Management coordinates current organizational activities and plans for the future. It involves functions like planning, organizing, directing, and controlling. Different management theorists have proposed variations of these core functions. Quantitative and systems approaches use tools and consider organizations as interconnected systems. Contingency theory says the best management approach depends on situational factors. Overall, management aims to achieve organizational objectives through people and resources.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
Introduction to Management - Meaning, Nature, Scope, Levels of ManagementSumit Sharaf
Introduction & Definition of Management
Components of Management
Features of Management
Functions of Management
Level of Management
Management and Administration
Management as Profession
Significance of Management from the point of view of Modern Business Operations.
Principles of management is a broad and general guideline for managerial decision-making and behavior of employees towards the organization.
At the most fundamental level, management is a discipline that consists of a set of five general functions: planning, organizing, staffing, leading, and controlling.
In Pre-classical theory the structure of the organization is mechanical.
Its main focus is on work.
It emphasizes on order, rules & regulations.
The practice of leadership is authoritarian.
It focuses on 5Ps: Power, Position, Production, Profit & Punishment.
It results workers’ dis satisfaction.
As a result Industrial Revolution got its root
Classical Theory emphasizes on both orders & rationality. It consists of basic rules & regulations for smooth running of the organizations.
Classical approaches can be explained in the following manner.
Scientific Management by F.W. Tayler, Frank & Gilbreth & Henry Gantt.
Administrative Management by Henri Fayol.
Bureaucratic Management by Max Weber
Frederick Winslow Taylor was an American engineer who is known as the Father of “Scientific Management” which studies the application of science in management.
According to Taylor there is “One Best Way” to do each thing.
He stressed on involvement of science for each element of man’s work to replace the old rule-of-thumb method.
Scientific training & development helped workers to perform in a better manner than allowing them to choose their own task & perform.
There was the development of spirit of hearty cooperation between workers & management.
Each group was assigned the task for which it was best fitted.
His studies helped to improve the working conditions of industrial workers & were instrumental in enhancing the productivity of the organization.
He propounded sound management practices by stressing on division of labor, scientific selection, placement & training of workers.
Taylor was also instrumental in introducing the differential piece rate system in organization.
His studies helped to improve the working conditions of industrial workers & were instrumental in enhancing the productivity of the organization.
He propounded sound management practices by stressing on division of labor, scientific selection, placement & training of workers.
Taylor was also instrumental in introducing the differential piece rate system in organization.
Piece Rate-Incentive System: Incentives are being received according to the maximum pieces produced.
Time-&-Motion Study: Jobs are broken down into various small tasks or motions & unnecessary motions are removed to find out the best way of doing a job.
Scientifically performing the job with proper selection & training.
Harmony between management & employees to perform the task.
Mental revolution towards the thought of workers who are not the mere wage earners. They are the assets.
The father of “Motion Study” are Frank & Gilbreth which involves finding the best sequence & minimum number of motions needed to complete a task.
Both were mainly involved in exploring new ways for eliminating unnecessary motions & reducing work fatigue.
They introduced the concept of “Therbligs” which consists of different basic motions like: Search, Select, Position & Hold.
In Pre-classical theory the structure of the organization is mechanical.
Its main focus is on work.
It emphasizes on order, rules & regulations.
The practice of leadership is authoritarian.
It focuses on 5Ps: Power, Position, Production, Profit & Punishment.
It results workers’ dis satisfaction.
As a result Industrial Revolution got its root
Classical Theory emphasizes on both orders & rationality. It consists of basic rules & regulations for smooth running of the organizations.
Classical approaches can be explained in the following manner.
Scientific Management by F.W. Tayler, Frank & Gilbreth & Henry Gantt.
Administrative Management by Henri Fayol.
Bureaucratic Management by Max Weber
Frederick Winslow Taylor was an American engineer who is known as the Father of “Scientific Management” which studies the application of science in management.
According to Taylor there is “One Best Way” to do each thing.
He stressed on involvement of science for each element of man’s work to replace the old rule-of-thumb method.
Scientific training & development helped workers to perform in a better manner than allowing them to choose their own task & perform.
There was the development of spirit of hearty cooperation between workers & management.
Each group was assigned the task for which it was best fitted.
The father of “Motion Study” are Frank & Gilbreth which involves finding the best sequence & minimum number of motions needed to complete a task.
Both were mainly involved in exploring new ways for eliminating unnecessary motions & reducing work fatigue.
They introduced the concept of “Therbligs” which consists of different basic motions like: Search, Select, Position & Hold.
Both are very famous for their experiment of reducing the number of motions in “Bricklaying”, by analyzing brick layers jobs & reducing the number of motions in bricklaying from 18.5-4.
Henry Laurence Gantt was a mechanical engineer & management consultant who is the most famous personality for developing “Gantt Chart” in 1910.
He is one of the associate of F.W. Taylor & his contribution is very helpful in project management task.
Gantt Chart is used for scheduling multiple overlapping tasks over a time period.
He focused on leadership qualities along with motivational schemes & emphasized the greater effectiveness of rewards for good work rather than penalties for poor performance.
He developed a “Pay Incentive System” with a guaranteed minimum wage & bonus for workers. If the workers completed their task before the standard time they would receive bonus definitely.
Henry Fayol is known as the Father of “Administrative Management”. He contributed fourteen management principles on the basis of his experience.
According to Fayol, the business operations of an organization can be divided into six activities: Technical, Commercial, Financial, Security, Accounting & Managerial.
These fourteen principles are: Specialisation of Labour, Authority, Discipline, Unity of Command, Unity
Henry Fayol is known as the Father of “Administrative Management”. He contributed fourteen management principles on the basis of his experience.
According to Fayol, the business operations of an organization can be divided into six activities: Technical, Commercial, Financial, Security, Accounting & Managerial.
These fourteen principles are: Specialisation of Labour, Authority, Discipline, Unity of Command, Unity of Direction, Subordination of Individual Interests, Remuneration, Centralization, Scalar Chain, Order, Equity, Personal Tenure, Initiative & Esprit de corps (SADUSRCSOEPIE).
Weber believed that bureaucracy was the most efficient way to set up & manage an organization, and absolutely necessary for larger companies to achieve maximum productivity with many employees & tasks.
The idea of Bureaucracy Favors efficiency, uniformity & a clear distribution of power.
Weber argued that bureaucracy constitutes the most efficient & rational way in which human activity can be organised.
Hierarchies are necessary to maintain order, to maximise efficiency & to eliminate favouritism.
The Hawthorne Studies (Experiments) were conducted from 1927-1932 at Western Electric Hawthorne Workers in Chicago ; which was engaged in producing bells & other electrical equipment for telephone industry.
George Elton Mayo (1880-1949) was born on 26th December, 1880 in Adelaide, Australia. He is known for his research including the “Hawthorne Studies”, & his book “The human problems of an Industrialised civilization”.
The conclusion of the study is the work performance of people is dependent on both social issues & job content. He suggested a tension between workers’ “logic of sentiment” & managers “logic of cost & efficiency” which could lead to conflict within organizations.
Mayo has conducted a series of experimental observations in plant & interview of employees. These are:
Illumination Experiment (1924-27)
Relay Assembly Test Room Experiments (1927)
Mass Interviewing Programme (1928-31)
Bank Wiring Observation Room Experiments (1931-32)
Chester Irving Barnard was a telecommunication executive looked at systems of the organization.
The author focused on two basic theories: the theory of Authority & theory of initiatives. Both are seen in the context of a communication system.
Everyone should know the channels of communication.
Everyone should have access to the formal channels of communication.
Lines of communication should be a short & as direct as possible.
Mary Parker Follett has focused on dynamics of the organization & groups. She has advocated “Pull” rather than “Push” approach for employee motivation.
She has differentiated between “Power Over” & “Power With” and given ideas on negotiation, conflict resolution, power sharing etc.
Conflict resolution through integration often results in a win-win situation. Integration refers to identifying & meeting each party’s underlying & often compatible need.
UNIT - I: OVERVIEW OF MANAGEMENT: Concept – Definition; Nature - Process and
Significance of Management; Managerial Roles (Mintzberg) - Trends and challenges of
Management in Global Scenario; An Overview of Functional areas of Management –
Marketing – Finance – Production – HRM – IT and R&D.
"Essentials of Management" is a foundational subject that is commonly taught in various business-related degree programs such as BCom (Bachelor of Commerce), BBA (Bachelor of Business Administration), MBA (Master of Business Administration), and BCom (Honours) programs. This subject provides students with a comprehensive understanding of the fundamental principles, concepts, and practices of management in the context of business and organizational settings. The subject covers a wide range of topics related to planning, organizing, leading, and controlling various resources to achieve organizational goals effectively and efficiently. Here is a general overview of the topics covered under the subject:
Introduction to Management:
Definition of management and its significance.
Evolution of management theories and practices.
Role of managers in organizations.
Functions of Management:
Planning: Setting goals, objectives, and strategies for achieving them.
Organizing: Structuring resources and tasks to achieve goals.
Leading: Motivating, influencing, and guiding employees to work towards goals.
Controlling: Monitoring progress, measuring performance, and taking corrective actions.
Types of Management:
Strategic Management: Long-term planning and decision-making at the top level.
Tactical Management: Implementing strategies at the middle level for specific units or departments.
Operational Management: Day-to-day activities and processes to achieve operational efficiency.
Organizational Structure:
Different types of organizational structures (functional, divisional, matrix, etc.).
The concept of chain of command and delegation of authority.
Decision-Making:
The decision-making process and various models.
Factors influencing decision-making.
Leadership and Motivation:
Different leadership styles and their impact on teams.
Theories of motivation and their application in the workplace.
Communication:
Importance of effective communication in management.
Different communication channels and barriers.
Team Management:
Building and managing effective teams.
Conflict resolution and team dynamics.
Human Resource Management:
Recruitment, selection, training, and performance evaluation of employees.
Employee development and retention strategies.
Ethics and Social Responsibility:
Business ethics and ethical decision-making.
Role of businesses in society and corporate social responsibility.
Change Management:
Managing organizational change and resistance to change.
Techniques for successful change implementation.
Globalization and Diversity:
Managing in a global context.
Dealing with cultural diversity and cross-cultural communication.
The depth and emphasis on each of these topics may vary depending on the level of the program (BCom, BBA, MBA, BCom Honours) and the specific curriculum of the institution. Overall, the subject "Essentials of Management" provides students with a solid foundation in the principles and practices of effective management.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2. Introduction
Management is an important element
in every organization. It is the element
that coordinates currents
organizational activities and plans for
the future.
The management adapts the
organization to its environment and
shapes the organization to make it
more suitable to the organization.
3. Definition
“Management is the art of “knowing what
you want to do” and then seeing that it is
done in the best and cheapest way.
……F.W.Taylor
Management as a process “consisting of
planning, organizing, actuating and
controlling, performed to determine and
accomplish the objective by the use of
people and resources.”
……George R. Terry
4. In this definition,
Planning means Plan in advance.
Organizing means coordination between
human resources and material resources.
Actuating means motivation and giving
direction to subordinate.
Controlling means to ensure about
implementation of plan without deviation.
Thus this definition tells that management is
act of achieving the organization
objectives.
5. MANAGEMENT FUNCTIONS OR THE
PROCESS OF MANAGEMENT
Planning, Organizing, Leading & Controlling
(Newman & Summer)
Planning, Organizing, Commanding, Coordinating
and Controlling (Henri Fayol)
‘POSDCORB’: Planning, Organizing, Staffing,
Directing, Coordinating, Reporting & Budgeting
(Luther Gulick)
Decision Making, Organizing, Staffing, Planning,
Controlling, Communicating & Directing (Warren
Haynes & Joseph Massie)
Planning, Organizing, staffing, directing &
Controlling (Koontz O’Donnell)
6. Functions of Management
Planning:- It is a process of deciding the
business objectives and charting out the
plan/ method for achieving the same. This
includes determination of what is to be
done, how, and where it is to be done, who
will do it and how result are to be
evaluated.
This function expected to be carried out
throughout the organization. It should be
performed by the manager at all levels.
7. Organizing
According to Allen, the organizing refers to
“ the structured which results from
identifying and grouping the work, defining
and delegating responsibility and authority
and establishing relationships.”
To organize a business is to provide it with
everything useful to its functioning i.e.
personnel, raw materials, machineries,
capital etc.
Once objectives are established, manager
has to develop plan to achieve them with
help of human resources as well as
material resources.
8. Directing
Directing involves communication,
leadership and motivation.
Communication is the process of passing the
information and understanding it from one
person to other person.
Leadership is the function whereby the
person or manager guides and influences
the work of his subordinates.
Motivation is to motivate the employee to
give their best to the organization.
9. Controlling
The controlling involves-
1. Establishing standards of performance.
2. Measuring current performance and
comparing it against the established
standard.
3. Taking corrective action that does not
meet the standard.
Control compels the events to confirm to
plans.
10. Innovation and Representation
These are also two important additional
managerial functions.
Innovation means crating new ideas which
may either result in the development of
new products or finding new uses for older
ones. It is necessary to grow better.
The manger has to represent himself for
the organization. A manger must win
support effectively from different groups
(either internal or external).
11. IMPORTANCE OF MANGEMENT
Management is critical element in the
critical growth of the country.
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.
12. LEVELS OF MANAGEMENT
LOWER LEVEL (FIRST LINE): FOREMEN
& WHITE COLLAR SUPERVISOR
MIDDLE MANAGEMENT: SALES
MANAGERS, PERSONNEL MANAGERS,
OTHER DEPARTMENTAL HEADS
TOP MANAGEMENT: COMPANY
PRESIDENTS, EXECUTIVES, VICE
PRESIDENTS
14. Evolution of Management Thought
The need to study management arose with
the industrial revolution in Europe (more
specifically, England).
The industrial revolution and the systematic
study of management are the result of a
remarkable confluence of ideas and
events.
Management and organizations are
products of their historical and social times
and places.
15. SCIENTIFIC MANAGEMENT
THEORY
Frederick W. Taylor, Henry L. Gantt, and
Frank and Lillian Gilbreth devised the body
of principles known as scientific
management theory.
Taylor based his management system on
production-line time studies. Using time
study as his base, he broke each job down
into its components and designed the
quickest and best methods of performing
each component.
16. He also encouraged employers to
pay more productive workers at a
higher rate than others, using a
"scientifically correct" rate that would
benefit both company and worker.
This system is called Differential
Rate System
Gantt originated a charting system for
production scheduling.
17. Every worker's progress was rated publicly
and recorded on individual bar charts,--in
black on days the worker made the
standard, in red when he or she fell below
it. Going beyond this.
Frank B. and Lillian M. Gilbreth
collaborated on fatigue and motion studies
and focused on ways of promoting the
individual worker's welfare. To them, the
ultimate aim of scientific management was
to help workers reach their full potential as
human beings.
18. CONTRIBUTIONS OF SCIENTIFIC
MANAGEMENT THEORY
The modem assembly line pours out
finished products faster than Taylor could
ever have imagined. This production
"miracle" is the gift of scientific
management.
In addition, its efficiency techniques have
been applied to many tasks in non-
industrial organizations, ranging from fast-
food service to the training of surgeons.
19. LIMITATIONS OF SCIENTIFIC
MANAGEMENT THEORY
Taylor's system clearly meant that time
was of the essence. His critics objected to
the "speed up" conditions that placed
undue pressures on employees to perform
at faster and faster levels.
The emphasis on productivity—and, by
extension, profitability—led some
managers to exploit both workers and
customers. This condition created
mistrust / suspicious relationship between
labour and supervisor or management.
20. CLASSICAL ORGANIZATION
THEORY
Classical organization theory concerned
about the need to find guidelines for
managing complex organizations such as
factories.
Henri Fayol is the founder of the classical
management theory.
Fayol believed that sound management
practice falls into certain patters that can
be identified and analyzed.
Fayol was interested in the Total
Organization and focused on management,
which he felt had been the most neglected
of business operations.
21. Fayol’s 14 Principles of
Management
1. Division of Labor 2. Authority
3. Discipline 4.Unity of Command
5. Unity of Direction 6. Remuneration
7.Subordination of Individual Interest to the
Common Good
8. Centralization 9. The Hierarchy
10.Order 11. Equity
12. Stability of Staff 13. Initiative
14. Espirit de Corps
22. Contribution of Classical
Management Theory
Before Fayol, it was generally believed that
"managers are born, not made."
Fayol however, said that management was
a skill like any other--one that could be
taught once its underlying principles were
understood.
It identified key management processes,
functions and skills.
It focused attention on management as a
valid subject of scientific study.
It lead foundation for latter developments in
management theory.
23. Limitations of Classical Theory
This theory is more applicable for
stable and simple organizations than
today’s complex and dynamic
organizations.
This theory treats employees as a
elements rather than resources.
The procedure governed by this
theory may not be applicable in
certain situation.
24. Behavioural Management Theory
Neo Classical Theory
This theory puts more emphasis on
individual’s attitudes, behaviours and on
the group processes. In this approach of
management human factor remain central
focus.
This approach can be studied into two
phases –
a. Human Relation Movement
b. Behavioural Science Approach
Major contributors to this approach were
Elton Mayo, Abraham Maslow and Dugulas
Mcgregor
25. Human Relation Movement
Human relations is frequently used as a general
term to describe the ways in which managers
interact with their employees.
When "employee management" stimulates more
and better work, the organization has effective
human relations; when morale and efficiency
deteriorate, its human relations are said to be
ineffective.
The human relations movement arose from early
attempts to systematically discover the social and
psychological factors that would create effective
human relations.
This approach aims at providing high degree of
satisfaction and motivation through improved
working conditions, style of supervision and sense
of security.
26. Contribution of Human Relation
Movement
This movement thrown light on, an
employee doesn’t work always for money
only. Non financial rewards also
significantly affects the beheviour of the
employee.
There is no correlation between improved
working conditions and high production.
The informal group and not the individual is
the dominant unit of analysis in
organizations.
27. Limitation of the Human Relations
Movement
This approach over-emphasizes on
symbolic rewards and underplays the role
of material rewards.
This approach gives more importance to
informal groups by describing them as a
major sources of satisfaction for individual
workers.
This approach is based on the assumption
that satisfied workers are more productive
workers. Attempts to increase output by
improving working conditions and the
human relation skills of manager.
28. Behaviourial Science Approach
This approach is an improved version of
the human relations approach to
management.
Douglas Mcgregor, Abraham Maslow, Kurt
Lewin, Chester Barnard, Merry Follett etc.
are some of the foremost behaviourial
scientists who made significant
contributions to the development of the
behaviourial approach to the management.
This approach recognizes the practical and
situational constraints on human rationality
for making optimal decisions.
29. Contd…
To behevioural scientists, the realistic
model of human motivation is complex
man. It suggest that different people react
differently to same situation or react same
way to different situations.
The organization considered as a groups of
individuals with certain goals.
It recognizes that conflict is inevitable and
even sometimes desirable and should be
faced with understanding and
determination.
30. Contribution of Behavioural
Management Theory
It provides important insights into
motivation, leadership, group
dynamics and other interpersonal
process in organizations.
This theory challenged the view that
employees are tools instead
employees are valuable resources.
Focused managerial attention on
employee related process.
31. Limitations of Behavioural
Management Theory
Many bevioural concept couldn’t be
applied in organizational processes
because of manager reluctance.
The complex human nature cann’t be
predicted.
The findings of behviuoral science
often could not be communicated to
the practicing manager in an
understandable manner.
32. Modern Approaches –
Quantitative Approach
This approach has been called as the
management science approach.
The focus of the quantitative approach is
on decision making – to provide
quantitative tools and techniques for
making objectively rational decisions. It
means as ability or willingness to follow a
reasoned, unemotional, orderly and
scientific approach in visualizing the totality
of the decision environment.
33. Contd…
This approach gained movement during
World War II when UK and USA trying to
seek solutions for a number of new
complex problems occurred during the war.
The group of scientists engaged for this
purpose were known as Operations
Research (OR) team.
The management approach gained
popularity through two postwar
phenomena. The development of high-
speed computers and of communications
among computers provided the means for
tackling complex and large-scale
organizational problems.
34. Contributions of Quantitative
Management Theory
The keynote of this approach is precision
and perfection which is achieved by
expressing relationships and facts in
quantitative terms.
It is widely used in planning and control
activities where problems can be precisely
identified and defined in quantitative terms.
It has led to increasing use of information
technology, electronic data processing
system and other sophisticated quantitative
devices for making decisions.
35. Limitations of Quantitative
Management Theory
This approach has very limited application
because of only attention towards problem
solving and decision-making.
It fails to explain or predict about behaviour
of the people of the organization.
Management may able to achieve
mathematical sophistication at the expense
of other important managerial skills.
36. System Approach
This approach is aimed at identifying the
nature of relationship among various
components of the organization which is
considered as larger system.
Chester Barnard, George Homans, Herbert
Simon etc. are the contributors in System
Approach.
This approach gives managers a way of
looking at the organization as a whole and
as a part of the larger, external
environment.
37. Contd…
Systems theory tells us that the activity of
any segment of an organization affects, in
varying degrees, the activity of every other
segment.
It calls attention to the dynamic and
interrelated nature of organizations and the
management task.
It provides a framework within which we
can plan actions and anticipate both
immediate and far-reaching consequences
while allowing us to understand
unanticipated consequences as they
develop.
38. Key concepts of System Approach
A system is a set of interdependent parts –
An organization is a system composed of
four interdependent parts i.e. task,
structure, people and technology.
Central to the System Approach is the
concept of “holism” – Means no part of the
system can be accurately analyzed and
understood apart from whole system.
Conversely the whole system cannot be
accurately perceived without understanding
all its parts.
39. Contd…
Synergy – It means that as separate
departments within an organization
cooperate and interact, they become more
productive than if each were to act in
isolation.
A system can be either open or closed –
An open system interact with its
environment. A closed system is
independent of the environment.
Every system has a boundary - Each
system has a boundary that separates it
from its environment. In a closed system,
the system boundary is rigid; in an open
system, the boundary is more flexible.
40. Contd…
Flow - A system has flows of information,
materials, and energy (including human
energy). These enter the system from the
environment as inputs (raw materials, for
example), undergo transformation
processes within the system (operations
that alter them), and exit the system as
outputs (goods and services).
Feedback - Feedback is the key to system
controls. As operations of the system
proceed, information is fed back to the
appropriate people, and perhaps to a
computer, so that the work can be
assessed and, if necessary, corrected.
41. Contribution of System Approach
System theory calls attention to the
dynamic and interrelated nature of
organizations and the management task.
Thus, it provides a framework within which
we can plan actions and anticipate both
immediate and far-reaching consequences
while allowing us to understand
unanticipated consequences as they
develop.
With a systems perspective, general
managers can more easily maintain a
balance between the needs of the various
parts of the enterprise and the needs and
goals the whole firm.
42. Limitations of System Approach
According to some experts, system
approach is purely theoretical,
conceptual and abstract. It can can’t
be applied successfully to practical
situation.
The system Approach neither offers
any tools or technique for analysis
nor it recognizes the differences
which exists between the systems.
43. Contingency Approach
According to the contingency approach the
manager's task is to Identify which
technique will, in a particular situation,
under particular circumstances, and at
particular time, best contribute to the
attainment of management goals.
Methods and techniques which are highly
effective in one situation may not work in
other situations. Results differs with
situational difference.
44. Contribution of Contingency
Approach
Contingency views are applicable in
designing organizational structure, in
deciding the degree of centralization and
decentralization, in planning information
decision system, in motivational and
leadership approaches, in establishing
communication and control systems, in
resolving conflicts and managing change,
in employee development and training
programmes etc.
45. Limitation of Contingency Approach
It compromise between system approach
and situational factors.
It is totally practical approach without
support of theoretical and conceptual frame
work.
Some time manager finds difficulties in
analyzing the situation and discovering
appropriate management technique in
absence of proper research and
understanding behaviour of the situation.