MCOB UNIT I.pptx

KGiSL Institute of Technology
(Approved by AICTE, New Delhi; Affiliated to Anna University, Chennai)
Recognized by UGC, Accredited by NBA (IT)
365, KGiSL Campus, Thudiyalur Road, Saravanampatti, Coimbatore – 641035.
Department of Management Studies
Name of the Faculty : Ms.D.Alamelu
Subject Name & Code : BA4102 / MANAGEMENT CONCEPTS AND ORGANIZATIONAL BEHAVIOR
Branch & Department : MBA
Year & Semester : 2022 / I
Academic Year :2022-23
BA4102/PEC/I MBA/I SEM/KG-KiTE

SYLLABUS
UNIT I – NATURE AND THEORIES OF MANAGEMENT
Evolution of management Thought-Classical, Behavioral and
Management Science Approaches Management- meaning, levels,
management as an art or science, Managerial functions and Roles,
Evolution of Management Theory- Classical era- Contribution of
F.W.Taylor, Henri Fayol, NeoClassical-Mayo & Hawthorne Experiments. •
Modern era – system & contingency approach Managerial Skills.

Course Outcomes
CO 1 Describe the various management concepts and theories in today’s business scenario.
K2 Level

WHO are managers and where do they work?
● Managers can range in age from 15 to 80+
● They run large corporations, medium-sized businesses, and
entrepreneurial start-ups.
● They’re also found in government departments, hospitals, not-
for-profit agencies, museums, schools, and even
nontraditional organizations such as political campaigns and
music tours.
● Some managers are top-level managers while others are first-
line managers.

Guess?
BA4102/PEC/I MBA/I SEM/KG-
KiTE

TILAK MEHTA

GUESS?

RITISH AGARWAL

Guess?

Sreelakshmi Suresh
Founder: eDesign, TinyLogo

???????

Trishneet Arora
Founder & CEO: TAC Security

????????????????????????????

Kavita Shukla
Founder & CEO: The FRESHGLOW Co.

???????????????????????????

Ankit Mathur, 32 Co-founder, Greenway
Appliances

WHAT is MANAGEMENT?
• Management involves coordinating and overseeing the
work activities of others so their activities are completed
efficiently and effectively.

Who Is a Manager?
• A manager is someone who coordinates and
oversees the work of other people so
organizational goals can be accomplished
• A manager’s job is not about personal
Achievement, it’s about helping others do
their work

WHY are managers important?
• Inspire professionally and personally
• Energize coworkers to accomplish things together that they
couldn’t get done.
• Provide coaching and guidance with problems
• Provide feedback on how employees are doing
• Helps to improve the employee performance
• Keeps informed of organizational changes
• Change the life of his subordinates

How can managers be classified in organizations?

First-line (or frontline) managers
• Manage the work of non managerial employees who typically
are involved with producing the organization’s products or
servicing the organization’s customers.
• These managers often have titles such as supervisors or shift
managers, district managers, department managers, or office
managers.

Middle managers
• Manage the work of first-line managers and can be found
between the lowest and top levels of the organization.
• They may have titles such as regional manager, project leader,
store manager, or division manager.
• Middle managers are mainly responsible for turning company
strategy into action.

Top managers
• Who are responsible for making organization-wide decisions
and establishing the plans and goals that affect the entire
organization.
• These individuals typically have titles such as executive vice
president, president, managing director, chief operating officer,
or chief executive officer

Management as a science
• Management has a systematic body of knowledge consisting of general
principles and techniques.
• Universal principles: Management contains sound fundamental principles
which can be universally applied.
• Scientific enquiry and experiments: Mgmt principles have been developed
through experiments and practical experience of a large number of
managers.
• Cause and effect relationship: the principles of management establish
cause and effect relationship between different variables
• Tests of validity and predictability: Principles of management can also be
tested for their validity.
• For example, the principle of unity of command can be tested by comparing two
persons, one having a single boss and other having two bosses. The performance of
the first person will be higher than that of the second.

Management - art
● The essential elements of arts are:
■ Practical knowledge
■ Personal skill
■ Result oriented approach
■ Creativity
■ Improvement through continuous practice
● Management fulfills:
■ A manager is judged not just by his technical knowledge but by his efficiency in
applying this knowledge
■ Every manager has his individual approach and style in solving managerial
problems.
■ Every manager applies certain knowledge and skills to achieve the desired results
■ A manager effectively combines and coordinates the factors of production to create
goods and services.
■ manager gains experience through regular practice and becomes more effective.

CONCLUSION
• Management is an Art as well as Science

Management Functions
• Henri Fayol suggested the all managers perform five functions:
• Planning
• Organizing
• Commanding
• Coordinating
• Controlling
• Today the following four functions describes the managers work:
• Planning – set goals, establish strategies for achieving those goals and develop plans
to integrate and coordinate activities.
• Organizing – arranging and structuring the work that employees needs to do to
accomplish the organizational goals.
• Leading - Every organization has people, and a manager’s job is to work with and
through people to accomplish goals. and
• Controlling – The process of monitoring, comparing and correcting

Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Managerial roles refers to specific actions or behaviors expected of
and exhibited by a manager.

A. Interpersonal Roles arise directly from the formal authority the manager
has and involve interpersonal relationships.
1. Figurehead role
The manager performs ceremonial and symbolic duties by virtue of his
position. They include: receiving dignitaries, attending parties, visiting
the sick employees, etc.
2. Leadership role
This role is particularly performed by heads of units or departments. As
heads managers are responsible for the work of people in that unit. As a
leader he gives directions, appraises performance, correct mistakes,
disciplines staff, motivates subordinates, determines rewards and
punishments, etc.
3. Liaison role
The manager ensures contacts with other units and outside agencies on
behalf of own unit. He works more as a public relations officer.

B. Informational Roles. Due to his status and contacts the
manager gets to know a lot of information which may not be
available to his subordinates. This information he uses in a
variety of ways for the effective functioning of his unit.
4. Monitor
As a monitor of information, the manager scans his
environment for information. As a monitor of information he is
continuously keeping his ears open for all sources. Typically,
this is done by reading papers and talking with others.
5. Disseminator
After having acquired information, the manager also passes
this information relatively to his subordinates, superiors and
colleagues.
6. Spokesman role
The manager represents his unit and its problems in different
forums. As a spokesman, the manager presents the problem of
his unit to others, and presents information to others who

C. Decisional Roles. By virtue of the position and authority vested in
him, a manager is continuously making decisions dealing with the
unit's strategy, allocation of resources, solving problems, etc.
7. Entrepreneurial role
The manager seeks to respond to the changing conditions of
environment. He is constantly looking for new ideas and initiating
development projects.
8. Disturbance handler
He responds to pressures and crisis situations.
9. Resource allocator
This role involves the allocation of resources: human, physical,
financial and other forms of resources to get things done. Allocation
of his own time and powers are important dimension
10. Negotiator
The manager is carrying on negotiations with external as well as
internal agents. The negotiator role is very important as the
manager's capability to negotiate determines the unit's performance.

Managerial Skills
• Skill is the knowledge and ability that enables one to do a job
very well.
• Managers need to develop different skills in order to perform
their duties effectively. There are some basic skills, which all
managers should possess.

Evolution video
• WATCH THIS VIDEO EVOLUTION

EVOLUTION OF MANAGEMENT

Classical Theory of Management (Classical
Approach)
• The classical approach is the earliest thought of management
and it was associated with the ways to manage work and
organizations more efficiently.
• The classical approach are categorized into three groups
namely, scientific management, administrative management,

Scientific Management
• Fredrick Winslow Taylor
• The “father” of scientific management
• Published Principles of Scientific Management (1911)
• The theory of scientific management
• Using scientific methods to define the “one best way” for a job to be done:
• Putting the right person on the job with the correct tools and
equipment.
• Having a standardized method of doing the job.
• Providing an economic incentive to the worker

Taylor’s Four Principles of Management
1.Develop a science for each element of an individual’s work,
which will replace the old rule-of-thumb method.
2.Scientifically select and then train, teach, and develop the
worker.
3.Heartily cooperate with the workers so as to ensure that all
work is done in accordance with the principles of the science
that has been developed.
4.Divide work and responsibility almost equally between
management and workers. Management takes over all work for
which it is better fitted than the workers.

General Administrative Theory
• Henri Fayol
• Believed that the practice of management was distinct from other
organizational functions
• Developed fourteen principles of management that applied to all
organizational situations
• Max Weber
• Developed a theory of authority based on an ideal type of
organization (bureaucracy)

Administrative management
Fayol’s 14 Principles of Management
• Division of work: work specialization as the best way to use the human
resources of the organization.
• Authority: Authority was defined by Fayol as the right to give orders and
the power to exact obedience.
• Discipline: Employees must obey the rules and respect the rules that
govern the orgn.
• Unity of command: Every employees should receive orders only from
one superior.
• Unity of direction: should have a single plan of action to guide mgrs and
workers. BA4102/PEC/I MBA/I SEM/KG-KiTE

• Remuneration: workers must be paid a fair wage for their services.
• Centralization: this term refers to the degree to which subordinates are
involved in decision making.
• Scalar Chain: the line of authority from top management to the lowest
rank is the scalar chain.
• Order: People and materials should be in the right place at the right time.
• Equity: Mgrs should be kind and fair to their subordinates.
• Stability of Tenure of Personnel: Mgmt should provide orderly personnel
planning and ensure that replacements are available to fill vacancies.
• Initiative: Employees who are allowed to originate and carryout plans will
exert high levels of effort.

Behavioral approach
• Behavioral approach - It focused on trying to understand the
factors that affect human behavior at work.
• Elton Mayo – Father of Human relations (Introduced human relations
approach to management thought)
• The Hawthorne Studies:
A series of productivity experiments conducted at Western
Electric from 1927 to 1932.
• Experimental findings
Productivity unexpectedly increased under imposed adverse working
conditions.
The effect of incentive plans was less than expected.
• Research conclusion
Social norms, group standards and attitudes more strongly influence
individual output and work behavior than do monetary incentives.

The Systems Approach
• System Defined
• A set of interrelated and interdependent parts
arranged in a manner that produces a unified whole.
• Basic Types of Systems
• Closed systems
• Are not influenced by and do not interact with their environment (all
system input and output is internal).
• Open systems
• Dynamically interact to their environments by taking in inputs and transforming
them into outputs that are distributed into their environments

The Organization as an Open System

Implications of the Systems Approach
• Coordination of the organization’s parts is essential for proper
functioning of the entire organization.
• Decisions and actions taken in one area of the organization will
have an effect in other areas of the organization.
• Organizations are not self-contained and, therefore, must adapt
to changes in their external environment

The Contingency Approach
• Contingency Approach Defined
• Also sometimes called the Situational approach.
• There is no one universally applicable set of management principles
(rules) by which to manage organizations.
• Organizations are individually different, face different situations
(contingency variables), and require different ways of managing.

THANK YOU

MCOB UNIT I.pptx

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