Managers coordinate the work of others to accomplish organizational goals. There are three levels of management: first-line managers oversee non-managers, middle managers oversee first-line managers, and top managers make organization-wide decisions. Managers work in organizations, which are social units that work toward common goals. The main functions of management are planning, organizing, leading, and controlling. Managers make decisions, allocate resources, and direct others. Effective management achieves goals efficiently and effectively.
The document discusses the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
Classical Theory of management is a branch of management theory evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the efficiency of the work process
Meaning,nature,scope,process of management & approaches of a systemsadhikakatiyar
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
This document provides an introduction and overview of leadership and management. It begins by defining key terms like manager and leader. It then discusses the differences between managers and leaders as well as between management and leadership. The document also covers the historical development of management theories from bureaucracy to scientific management to human relations approaches. Finally, it discusses several approaches to leadership, including traditional, contingency, situational, and path-goal theories of leadership.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
Management involves planning, organizing, leading, and controlling an organization to help it achieve its goals. Managers fulfill many roles like being leaders, problem solvers, and planners. They are responsible for guiding an organization's resources and staff towards accomplishing its business objectives at different management levels. Management refers to overseeing the tasks and activities required for directing an organization, including creating and maintaining an environment where people can work efficiently towards attaining group goals. It is a goal-oriented process that is essential for an organization's survival, growth, optimal resource utilization, cost minimization, and generating employment.
The document discusses the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
Classical Theory of management is a branch of management theory evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the efficiency of the work process
Meaning,nature,scope,process of management & approaches of a systemsadhikakatiyar
This document provides an overview of management concepts including:
- Definitions of management from various thinkers such as Fayol and Drucker.
- The five functions of management as planning, organizing, staffing, directing, and controlling.
- Descriptions of different management levels from top to middle to lower.
- An explanation of the system approach to management, describing organizations as open systems that interact with their environment.
This document provides an introduction and overview of leadership and management. It begins by defining key terms like manager and leader. It then discusses the differences between managers and leaders as well as between management and leadership. The document also covers the historical development of management theories from bureaucracy to scientific management to human relations approaches. Finally, it discusses several approaches to leadership, including traditional, contingency, situational, and path-goal theories of leadership.
Here are the key requirements for some common organizational resources:
Personnel:
- Recruit qualified candidates
- Onboard and train new hires
- Develop skills of current employees
- Manage performance and provide feedback
- Ensure adequate staffing levels
Technology:
- Hardware/software to support operations
- Systems for data management, security, backups
- Infrastructure for communication/collaboration
- Tools to improve efficiency and productivity
Finances:
- Revenue to cover expenses and growth needs
- Capital/funding sources for long-term investments
- Budgeting and expense management processes
- Financial reporting and accounting systems
Distribution:
- Warehousing and inventory management
- Transportation and logistics
Management involves planning, organizing, leading, and controlling an organization to help it achieve its goals. Managers fulfill many roles like being leaders, problem solvers, and planners. They are responsible for guiding an organization's resources and staff towards accomplishing its business objectives at different management levels. Management refers to overseeing the tasks and activities required for directing an organization, including creating and maintaining an environment where people can work efficiently towards attaining group goals. It is a goal-oriented process that is essential for an organization's survival, growth, optimal resource utilization, cost minimization, and generating employment.
The document summarizes classical management theories including scientific management, administrative management, and bureaucratic management. Scientific management focused on improving efficiency through tasks analysis, time-motion studies, and differential wages. Administrative management principles emphasized division of work, authority and responsibility, and discipline. Bureaucratic management was based on firm rules, hierarchies, and impersonal treatment of workers. Later, the human relations movement arose in response to classical theories, emphasizing that human factors are important for productivity and management style.
This presentation is about management as both an art and a science. It will discuss what management is, its functions in business, what art and science are, and whether management can be considered an art, a science, or both. The presentation will be given by 5 group members and will cover topics such as the definition of management, its goals and strategies, the functions of management in planning, organizing, staffing, directing, coordinating and controlling, and the characteristics of art and science in order to determine how management relates to both.
Planning is deciding in advance what actions need to be taken to achieve organizational goals. It involves setting objectives and determining alternative courses of action. Planning reduces uncertainty, utilizes resources effectively, and increases organizational effectiveness. The key steps in planning are establishing objectives and planning premises, identifying alternative courses of action, evaluating alternatives, selecting a course of action, implementation, and follow-up. Planning is important as it helps coordinate activities, control performance, encourage innovation, and strengthen competitiveness.
The document summarizes the evolution of management theories from the classical, human relations, and modern approaches, outlining key contributors and concepts such as Taylor's scientific management, Maslow's hierarchy of needs, and open systems and contingency thinking in management. It discusses theories like Fayol's administrative principles, Weber's bureaucracy, Hawthorne studies, McGregor's Theory X and Y, and lessons from Japanese management style.
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.
The document outlines 10 managerial roles grouped into 3 categories: interpersonal roles of figurehead, leader, and liaison; informational roles of monitor, disseminator, and spokesperson; and decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator. Each role is defined briefly, with examples given for some. The roles cover ceremonial, supervisory, communication, information gathering and sharing, innovation, problem-solving, resource allocation, and negotiation duties of managers.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
Meaning, Definition and importance of ManagementRajaKrishnan M
Management involves planning, organizing, leading, and controlling resources to achieve organizational goals efficiently and effectively. It is a process of coordinating activities, utilizing resources optimally, reducing costs, establishing a sound organizational structure, adapting to changing environments, and contributing to societal prosperity. Proper management leads to goal achievement, maximum output with minimum input, coordination between organizational functions, equilibrium amid external changes, and improved living standards through economic growth and employment.
The document discusses the planning process and types of planning. It describes the 10 step planning process which includes situation analysis, identifying opportunities, setting objectives, determining alternative actions, evaluating alternatives, selecting the best alternative, developing derivative plans, implementing plans, and following up. It also mentions different types of goals such as financial goals, strategic goals, stated goals, and real goals. Examples of company goals are provided.
This document summarizes different types of managerial skills, styles, and roles. It discusses three types of managerial skills: conceptual skills, human skills, and technical skills. It also outlines three levels of managers based on their position in the organizational hierarchy: top managers, middle managers, and lower managers. Additionally, it describes different types of managers based on the scope of their roles, including functional managers and general managers. Finally, it outlines four managerial styles: entrepreneur style, conservative style, scientific style, and professional styles.
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
This document provides an introduction to management concepts. It defines management as a process of designing and maintaining an environment where people work together to achieve goals efficiently. The functions of managers include planning, organizing, staffing, leading and controlling. There are three levels of management - top management sets organizational goals, middle management develops departmental goals, and supervisory management handles day-to-day operations. Managerial skills include technical, human, conceptual, and design skills. Different approaches to studying management are also outlined.
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel 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.
The document provides an overview of principles of management planning. It discusses the nature and purpose of planning, the planning process, types of planning including operational, tactical, strategic and contingency planning. It also covers objectives, setting objectives, and the importance of objectives. The planning process involves identification of opportunities, establishing objectives, developing planning premises, identifying alternatives, evaluating alternatives, selecting alternatives, formulating derivative plans, and establishing the sequence of activities. Objectives have a hierarchy, form a network, can be multiplicity, have a time span, and may be tangible or intangible.
Leadership theories aim to explain how leaders influence followers to achieve goals. Trait theories propose that leaders possess unique personality traits. Behavior theories examine how leaders behave, such as consideration for followers. Contingency theories stress that leadership style depends on situational factors. Effective leaders inspire followers, motivate them through vision and passion, and adapt their style to the maturity of followers and the demands of the situation. Trust is key to leadership, developed through integrity, benevolence, and competence. While theories provide insights, cultural context is also important for understanding leadership around the world.
The document discusses several concepts related to organizational behavior and management. It provides definitions and perspectives from various thinkers on scientific management, bureaucracy, and systems approach. Key points discussed include Taylor's principles of scientific management, Fayol's fourteen principles of management, Weber's ideal bureaucracy, and viewing an organization as an open system that interacts with its external environment.
This document discusses engineering management and key concepts in management. It introduces management topics like the functions of management, levels of management, managerial skills, roles of managers, and theories of management. Specifically, it covers classical management theories like scientific management and administrative management. Scientific management focuses on matching people and tasks to maximize efficiency, while administrative management identifies principles for efficient organization and management.
The document summarizes classical management theories including scientific management, administrative management, and bureaucratic management. Scientific management focused on improving efficiency through tasks analysis, time-motion studies, and differential wages. Administrative management principles emphasized division of work, authority and responsibility, and discipline. Bureaucratic management was based on firm rules, hierarchies, and impersonal treatment of workers. Later, the human relations movement arose in response to classical theories, emphasizing that human factors are important for productivity and management style.
This presentation is about management as both an art and a science. It will discuss what management is, its functions in business, what art and science are, and whether management can be considered an art, a science, or both. The presentation will be given by 5 group members and will cover topics such as the definition of management, its goals and strategies, the functions of management in planning, organizing, staffing, directing, coordinating and controlling, and the characteristics of art and science in order to determine how management relates to both.
Planning is deciding in advance what actions need to be taken to achieve organizational goals. It involves setting objectives and determining alternative courses of action. Planning reduces uncertainty, utilizes resources effectively, and increases organizational effectiveness. The key steps in planning are establishing objectives and planning premises, identifying alternative courses of action, evaluating alternatives, selecting a course of action, implementation, and follow-up. Planning is important as it helps coordinate activities, control performance, encourage innovation, and strengthen competitiveness.
The document summarizes the evolution of management theories from the classical, human relations, and modern approaches, outlining key contributors and concepts such as Taylor's scientific management, Maslow's hierarchy of needs, and open systems and contingency thinking in management. It discusses theories like Fayol's administrative principles, Weber's bureaucracy, Hawthorne studies, McGregor's Theory X and Y, and lessons from Japanese management style.
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.
The document outlines 10 managerial roles grouped into 3 categories: interpersonal roles of figurehead, leader, and liaison; informational roles of monitor, disseminator, and spokesperson; and decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator. Each role is defined briefly, with examples given for some. The roles cover ceremonial, supervisory, communication, information gathering and sharing, innovation, problem-solving, resource allocation, and negotiation duties of managers.
Definition
Management Objectives
Levels of Management
Management
Roles at Different Levels
The Basic Management
Theories and Principles
The Basic Management Skills
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
Meaning, Definition and importance of ManagementRajaKrishnan M
Management involves planning, organizing, leading, and controlling resources to achieve organizational goals efficiently and effectively. It is a process of coordinating activities, utilizing resources optimally, reducing costs, establishing a sound organizational structure, adapting to changing environments, and contributing to societal prosperity. Proper management leads to goal achievement, maximum output with minimum input, coordination between organizational functions, equilibrium amid external changes, and improved living standards through economic growth and employment.
The document discusses the planning process and types of planning. It describes the 10 step planning process which includes situation analysis, identifying opportunities, setting objectives, determining alternative actions, evaluating alternatives, selecting the best alternative, developing derivative plans, implementing plans, and following up. It also mentions different types of goals such as financial goals, strategic goals, stated goals, and real goals. Examples of company goals are provided.
This document summarizes different types of managerial skills, styles, and roles. It discusses three types of managerial skills: conceptual skills, human skills, and technical skills. It also outlines three levels of managers based on their position in the organizational hierarchy: top managers, middle managers, and lower managers. Additionally, it describes different types of managers based on the scope of their roles, including functional managers and general managers. Finally, it outlines four managerial styles: entrepreneur style, conservative style, scientific style, and professional styles.
This document provides an overview of fundamentals of management. It defines management as the process of achieving organizational goals through planning, organizing, leading, and controlling. It explains the importance of studying management as people will either manage others or be managed. The objectives are to define management, explain its basic functions, and understand the role and importance of management. It also outlines management functions, levels, and skills needed at each level.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
This document provides an introduction to management concepts. It defines management as a process of designing and maintaining an environment where people work together to achieve goals efficiently. The functions of managers include planning, organizing, staffing, leading and controlling. There are three levels of management - top management sets organizational goals, middle management develops departmental goals, and supervisory management handles day-to-day operations. Managerial skills include technical, human, conceptual, and design skills. Different approaches to studying management are also outlined.
This document defines management and describes its nature and scope. It states that management is the process of planning, organizing, staffing, directing, and controlling human efforts to achieve organizational goals. It then lists and describes 7 characteristics of management: it is goal-oriented, universal, an integrative force, a social process, multidisciplinary, continuous, and intangible. The document also outlines the main functions of production, marketing, financial, and personnel 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.
The document provides an overview of principles of management planning. It discusses the nature and purpose of planning, the planning process, types of planning including operational, tactical, strategic and contingency planning. It also covers objectives, setting objectives, and the importance of objectives. The planning process involves identification of opportunities, establishing objectives, developing planning premises, identifying alternatives, evaluating alternatives, selecting alternatives, formulating derivative plans, and establishing the sequence of activities. Objectives have a hierarchy, form a network, can be multiplicity, have a time span, and may be tangible or intangible.
Leadership theories aim to explain how leaders influence followers to achieve goals. Trait theories propose that leaders possess unique personality traits. Behavior theories examine how leaders behave, such as consideration for followers. Contingency theories stress that leadership style depends on situational factors. Effective leaders inspire followers, motivate them through vision and passion, and adapt their style to the maturity of followers and the demands of the situation. Trust is key to leadership, developed through integrity, benevolence, and competence. While theories provide insights, cultural context is also important for understanding leadership around the world.
The document discusses several concepts related to organizational behavior and management. It provides definitions and perspectives from various thinkers on scientific management, bureaucracy, and systems approach. Key points discussed include Taylor's principles of scientific management, Fayol's fourteen principles of management, Weber's ideal bureaucracy, and viewing an organization as an open system that interacts with its external environment.
This document discusses engineering management and key concepts in management. It introduces management topics like the functions of management, levels of management, managerial skills, roles of managers, and theories of management. Specifically, it covers classical management theories like scientific management and administrative management. Scientific management focuses on matching people and tasks to maximize efficiency, while administrative management identifies principles for efficient organization and management.
Management principle and practice - introduction to managementallblue732002
Managers coordinate the work of others to accomplish organizational goals. There are three levels of managers - first-line managers who oversee non-managerial employees, middle managers who oversee first-line managers, and top managers who make organization-wide decisions. Managers plan, organize, lead, and control work. They perform roles such as figurehead, monitor, resource allocator, and negotiator. Effective management requires technical skills, human skills, and conceptual skills. Organizations aim to achieve specific purposes through a deliberate structure of interdependent people.
This document provides an overview of management concepts including:
- Definitions of management from various thinkers and as getting work done through others.
- The functions of management including planning, organizing, staffing, directing, coordinating, and controlling.
- The evolution of management thought from scientific management to modern approaches.
- Key aspects of management such as levels of managers, managerial roles and skills, and the social responsibilities of managers.
The document provides an overview of management concepts including:
- Defining management as planning, organizing, leading, and controlling work through other people
- Explaining the historical evolution of management theories from scientific management to human relations approaches
- Describing common managerial competencies like communication, teamwork, and strategic thinking
- Outlining the different levels of management from first-line to top managers
Concepts of Management,Theory & School of Management,.pptxParthGupta524776
Management is the process of planning, organizing, directing, and controlling resources (people, finances, materials, and information) to achieve organizational goals effectively and efficiently. It involves coordinating the efforts of people to achieve the goals and objectives of an organization using available resources efficiently. Management is essential at all levels of an organization and in all types of organizations, whether it's a small business, a government agency, a non-profit organization, or a multinational corporation.
The document defines management and its key functions. It discusses management as planning, organizing, staffing, directing and controlling human efforts to achieve organizational goals efficiently and effectively. It also summarizes Fayol's 14 principles of management which include division of labor, unity of command, equity and discipline. Management involves balancing efficiency and effectiveness to attain goals. The roles of managers include interpersonal, decisional and informational roles like leading, negotiating and monitoring.
Management involves designing and maintaining an environment where individuals work together efficiently to achieve goals. The document discusses the changing role of CEOs, key characteristics of management, major contributors to management thought, and describes management as both a science and an art. It also outlines the five main managerial functions of planning, organizing, staffing, leading, and controlling.
This document provides an overview of management concepts. It begins by defining management and discussing its importance. It then examines the roles and functions of managers, including the four main functions of planning, organizing, staffing, directing and controlling. The document also explores theories of management including scientific management, administrative principles, and the Hawthorne studies. It analyzes how these theories shaped modern approaches to management and the importance of behavioral science concepts.
This document provides definitions and explanations of key management concepts. It begins by defining management as "the art of getting things done through people" and as "a process consisting of planning, organizing, actuating and controlling." It then discusses the nature and characteristics of management, functional areas of management including production, marketing, finance, and personnel, and levels of management from top to middle to front-line managers. The document also covers management theories including scientific management, administrative management, bureaucracy, and modern approaches such as quantitative, systems, and contingency theories. Finally, it addresses concepts related to the management functions of planning, organizing, staffing, directing, and controlling.
Principles of Management Module 1-4 ppt.pptxjackwin4
The document provides an overview of key concepts in management including definitions of management, managerial roles and functions, and perspectives on management in the context of an evolving global business environment. It discusses management as both an art and a science, levels of management, managerial skills, objectives of management, and the internal and external environment. It also covers functions of management, managerial roles, characteristics of management, challenges of global management, strategies for innovation and entrepreneurship.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, management functions, levels of managers, managerial roles, skills needed for managers, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern approaches. The document is intended as an introductory guide to foundational management topics.
This document provides an overview of perspective management concepts from Prof. Jairaj Kochavara in August 2010. It includes lists of recommended books on management, basic definitions of key terms like organization, management, and manager. It also discusses the responsibilities and functions of managers in managing businesses, managers, workers, and time. The document outlines goals and forces that influence organizational behavior, important managerial competencies, and definitions of management and the interrelated functions of planning and controlling.
This document provides an overview of key topics in management including strategic planning, human resource management, marketing, and product management. It defines management and outlines its functions including planning, organizing, staffing, leading, and controlling. It describes the roles and skills of managers at different levels and discusses strategic planning processes. The levels of management and importance of functions to each level are also summarized.
This document provides an overview of management concepts including definitions of management, the nature and purpose of management, levels and types of managers, managerial roles and skills, and the social responsibility of managers. It also discusses the evolution of management thought from classical to modern perspectives. Some key points covered include definitions of management as the process of getting work done through others, the functions of management such as planning and organizing, and different managerial roles like figurehead and leader. The document also addresses the characteristics of successful managers and their skills at different levels.
This document provides an introduction to management principles for students in a Bachelor of Science program in Human Resource Management. It defines management and key terms, describes the four classic managerial functions of planning, organizing, leading, and controlling. It also discusses managerial roles, skills, levels of management, and the universal nature of management. The challenges facing management today include managing global organizations, building competitive advantage, increasing performance while maintaining ethics, and adapting to new technologies.
The document provides an introduction to management concepts including definitions of management, nature and characteristics of management, functional areas of management, levels of management, and approaches to management thought such as scientific management and administrative management. It discusses topics such as planning, organizing, staffing, directing and controlling as key functions of management. The document also outlines concepts like objectives, policies, procedures, and strategies that are important to the management process.
Principles of Management (MG 6851) Unit i AntBMaro
Topics Covered :
Definition of Management
Science or Art
Manager Vs Entrepreneur
Types of managers managerial roles and skills
Evolution of Management – Scientific, human relations , system and contingency approaches
Types of Business organization - Sole proprietorship, partnership, company-public and private sector enterprises
Organization culture and Environment
Current trends and issues in Management.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The document discusses:
- Definitions of management from various perspectives
- The four main resources that organizations use: human, financial, physical, and information
- The roles and skills of managers at different levels in an organization
- Key concepts in management like productivity, effectiveness, efficiency, and the evolution of management thought
- The five main functions of all managers as planning, organizing, staffing, leading, and controlling
Organisational transformation of securities brokerage firmsArun Verma
This document discusses the organizational transformation of securities brokerage firms under electronic commerce environments. It presents a model relating environmental factors, transformation strategies, and performance. The strategies examined include adding product value, technology adoption, organizational changes, diversification, management systems, and marketing. The document reviews relevant literature and proposes relationships between the constructs. It describes a study using survey data and case studies to validate relationships in the model and understand brokerage firm behaviors under electronic commerce.
Marketing of stocks by brokerage firms role of financial analystsArun Verma
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time by helping people feel more relaxed and focused.
Negotiated brokerage commissions and the individual investorArun Verma
This document analyzes negotiated brokerage commissions for individual investors following the deregulation of commission rates in 1975. It summarizes:
1) The study examines commission rate discounts obtained by over 8,000 individual investors of a large retail brokerage firm between 1975-1979, finding discounts became more common and larger over time.
2) Discounts were related to characteristics of investors and trades, such as account size and transaction volume, in plausible ways.
3) However, discounts did not fully offset a general trend of rising commission costs for small investors at full-service brokers following deregulation.
The World Trade Organization (WTO) came into force in 1995 and replaced the GATT Secretariat. The key bodies of the WTO include the Ministerial Conference, General Council, Trade Policy Review Body, Dispute Settlement Body, Councils on Trade in Goods and Services, Secretariat, and committees on Trade and Development and Trade and Environment. The Ministerial Conference is the governing body that meets every two years, while the General Council oversees day-to-day operations. The Dispute Settlement Body implements dispute resolution processes and the Secretariat administers the organization.
The document summarizes the history of the World Trade Organization (WTO) and its predecessor the General Agreement on Tariffs and Trade (GATT). It discusses how following World War II, nations sought to establish international economic institutions including the IMF, World Bank and intended International Trade Organization (ITO) at the Bretton Woods conference. However, the ITO failed to be established, so the GATT became the provisional agreement to liberalize trade instead. The GATT was successful in reducing tariffs through negotiation rounds but protectionism shifted to non-tariff barriers. The WTO was established in 1995 through the Uruguay Round, strengthening trade rules and establishing new agreements on services, intellectual property, agriculture, and dispute
The document discusses rules governing industrial subsidies under World Trade Organization (WTO) agreements. It explains that the Agreement on Subsidies and Countervailing Measures (SCM) and the Agreement on Agriculture establish rules for industrial and agricultural subsidies respectively. The SCM Agreement categorizes subsidies as prohibited, actionable, or non-actionable depending on their trade distorting effects. Prohibited subsidies include export subsidies, while actionable subsidies can be challenged if they cause serious prejudice or injury to another country's industry. Developing countries receive special treatment including transitional periods to phase out certain subsidies.
The document introduces the ASEAN Economic Community (AEC), which aims to create a single market by 2015. It discusses ASEAN's structure and key elements of economic integration like the ASEAN Free Trade Area. While progress has been made in reducing tariffs and facilitating the flow of goods, services and investment, ASEAN lacks strong central governance and enforcement mechanisms relative to groups like the EU. The development of the AEC faces tensions between further economic integration and members' reluctance to yield sovereignty.
Mandatory and voluntary product standardArun Verma
The document discusses mandatory and voluntary product standards as well as sanitary and phytosanitary regulations. It explains that countries often require imported products to meet domestic standards for health and safety reasons. The Agreement on Technical Barriers to Trade provides that such standards should not create unnecessary obstacles to trade and should be based on scientific evidence and internationally agreed standards. Voluntary standards can also affect trade if they differ significantly across countries. The Agreement on the Application of Sanitary and Phytosanitary Measures establishes similar rules for sanitary and phytosanitary regulations of agricultural products.
This document discusses labor standards and the World Trade Organization. It makes the following key points:
1. While improving labor conditions in developing countries is an important goal, attaching strict labor standards to trade agreements will likely not achieve this and may make things worse for workers in poor countries by reducing employment opportunities.
2. Mandating higher labor standards that exceed a country's level of productivity will push more workers into informal sectors with even poorer conditions rather than improving wages and conditions overall.
3. A better approach is for developed countries to assist workers impacted by trade through retraining programs, and for developing countries to continue economic development efforts through organizations like the World Bank to raise living standards over the long run.
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2. Who Are Managers?
Manager
Someone who works with and through other people by
coordinating their work activities in order to accomplish
organizational goals
2
3. Types of Managers
First-line Managers
Are at the lowest level of management and manage the work of
nonmanagerial employees
Middle Managers
Manage the work of first-line managers
Top Managers
Are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire organization
3
5. Where Managers Work
Organization
A consciously coordinated social unit,
composed of two or more people, that
functions on a relatively continuous basis
to achieve a common goal or set of
goals.
5
6. Definition of Management:
Management is the process of designing and maintaining an
environment in which individuals, working together in
groups, efficiently accomplish selected aims
6
7. Definitions of Effectiveness and
Efficiency
Productivity implies effectiveness and efficiency in individual
and organizational performance
Effectiveness is the achievement of objectives
Efficiency is the achievement of the ends with the least
amount of resources (men, money, material, machinery,
time etc.)
7
9. What Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to
attain goals
Managers (or administrators)
Individuals who achieve goals through other people.
9
10. What Do Managers Do?
Functional Approach
Planning
Organizing
Leading
Controlling
10
13. Management Functions (cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.
13
15. Management Functions
Planning
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Lead to
Organizing
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Leading
Directing and
motivating all
involved parties
and resolving
conflicts
Controlling
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose
15
20. What Do Managers Do? (cont’d)
Skills Approach
Technical skills
Human skills
Conceptual skills
20
21. Management Skills
Technical skills
The ability to apply specialized
knowledge or expertise.
Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.
Conceptual Skills
The mental ability to analyze and
diagnose complex situations.
21
22. Exhibit 1.4 Skills Needed at Different
Management Levels
Top
Managers
Middle
Managers
Lower-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills
22
23. What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some
specific purpose
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
23
24. Exhibit 1.6 The Changing Organization
Traditional
Stable
Inflexible
Job-focused
Work is defined by job positions
Individual-oriented
Permanent jobs
Command-oriented
Managers always make decisions
Rule-oriented
Relatively homogeneous workforce
Workdays defined as 9 to 5
Hierarchial relationships
Work at organizational facility during specific hours
New Organization
Dynamic
Flexible
Skills-focused
Work is defined in terms of tasks to be done
Team-oriented
Temporary jobs
Involvement-oriented
Employees participate in decision making
Customer-oriented
Diverse workforce
Workdays have no time boundaries
Lateral and networked relationships
Work anywhere, anytime
24
25. Management: Definition
Acc to Harold Koontz: Management is the art of getting
things done through & with an formally organized group
Acc to Henry Fayol: To manage is to forecast & plan, to
organize, to co-ordinate and to control
PODSCCRB:
- Planning, Organizing, Directing, Staffing,
Controlling, Co-ordinating, Reporting & Budgeting
25
26. Features of Management
Art as well as Science
Management is an activity
Management is a continuous process
Management achieving pre-determined objectives
Organized activities
Management as a system
Management is a discipline
26
27. Features of Management
Management is a distinct entity
Management aims at maximising profit
Management is a purposeful activity
Management is a profession
Universal application
Management is getting things done
Management is needed at all levels
27
28. Importance of Management
Management meet the challenge of change
Accomplishment of group goals
Effective utilization of resources
Effective functioning of business
Resource Development
Sound organization Structure
Management directs the organization
Integrates various interests
Stability
28
30. ORGANISATION THEORIES
The theories are crafted in view of the basic production being
Replaced my mass production, to organize technology-
information-manpower interface for proper coordination of
Activities of large number of people and increased efficiency.
Major theories are:
1. Classical Theory
2. Neo-Classical Theory
3. Modern Theory
30
32. a) Scientific management
Introduced by F.W. Taylor in USA in the beginning of 20th
century.
He is called as the Father of Scientific Management
Focus on improving the efficiency of the workers.
32
33. Principles of Scientific
Management
Task fragmentation
Scientific Analysis of the jobs being done to select the best
method of doing the task
Standardization of tools and methods for production
Scientific selection through specialization
Financial Incentives and rewards
Training
Demarcation of responsibilities between management and
workers
33
34. Limitations of scientific
mangement
34
Mechanical approach considering worker an adjunct to
machines
Narrow specialization due to fragmentation of jobs
Routinization of jobs leading to boredom, short job cycles,
lack of autonomy hence worker distress
More of a “SYSTEMATIC” approach than being scientific
“Command and control” system
“conception and planning” being separated from “execution”
Wages not being increased in proportion of production
Required to perform consistently at high level of efficiency
35. B. Administrative Management
Henry Fayol (1841-1925), a french industrialist
Given :
Elements of Management- Planning, Organizing,
Commanding, Co-ordination & Control
Qualities of Manager: Physical, Mental, Moral, General
Education, Special Knowledge & Experience
Categories of operations: technical, commercial, financial,
security, accounting, management
Principles of Management
35
36. Principles of Management
1. Division of labour
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to common good
7. Remuneration
8. Centralisation
9. The hierarchy
10. Order
11. Equity
12. Stability on staff
13. Initiative
14. Esprit de corps
36
37. Principles by Luther gullick and Lyndall Urwick; an
extension to Fayol
37
Fitting people to the organization structure
Recognizing one top executive as the source of authority
Adhering to the unity of command
Using special and general staff
Departmentalizing by purpose, process, persons and place
Considering appropriate spans of control
Delegating and utilising the exception principle
Marking responsibility commensurate with authority
39. Limitations of Admin. Mgmt
principles
39
Behavioral, cultural and social components ignored
No emphasis on variations in human response towards
management processes like planning, directing and
controlling
Rational approach towards human factor
40. C. Bureaucracy
Given by Max Weber, a German sociologist.
Known as father of Bureaucracy
Proposed that bureaucracy provides most efficient
framework for designing business, government, military and
other complex organisations
40
41. Principles Of Bureaucracy
Division of labor based on functional specialization, individual
specialization, task allocation according to competence
Well defined hierarchy of authority
Rational legal authority (rank/position)
Traditional authority (monarch)
Charismatic authority (mass appeal/ special powers)
A system of procedures to deal with work situations
System of record keeping
A system of promotion and selection for employment based on
technical competence
Rational decision making based on fairness, justice and equity
Adherence to norms, code of conduct ; consistency of actions
Rules covering rights and duties of positional incumbents
41
42. Limitations of bureaucracy
42
1. Goal displacement (procedure vs. result)
2. Inadequate communication
3. Lack of effective coordination
4. Lack of system for conflict management
5. Red tapism (rules not applied uniformly)
6. Outdated notion of authority
7. Lack of opportunity for personal growth
8. Lack of innovativeness
9. Inadequate appreciation of organizational dynamics
10. Change resistant
11. Suboptimal utilization of manpower
43. 2. Neo-Classical Theory
The Human Relations approach
Behavioral science contributions
43
2. NEO-CLASSIC THEORIES
44. a. The Human Relations Movement
Illumination Experiments (hawthorne experiments) by elton
mayo
Resulted in cnclusion that change in social conditions ,
motivation and supervision and NOT the working conditions
were factors responsible for increase in production
Role of informal work group
Production determined more by social factors than aptitute or
physiological factors
44
45. Principles of human relations school
“social capacity” rather than “physical capacity”
Psychological needs are prime movers
Individual behavior is affected by feelings
Orgnisation to be viewed both as techno economic as well as
social system
Critical role of informal work groups
Workers act/react as members of groups and not mere
individuals
Informal leadership more emergent than formal leadership
Necessacity of 2 way communication
Integration between goals of organisation and individuals
Managers developing social and technical skills45
46. B. Behavioral science contribution
Stress on developing organisation as COOPERATIVE
SYSTEM
Group dynamics playing an important role
More stress on interpersonal relationships
“personality” and “behavior” : external situation factors and
psychic inner causes
46
47. Assumptions about people:
McGregor’s theory
Theory X
Average human being is
lazy and deslikes work
People like to be directed
and lack ambition
People have little capacity
for creativity
Most people are indifferent
to organisation goals
Motivation is always
relatedto physiological
needs (food, shelter etc)
Theory Y
Work is natual as play if
conditions are favourable
Self direction and control
to serve the objectives
Commitment to objectives
and satisfaction of egoes
Proper conditions are
necessasary, shortcomings
are not inherited
Potential partially utilised
under present ind. system47
48. Motivation and Job satisfaction
Maslow’s theory: identification of 5 basic needs:
1. Physiological needs: hunger, thirst etc.
2. Safety needs: protection against danger, threat, deprivation
etc
3. Love needs: belonging to groups, friendship, affection
4. Esteem needs: self respect, respect for others, ego and status
needs
5. Self fullfillment and self actualisation: self development,
creativity, satisfaction, realising owns potential
48
49. Immaturity maturity continuum (chris rgyris)
IMMATURITY
CHARACTERISTICS
Passivity
Dependence
Few ways of behaving
Shallow interests
Short time perspectives
Subordinate position
Lack of self awareness
MATURITY
CHARACTERISTICS
Activity
Responsible independence
Diverse behavior
Deep interests
Long time perspectives
Super ordinate positions
Self awareness and control
49
50. Other features of neo classical
theory
Need of a DECENTRALISED STRUCTURE
DEMOCRATIZATION and PARTICIPATION
50
51. Modern Theory
A. Quantitative Approach (Mgmt. science theory)
B. Systems Approach
C. Contingency Approach
51
3. MODERN THEORIES
52. A. QUANTITATIVE APPROACH
Emerged after world war 2
Operation research: mathematical model building and other
applications of quantitative techniques to managerial problems
Operations management: quantitative technique to solve
manufacturing problems.e.g. forecasting, linear and non linear
programming, scheduling, simulation, break even analysis,
computer aided design (CAD), Computer automated
manufacturing (CAM), total quality management (TQM)
Information technology: internet, intranet, decision support
systems (DSS)
52
55. SYSTEMS approach (cont..)
An extension of the humanistic perspective that describes
organisations as open systems that are characterised by entropy,
synergy and subsystem interdependance.
Open system: which interacts with the environment to survive
Closed system: does not interacts with the external environment
Entropy: tendency of a system to run down and die
Synergy: concept that the whole is greater than the sum of its parts
Subsystems: parts of the system that depend upon one another for
their functioning
55
56. Organizations as an open system
System and sub system
Holism : whole is greater than arithmetic mean of its parts
Importation of energy
Conversion process (JIT, kaizen, (continuous improvement)
TQM)
Export of energy (value added products, services)
Cyclic nature of activities
Negative entropy: resistance to perish
Self regulatory mechanisms
Internal elaborations (strategizing, elaborating activities)
Integrate: unity of actions and coordination
Equifinality (reaching same final state from different initial
conditions by variety of ways)56
57. C. Contingency theory
An extension of the humanistic perspective in which the succesful
resolution of organizational problems is thought to depend upon
manager’s identification of key variations in the situation at hand.
Universalistic view:
there is one best way (either be leadership style, bureaucratic structure)
The same concept is applicable to every another organization
Case view:
Every situation is unique
Determining new methods/solution for every new situation or problem
57
Case view
Universalistic
view
CONTINGENCY VIEW
Organization phenomenon exist in logical patterns;
management devise and apply similar responses to
common types of problems