theory Approach

22. Modern management Gurus and thinkers
• Michael porter
• Competitive strategy
• Competitive advantage
• Competitive advantage of nations
• Value chain
• C K Prahalad
• Startegic Intent , stretch and leverage
• Core competencies
• Exploring the bottom of pyramid

23. • Peter Drucker

24. Recent changes in management