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BUSINESS ORGANIZATION AND MANAGEMENT MANAGEMENT THOUGHTS
MANAGEMENT THOUGHTS ,[object Object],[object Object]
STAGES IN MANAGEMENT THOUGHT ,[object Object],[object Object],[object Object],[object Object]
STAGES IN MANAGEMENT THOUGHT ,[object Object],[object Object],[object Object]
STAGES IN MANAGEMENT THOUGHT ,[object Object],[object Object],[object Object],[object Object]
CLASSICAL THEORY OF  MANAGEMENT ,[object Object],[object Object],[object Object]
ROBERT OWEN (1771- 1858) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CHARLES BABBAGE (1792 – 1871) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EXERCISE OF AUTHORITY ,[object Object],[object Object],[object Object],[object Object]
WEBBER’S BUREACRATIC MODEL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
SCIENTIFIC MANAGEMENT –  FW TAYLOR (1856 – 1915) ,[object Object],[object Object],[object Object],[object Object],[object Object]
SCIENTIFIC MANAGEMENT – FW TAYLOR (1856 – 1915) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PROCESS MANAGEMENT –  HENRY FAYOL (1841 – 1925) ,[object Object],[object Object],[object Object],[object Object]
CLASSIFICATION OF BUSINESS ACTIVITIES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
NEO CLASSICAL THEORY ,[object Object],[object Object],[object Object]
HUMAN RELATIONS MANAGEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object]
ELTON MAYO  (1880 – 1949) ,[object Object],[object Object],[object Object],[object Object]
HAWTHORNE EXPERIMENT ,[object Object],[object Object],[object Object]
HAWTHORNE EXPERIMENT ,[object Object],[object Object]
HAWTHORNE EXPERIMENT ,[object Object],[object Object],[object Object]
HAWTHORNE EXPERIMENT ,[object Object],[object Object],[object Object],[object Object],[object Object]
MARY PARKER FOLLETT (1868 -  1933) ,[object Object],[object Object],[object Object],[object Object]
BEHAVIOURAL SCIENCE MOVEMENT ,[object Object],[object Object]
BEHAVIOURAL SCIENCE MOVEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ABRAHAM MASLOW ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DOUGLAS McGREGOR (1906 – 1964) ,[object Object],[object Object]
DOUGLAS McGREGOR (1906 – 1964) THEORY – X THEORY – Y  WORKER IS LAZY AND DISLIKES WORK PEOPLE ARE NOT LAZY BY NATURE BUT THE TREAT-MENT IN ORGANIZATION MAKES THEM SO THEY ARE UNAMBITIOUS AND AVOID RESPONSI-BILITY THEY ARE AMBITIOUS AND THEY ACCEPT RESPONSIBILITY UNDER PROPER CONDITIONS THEY ARE NOT BOTHERED ABOUT ORGANIZATIONAL OBJECTIVES – THEY SHOULD BE DIRECTED THEY WILL EXERCISE SELF CONTROL AND SELF DIRECTION – NEED NOT BE DIRECTED
RENSIS LIKERT (1903 – 1972)  ,[object Object],[object Object],[object Object]
RENSIS LIKERT ,[object Object],[object Object],[object Object],[object Object],[object Object]
RENSIS LIKERT ,[object Object],[object Object]
RENSIS LIKERT ,[object Object],[object Object]
CHESTER I BERNARD (1886 – 1961)  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
III MODERN MANAGEMENT THEORIES ,[object Object],[object Object],[object Object]
QUANTITATIVE APPROACH ,[object Object],[object Object]
FEATURES  OF QUANTITATIVE APPROACH ,[object Object],[object Object],[object Object]
LIMITATIONS OF QUANTATIVE APPROACH ,[object Object],[object Object],[object Object],[object Object]
SYSTEMS APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CONTINGENCY OR SITUATIONAL APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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  • 27. DOUGLAS McGREGOR (1906 – 1964) THEORY – X THEORY – Y WORKER IS LAZY AND DISLIKES WORK PEOPLE ARE NOT LAZY BY NATURE BUT THE TREAT-MENT IN ORGANIZATION MAKES THEM SO THEY ARE UNAMBITIOUS AND AVOID RESPONSI-BILITY THEY ARE AMBITIOUS AND THEY ACCEPT RESPONSIBILITY UNDER PROPER CONDITIONS THEY ARE NOT BOTHERED ABOUT ORGANIZATIONAL OBJECTIVES – THEY SHOULD BE DIRECTED THEY WILL EXERCISE SELF CONTROL AND SELF DIRECTION – NEED NOT BE DIRECTED
  • 28.
  • 29.
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  • 31.
  • 32.
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  • 37.
  • 38.