This document discusses several management theories and concepts, including:
1) It provides an overview of Taylor's scientific management theory, Fayol's 14 principles of management, Mayo's Hawthorne experiments, and several theories of motivation.
2) It then discusses the key functions of management - planning, organizing, staffing, directing, controlling, and coordinating.
3) The document also explains the systems approach to management, viewing an organization as a system made up of interdependent parts working together as a whole.
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.
This document provides an overview of management concepts and principles put forth by Henry Fayol and F.W. Taylor. It defines management, discusses Fayol's five primary functions and fourteen principles of management. It also outlines Taylor's scientific management principles, including developing science for each job part, scientific selection and training of workers, cooperation between management and workers, division of responsibility, and achieving maximum prosperity for employers and employees. The document serves to introduce foundational theories in the development of management as a discipline.
The document discusses several definitions and perspectives on management. It provides definitions from scholars such as Koontz, Terry, Follett, and Fayol. Koontz defines management as maintaining an environment where individuals can efficiently accomplish aims through planning, organizing, staffing, leading and controlling. Terry sees management as distinct activities of planning, organizing, actuating and controlling to achieve objectives. Follett views management as the art of getting things done through people. The document also outlines Fayol's 14 principles of management and discusses scientific management approaches from Taylor and Gantt.
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.
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.
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 provides an overview of fundamentals of organizational behavior including models of human behavior and factors affecting individual differences. It discusses the evolution of management thought from pre-scientific to modern eras. Key contributions include Henri Fayol's 14 principles of management and F.W. Taylor's 5 principles of scientific management including job analysis and standardization. It also covers George Elton Mayo's contributions from the Hawthorne Experiments focusing on human relations in organizations.
This document provides an introduction to management concepts. It discusses the origins of management studies and some ancient writings on management. It defines management as the process of getting work done efficiently through others. The document outlines the nature, purpose, functions, levels of managers, managerial roles, skills, Fayol's 14 principles of management, recent trends, and the scientific management school established by Frederick Taylor which emphasized job analysis, time/motion study, and financial incentives. Taylor's approach was criticized for ignoring human factors and being dehumanizing.
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.
This document provides an overview of management concepts and principles put forth by Henry Fayol and F.W. Taylor. It defines management, discusses Fayol's five primary functions and fourteen principles of management. It also outlines Taylor's scientific management principles, including developing science for each job part, scientific selection and training of workers, cooperation between management and workers, division of responsibility, and achieving maximum prosperity for employers and employees. The document serves to introduce foundational theories in the development of management as a discipline.
The document discusses several definitions and perspectives on management. It provides definitions from scholars such as Koontz, Terry, Follett, and Fayol. Koontz defines management as maintaining an environment where individuals can efficiently accomplish aims through planning, organizing, staffing, leading and controlling. Terry sees management as distinct activities of planning, organizing, actuating and controlling to achieve objectives. Follett views management as the art of getting things done through people. The document also outlines Fayol's 14 principles of management and discusses scientific management approaches from Taylor and Gantt.
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.
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.
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 provides an overview of fundamentals of organizational behavior including models of human behavior and factors affecting individual differences. It discusses the evolution of management thought from pre-scientific to modern eras. Key contributions include Henri Fayol's 14 principles of management and F.W. Taylor's 5 principles of scientific management including job analysis and standardization. It also covers George Elton Mayo's contributions from the Hawthorne Experiments focusing on human relations in organizations.
This document provides an introduction to management concepts. It discusses the origins of management studies and some ancient writings on management. It defines management as the process of getting work done efficiently through others. The document outlines the nature, purpose, functions, levels of managers, managerial roles, skills, Fayol's 14 principles of management, recent trends, and the scientific management school established by Frederick Taylor which emphasized job analysis, time/motion study, and financial incentives. Taylor's approach was criticized for ignoring human factors and being dehumanizing.
1. The document discusses several concepts in management including definitions of management provided by Koontz and Fayol, characteristics of management, and principles of management.
2. It also summarizes the Hawthorne experiments which studied the impact of workplace conditions on productivity and found social factors to be important motivators.
3. Major management thinkers discussed include Frederick Taylor with his scientific management principles, Fayol's administrative management principles, and Max Weber's bureaucracy model.
The document discusses several theories of management including:
1) Scientific Management Theory proposed by Frederick Taylor which emphasized time-motion studies, piece-rate wages, division of labor, and functional foremanship.
2) Bureaucratic Theory proposed by Max Weber which advocated for hierarchies, rules, impersonality, and career advancement based on qualifications.
3) Administrative Management principles proposed by Henri Fayol including planning, organizing, commanding, coordinating, and controlling.
4) Human Relations Approach advocated by Mary Parker Follett and Elton Mayo which emphasized cooperation between employers and employees, job satisfaction, and team spirit.
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.
1. The document discusses the evolution of management theories from early periods of management awakening during the Industrial Revolution to modern theories of scientific management proposed by Taylor and Fayol's principles of administrative management.
2. Taylor introduced the theory of scientific management which emphasized separating planning from execution of work and standardizing tasks through time and motion studies to maximize efficiency.
3. Fayol identified managerial activities and proposed 14 general principles of management including division of work, authority and responsibility, and unity of command.
This document provides an overview of several foundational principles and theorists of management. It discusses the principles of management established by Henry Fayol including division of work, authority and responsibility, and unity of command. Frederick Taylor's scientific management approach is explained along with its elements like time and motion study. Other theorists covered include Peter Drucker, Frank and Lillian Gilbreth, Max Weber, and Mary Parker Follett. Their various contributions and perspectives on management concepts are summarized.
This document discusses the evolution of management thought over time from scientific management to modern systems approaches. It covers key theories and theorists such as:
1. Scientific Management by Taylor, focusing on controlling work through standardization.
2. Administrative Management by Weber and Fayol, emphasizing organizing the organization through principles of bureaucracy and management.
3. Behavioral Management influenced by Follett, focusing on leading and motivating employees by treating workers with respect and allowing their input.
4. Management Science applying quantitative techniques to planning and maximizing resources through tools like operations research.
5. Systems approaches viewing organizations as open systems that interact with their environment in planning.
The document also outlines common management functions
This document provides an overview of management theory and practices. It begins by defining management and discussing Peter Drucker's contributions. It then explains the key functions of management: planning, organizing, staffing, leading, and controlling. The document outlines different approaches to management including classical, behavioral, and contingency theories. It discusses scientific management, administrative management, and bureaucratic management. Important thinkers and their contributions are summarized such as Taylor, Fayol, Weber, Follett, and McGregor. The Hawthorne studies are also briefly explained. Overall, the document provides a comprehensive introduction to the basis of global management theory.
Management involves planning, organizing, leading, and controlling organizational activities and resources to achieve goals. Early theories like scientific management focused on efficiency but neglected human factors. The human relations movement emphasized the social aspects of work and informal groups. Current approaches see organizations as complex systems and contend that the best management approach depends on situational factors. Overall, management theories have evolved from a focus on tasks to consideration of both human and contextual variables.
Introduction, Meaning, Nature, Characteristics of Management, Scope and Functional areas of management, Management as a science or art or profession, management & administration, Henry Fayol’s Principles of Management.
Management involves planning, organizing, directing, and controlling organizational activities and resources to achieve goals. Scientific management theories developed methods for breaking down jobs and setting productivity standards, while classical theories identified key management functions and principles. Later, the human relations movement emphasized that non-financial rewards and good working conditions motivate employees through satisfying informal work groups. Current approaches integrate multiple factors in managing complex organizations.
The document provides an introduction to management concepts and theories. It discusses the evolution of management thought and contributions from Taylor, Weber, and Fayol. It describes the key processes of management as planning, decision making, delegation, and controlling resources. Taylor's scientific management theory emphasized separating planning from doing work, functional foremanship, job analysis, work standardization, financial incentives, differential rates, scientific selection and training, and task setting. The principles of scientific management were applying science rather than rules of thumb, achieving harmony between workers and management, achieving a mental revolution in attitudes, and developing each person's greatest efficiency and prosperity through cooperation rather than individualism.
Frederick Taylor is considered the father of scientific management. He sought to improve industrial efficiency through analyzing jobs, setting standards for tasks, and separating planning from implementation. Some of his contributions include time and motion studies, functional foremanship, rate setting, and advocating harmony between managers and workers. However, critics argue his methods dehumanized workers and reduced complexity of jobs. While some techniques like time studies are still used today, managers now focus more on both efficiency and employee satisfaction.
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
This document provides an introduction to management concepts. It defines management as getting work done through others to achieve objectives. The 4 M's of management are identified as manpower, money, materials, and machinery. Management skills include technical, human, and conceptual abilities. The four functions of management are planning, organizing, leading, and controlling. There is a discussion of the history of management theories starting from scientific management to more modern approaches. Key contributors and their contributions are outlined, showing the evolution of management thought over time.
This document outlines the evolution of management theories from classical to modern approaches. It begins by defining management and management theories. The classical approaches are then described, including scientific management pioneered by Taylor which focused on efficiency. Administrative theories by Fayol and Weber emphasized formal structure. The behavioral school emerged next, exemplified by Mayo who stressed the importance of human relationships. Maslow's hierarchy of needs also influenced this period. Later, quantitative and contingency approaches analyzed organizational problems using mathematical and statistical methods to improve decision making. Modern theories strive for a balanced focus on both technical and human aspects of management.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptxStarAngel16
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
This document discusses the evolution of management theories from early pre-scientific theories to modern theories. It outlines several influential classical theories including Taylor's scientific management theory, Fayol's administrative theory, and Weber's bureaucracy theory. Taylor's theory focused on optimizing workflows using time and motion studies. Fayol's theory emphasized formal organizational structures and management functions. Weber's bureaucracy theory proposed a rational-legal authority system with standardized rules and impersonal relations. While these early theories improved productivity and efficiency, they were also criticized for being too mechanistic and ignoring social aspects of organizations.
The document summarizes the historical development of management perspectives from classical, scientific, administrative, and bureaucratic approaches to behavioral, quantitative, systems, contingency, and integrative frameworks. It discusses key contributors like Taylor, Fayol, Mayo, Maslow, and McGregor and their influences on management thought. Contemporary perspectives emphasize recognizing internal/external influences, contingency-based responses, and an integrative approach to enhance efficiency and understanding of individual/group behavior.
The document discusses various aspects of management including definitions of management by different scholars, the universal nature of management, its importance for efficient utilization of scarce resources, and management being a process involving planning, organizing, staffing, leading and controlling. It also discusses the evolution of management theories like classical, neo-classical, and modern theories as well as the different levels of management in organizations.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. The document discusses several concepts in management including definitions of management provided by Koontz and Fayol, characteristics of management, and principles of management.
2. It also summarizes the Hawthorne experiments which studied the impact of workplace conditions on productivity and found social factors to be important motivators.
3. Major management thinkers discussed include Frederick Taylor with his scientific management principles, Fayol's administrative management principles, and Max Weber's bureaucracy model.
The document discusses several theories of management including:
1) Scientific Management Theory proposed by Frederick Taylor which emphasized time-motion studies, piece-rate wages, division of labor, and functional foremanship.
2) Bureaucratic Theory proposed by Max Weber which advocated for hierarchies, rules, impersonality, and career advancement based on qualifications.
3) Administrative Management principles proposed by Henri Fayol including planning, organizing, commanding, coordinating, and controlling.
4) Human Relations Approach advocated by Mary Parker Follett and Elton Mayo which emphasized cooperation between employers and employees, job satisfaction, and team spirit.
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.
1. The document discusses the evolution of management theories from early periods of management awakening during the Industrial Revolution to modern theories of scientific management proposed by Taylor and Fayol's principles of administrative management.
2. Taylor introduced the theory of scientific management which emphasized separating planning from execution of work and standardizing tasks through time and motion studies to maximize efficiency.
3. Fayol identified managerial activities and proposed 14 general principles of management including division of work, authority and responsibility, and unity of command.
This document provides an overview of several foundational principles and theorists of management. It discusses the principles of management established by Henry Fayol including division of work, authority and responsibility, and unity of command. Frederick Taylor's scientific management approach is explained along with its elements like time and motion study. Other theorists covered include Peter Drucker, Frank and Lillian Gilbreth, Max Weber, and Mary Parker Follett. Their various contributions and perspectives on management concepts are summarized.
This document discusses the evolution of management thought over time from scientific management to modern systems approaches. It covers key theories and theorists such as:
1. Scientific Management by Taylor, focusing on controlling work through standardization.
2. Administrative Management by Weber and Fayol, emphasizing organizing the organization through principles of bureaucracy and management.
3. Behavioral Management influenced by Follett, focusing on leading and motivating employees by treating workers with respect and allowing their input.
4. Management Science applying quantitative techniques to planning and maximizing resources through tools like operations research.
5. Systems approaches viewing organizations as open systems that interact with their environment in planning.
The document also outlines common management functions
This document provides an overview of management theory and practices. It begins by defining management and discussing Peter Drucker's contributions. It then explains the key functions of management: planning, organizing, staffing, leading, and controlling. The document outlines different approaches to management including classical, behavioral, and contingency theories. It discusses scientific management, administrative management, and bureaucratic management. Important thinkers and their contributions are summarized such as Taylor, Fayol, Weber, Follett, and McGregor. The Hawthorne studies are also briefly explained. Overall, the document provides a comprehensive introduction to the basis of global management theory.
Management involves planning, organizing, leading, and controlling organizational activities and resources to achieve goals. Early theories like scientific management focused on efficiency but neglected human factors. The human relations movement emphasized the social aspects of work and informal groups. Current approaches see organizations as complex systems and contend that the best management approach depends on situational factors. Overall, management theories have evolved from a focus on tasks to consideration of both human and contextual variables.
Introduction, Meaning, Nature, Characteristics of Management, Scope and Functional areas of management, Management as a science or art or profession, management & administration, Henry Fayol’s Principles of Management.
Management involves planning, organizing, directing, and controlling organizational activities and resources to achieve goals. Scientific management theories developed methods for breaking down jobs and setting productivity standards, while classical theories identified key management functions and principles. Later, the human relations movement emphasized that non-financial rewards and good working conditions motivate employees through satisfying informal work groups. Current approaches integrate multiple factors in managing complex organizations.
The document provides an introduction to management concepts and theories. It discusses the evolution of management thought and contributions from Taylor, Weber, and Fayol. It describes the key processes of management as planning, decision making, delegation, and controlling resources. Taylor's scientific management theory emphasized separating planning from doing work, functional foremanship, job analysis, work standardization, financial incentives, differential rates, scientific selection and training, and task setting. The principles of scientific management were applying science rather than rules of thumb, achieving harmony between workers and management, achieving a mental revolution in attitudes, and developing each person's greatest efficiency and prosperity through cooperation rather than individualism.
Frederick Taylor is considered the father of scientific management. He sought to improve industrial efficiency through analyzing jobs, setting standards for tasks, and separating planning from implementation. Some of his contributions include time and motion studies, functional foremanship, rate setting, and advocating harmony between managers and workers. However, critics argue his methods dehumanized workers and reduced complexity of jobs. While some techniques like time studies are still used today, managers now focus more on both efficiency and employee satisfaction.
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
This document provides an introduction to management concepts. It defines management as getting work done through others to achieve objectives. The 4 M's of management are identified as manpower, money, materials, and machinery. Management skills include technical, human, and conceptual abilities. The four functions of management are planning, organizing, leading, and controlling. There is a discussion of the history of management theories starting from scientific management to more modern approaches. Key contributors and their contributions are outlined, showing the evolution of management thought over time.
This document outlines the evolution of management theories from classical to modern approaches. It begins by defining management and management theories. The classical approaches are then described, including scientific management pioneered by Taylor which focused on efficiency. Administrative theories by Fayol and Weber emphasized formal structure. The behavioral school emerged next, exemplified by Mayo who stressed the importance of human relationships. Maslow's hierarchy of needs also influenced this period. Later, quantitative and contingency approaches analyzed organizational problems using mathematical and statistical methods to improve decision making. Modern theories strive for a balanced focus on both technical and human aspects of management.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptxStarAngel16
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
This document discusses the evolution of management theories from early pre-scientific theories to modern theories. It outlines several influential classical theories including Taylor's scientific management theory, Fayol's administrative theory, and Weber's bureaucracy theory. Taylor's theory focused on optimizing workflows using time and motion studies. Fayol's theory emphasized formal organizational structures and management functions. Weber's bureaucracy theory proposed a rational-legal authority system with standardized rules and impersonal relations. While these early theories improved productivity and efficiency, they were also criticized for being too mechanistic and ignoring social aspects of organizations.
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2. MODULE- 1
UNIT- 1: INTRODUCTION TO MANAGEMENT
Concepts of Management and organization- nature, importance and
Functions of Management, Systems approach to Management - Taylor’s
Scientific Management Theory, Fayol’s Principles of Management, Mayo’s
Hawthorne Experiments, Maslow’s Theory of Human Needs, Douglas
McGregor’s Theory X and Theory Y, Herzberg’s Two-Factor Theory of Motivation,
Leadership Styles, Social responsibilities of Management.
3. MANAGEMENT
“The art of getting things done through people”
“Management is the process of planning, organizing,
leading and controlling the efforts of organization
members and of other organizational resources to
achieve slated organizational goals”
Definitions:
1) According to Taylor:- “Management is the art of
knowing what you want to do and then seeing that it is
done in the best and cheapest way.”
2) According to Lawrence:- “Management is the
accomplishment of results through the efforts of other
people.”
3) According to Henry Fayol:- “To manage is to forecast
and to plan, to organize, to co-ordinate and to control.”
4. Nature of Management
Continuous Process
Universal in Nature
Multidisciplinary
Management is a group activity
Management is goal oriented
Dynamic
System of authority
Management is an art
Management is Science
5. IMPORTANCE OF MANAGEMENT
Management meets the challenge of change: In the modern business
world, there are frequent changes. The changes place the business in a
dangerous position. Only an efficient management can save the business
from the dangers brought in by the challenges.
Accomplishment of group goals: The achievement of objectives of a
business depends upon three factors. The proper planning of available
resources, adjusting possibility of business unit with existing business
environment and the quality of decision taken and control made by the
business unit are the factors responsible for achieving objectives.
Effective utilisation of business: There are eight ‘M’s in the business. These
are said to be man, money, materials, machines, methods, motivation,
markets and management. Management is the topmost of all other ‘M’s.
Management has control over other remaining ‘M’s.
6. Effective functioning of business: Ability, experience, mutual
understanding, co-ordination, motivation and supervision are some of
the factors responsible for the effective functioning of business.
Management makes sure that the abilities of workers are properly used
and co-operation is obtained with the help of mutual understanding.
Management directs the organisation: The human mind directs and
controls the functioning of human body. Similarly, the management
directs and controls the functioning of an organisation.
Integrates various interests: Each person has his own interests. These
interests are different in nature. Management takes steps to integrate
various interests to achieve the objectives of an organisation.
7. FUNCTIONS OF MANAGEMENT
Planning : It includes forecasting, formation of
objectives, policies, programmes, producer and
budget. It is a function of determining the methods
or path of obtaining their objectives. It determines
in advance what should be done, why should be
done, when, where, how should be done. This is
done not only for organization as a whole but also
for every division, section and department.
Planning is thinking before doing.
8. Organizing:- It includes departmentation, delegation of
authority, fixing of responsibility and establishment of
relationship. It is a function of providing everything useful
to the business organization. There are certain resources
which are mobilize i.e. man, machine, material, money,
but still there are certain limitations on these resources. A
manager has to design and develop a structure of various
relations. This structure, results from identification and
grouping work, delegation of authority and responsibility
and establishing relationship
9. Staffing:- It includes man power planning, recruitment, selection,
placement and training. People are basically responsible for the progress
of the organization. Right man should be employed for right job. It also
involved training of personnel and proper remuneration.
Directing:- It includes decision making, supervising, guidance etc. It
reflects providing dynamic leadership. When the manager performs
these functions, he issues orders and instructions to supervisors. It also
implies the creation of a favorable work, environment motivation,
managing managers, managing workers and managing work
environment. Communication:- Communication provides the vital link
in any organization. Every successful manager has to develop an
effective system of communication.
10. Communication means exchange of facts, ideas and information between two or
more person. It helps in building up high moral.
Controlling:- It is a process of checking actual performance against standard
performance. If there is any difference or deviation then these differences
should be detected and necessary steps should be taken. It involves three
elements: 1. Establishing standard of performance. 2. Measuring actual
performance with establishment. 3. Finding out reasons for deviation
Motivation:- In a well organization unforeseen problems are created. It
becomes necessary for the workers to have a leader, to whom they can consult
for the guidance. One must help the worker to solve their problems. The
manager is the leader for them. So he should accept the problems, should
appreciate the workers for the work done by them. He has to act as a well
motivation source for he workers.
11. SCIENTIFIC MANAGEMENT by F.W.Taylor
Scientific management is a part of early management
approaches. The chief contributor of scientific management
is F. W. Taylor. He is known as Father of Scientific Management
(1856 to 1915) was born in USA. He did most of his schooling in
France & Germany. He couldn’t finish his graduation & join
Midvale Co. (Steel Work). He worked there for 6 years. In 1884
he raised to the position of Chief Engineers, as mean while he
obtained Masters degree in Physics, Mathematics &
Engineering. In 1898, he joined Bethlehem Steel Co. where he
did his experiment to increase the loading capacity of each
worker with regards to material handling equipment.
12. At first one worker was engaged in loading 12.5 tones of iron.
But with the help of time & motion study he proved that one
man can load 47.48 tones because of the change in the size of
spade & systematic arrangement of instruments. With the help
of proper planning organization can earn more profit. Initially
the workers in that company are 500 to 600 because of this the
strength of workers reduce to 140 and profit increased by
78,000 dollars.
Definition:-Scientific management is concern with exactly
knowing what you want men to do & then see that they are
doing in best & cheapest way.
13. Separation of Planning & Doing:- Before Taylor’s scientific
management a worker used to plan about his work &
instruments necessary for that. Supervisors’ job was to see how
the workers were performing. This creates a lot of problems. So
Taylor has separated planning & doing authority.
Functional Foremanship:- Separation of planning from doing
resulted into development of supervision system. In this system
8 persons were engaged, out of that 4 persons were engaged
in planning department. They are time & cost clerk, routine
clerk, instruction card clerk & disciplinarian. In production
process 4 personnel were engaged, they are speed boss,
repair boss, supervisor & gang boss.
14. Job Analysis:- It is related with finding out best way of doing. It means
that least movements in doing job. It will lead to complete production in
less time & lesser cost. It includes:-
A) Time Study:- It means determining time required to complete a job in
a particular time. The movement which takes minimum time is the best one.
B) Motion study:- It means study of movement while performing a job
i.e. elimination of wasteful movement in performing a job, only necessary
movements are engaged.
C) Fatigue Study:- It shows the amount & frequency of rest required,
while completing the work. After certain period of time workers feel
fatigue & can’t work with full capacity. Therefore they require rest in
between. When rest is allowed they start working with full capacity.
15. Standardization:- As far as possible standardization should be
maintained in respect of instruments & tools, period of work, amount of
work, working conditions, cost of production etc. these all things are fixed
in advance on the basis of job analysis Scientific Selection & Training of
Workers:- Taylor has been suggested that worker should be selected on
scientific basis taking into account their education, work experience,
attitude & physical strength.
16. Financial Incentives:- Financial incentives help to motivate workers
in maximum efforts. Higher wages lead to increase in efforts. He
applied differential piece rate system. According to him workers have
to complete the work within specified time and then only he will get
wages at higher rate per piece & one does not complete a job gets a
lower rate. Wages should be based on individual performance & not
on the position occupied.
Economy:- Techniques of cost estimated & control should be
adopted. Waste should be controlled properly. Profit will be achieved
with elimination of wastage. He explained how resources are wasted.
17. 14 principles of Management by Henry Fayol
DIVISION OF WORK: Work should be divided among
individuals and groups to ensure that effort and attention are
focused on special portions of the task. Fayol presented work
specialization as the best way to use the human resources of
the organization.
AUTHORITY: The concepts of Authority and responsibility are
closely related. Authority was defined by Fayol as the right to
give orders and the power to exact obedience. Responsibility
involves being accountable, and is therefore naturally
associated with authority. Whoever assumes authority also
assumes responsibility.
18. DISCIPLINE: A successful organization requires the common
effort of workers. Penalties should be applied judiciously to
encourage this common effort.
UNITY OF COMMAND: Workers should receive orders from
only one manager.
UNITY OF DIRECTION: The entire organization should be
moving towards a common objective in a common
direction.
SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL
INTERESTS: The interests of one person should not take priority
over the interests of the organization as a whole
REMUNERATION: Many variables, such as cost of living, supply
of qualified personnel, general business conditions, and
success of the business, should be considered in determining
a worker’s rate of pay.
19. CENTRALIZATION: Fayol defined centralization as lowering the
importance of the subordinate role. Decentralization is increasing the
importance. The degree to which centralization or decentralization
should be adopted depends on the specific organization in which the
manager is working.
SCALAR CHAIN: Managers in hierarchies are part of a chain like
authority scale. Each manager, from the first line supervisor to the
president, possesses certain amounts of authority. The President
possesses the most authority; the first line supervisor the least. Lower
level managers should always keep upper level managers informed of
their work activities. The existence of a scalar chain and adherence to it
are necessary if the organization is to be successful.
20. ORDER: For the sake of efficiency and coordination, all materials and
people related to a specific kind of work should be treated as equally as
possible.
EQUITY: All employees should be treated as equally as possible.
STABILITY OF TENURE OF PERSONNEL: Retaining productive
employees should always be a high priority of management. Recruitment
and Selection Costs, as well as increased product-reject rates are usually
associated with hiring new workers.
INITIATIVE: Management should take steps to encourage worker
initiative, which is defined as new or additional work activity undertaken
through self direction.
ESPIRIT DE CORPS: Management should encourage harmony and
general good feelings among employees.
21. (HAWTHORNE EXPERIMENTS) by Elten Mayo
Elten Mayo can be called as the Founder of Human relations school. Mayo
conducted experiments at the Department of Industrial research of Harward.
The human relations movement was evolved during 1920’s in the U.S.A. Elten
Mayo (1880-1949) laid the foundations for the human relations approach.
Hawthorne experiments was conducted from 1924 to 1932 at a plant of
Western Electric Company, Chicago was manufacturing Telephone System
Bell. It employed 30,000 employees at the time of experiment.
The Hawthorne Experiment brought out that the productivity of the employees
is not the function of only physical conditions of work and money wages paid
to them. Productivity of employees depends heavily upon the satisfaction of
the employees in their work situation. Mayo’s idea was that logical factors
were far less important than emotional factors in determining productivity
efficiency.
22. The experiment was conducted in 4 phases.
I] Illumination Experiment :- (Physical conducting lighting effect) It was undertaken
to find out how change in the level of light & physical factor affects production. Higher
illumination will help in increasing the production; decrease in illumination will lead to
decrease in production.
II] Relay Assembly Test Room:- Under this study, two small groups of six female
telephone relay assemblers were put in separate rooms under close observation and
control. Frequent changes were made in working conditions such as working hours, rest
periods, hot lunch etc. Over the two years period, it was concluded that social or human
relationship among workers exercised greater influence on productivity of workers than
working conditions. This special attention and treatment given to workers developed a
sense of group pride and belongingness which motivated them to increase their
performance.
23. III] Mass Interview Program:- During the course of experiment about 20,000 interviews
were conducted from 1928 to 1930. For determination of employee’s attitude towards
company such as supervision, insurance plan, promotion, wages etc. & yes & no type of
questions were asked. During the course of interview it was discovered that workers
behaviour was influenced by group behavior. The programme indicated that productivity can
be increased if people allowed talking freely.
IV] Bank wiring observation room:- This experiment was carried from 1931 to 1932 with
a view to analysis functioning of small group & its impact on individual behavior. The
experiment was conducted to study a group of workers under conditions which were as close
as possible to normal. This group comprised of 14 workers. After the experiment, the
production records of this group were compared with their earlier production records. It was
observed that the group evolved its own production norms for each individual worker, which
was made lower than those set by the management. Because of this, workers would produce
only that much, thereby defeating the incentive system. Those workers who tried to produce
more than the group norms were isolated, harassed or punished by the group.
24. The main conclusions of Hawthorne Experiments are as follows :
1) Social factor in output:- Worker is influenced by social factor & the behavior within the group. Man
is a social animal. Only monetary incentives are not sufficient to increase the production but non-
monetary incentives will also help to increase the production. Means, behavior within the group
will definitely increase the production. This acts as a motivating factor.
2) Group Influence:- Worker forms a group in the organization means, they develop informal
relationship. They try to change their behavior & manager is considered as a part & parcel for that
group & not as a manager.
3) Leadership:- Leadership is important for directing group behavior. But the formal relationship is not
accepted by the workers. Informal relationship which is express in relay assembly test room & bank
wiring observation room is lead to increase the efficiency of the workers.
4) Supervision:- Supervision is important for determining efficiency of output but friendly supervision
helps to increase the productivity of the workers in the organization.
5) Communication:- In every organization communication is very important. Workers participation in
the process of decision making helps in increasing the productivity. Workers must communicate
freely with managers to explain their problem. Better understanding between manager & workers
develops positive attitude.
25. A system is a set of interdependent parts which form a unit as a whole that performs
some function. An organization is also a system composed of four independent parts
namely, task, structure, people and technology
The Systems Approach to management Theory,
commonly viewed as the foundation of
organizational development, views an
organization is made up of closed systems and
open systems.
The systems approach implies that decisions
and actions in one organizational area will
affect other areas. For example, if the
purchasing department does not acquire the
right quantity and quality of inputs, the
production department won’t be able to do its
job.
26. Inputs - Raw Materials, Human
Resources, Capital, Information,
Technology
A Transformational Process -
Employee Work Activities, Management
Activities, Operations Methods
Outputs - Products or Services,
Financial Results, Information, Human
Results
Feedback - Results from outputs
influence inputs.
The Environment - These components
make up internal and external factors
that affect the system.
The system approach of the organization is made up five components:
27. The following are the chief characteristics of the System Approach to
Management:
Sub-Systems - Each organization is a system made up of a combination
of many sub-systems. These sub-systems are inter-related.
Holism - Each sub-system works together to make up a single whole
system. Decisions made in any subsystem affect the entire system.
Synergy - The collective output of the whole system is greater than the
sum of output of its sub-systems.
Closed and Open Systems - The whole organization is an open system
made up of a combination of open and closed sub-systems.
System Boundary - The organization is separate from the external
environment made up of other systems.
28. Maslow’s Need Hierarchy Theory
Every person has a variety of
needs, some of these needs are
satisfied and others are unsatisfied.
An unsatisfied need is the starting
point in the motivation process.
When a person has an unsatisfied
need, he attempts to identify
something that will satisfy the
need. This is called as goal. Once
a goal has been identified, he
takes action to reach that goal
and thereby satisfy the need.
29. 1. Physiological needs: These are the basic needs for sustaining human life
itself, such as food, water, shelter and sleep. Maslow took the position that
until these needs are satisfied to the reasonable degree necessary to
maintain life, other needs will not motivate people.
2. Security or safety needs: People want to be free of physical danger and
of the fear of losing job, property or shelter.
3. Social needs: Since people are social being, they need to belong, to be
accepted by others.
4. Esteem needs: Once people begin to satisfy their need to belonging, they
tend to want to be held in esteem both by themselves and by others. This
kind of need produces such satisfaction as power, prestige and status.
5. Self-actualization needs: It is desire to become what one is capable of
becoming-to maximize one’s potential and to accomplish something.
30. Theory X and Theory Y
Theory – X
Workers dislike to work by themselves
Workers are not ready to take
responsibility
Workers prefer to be directed
Workers are unambitious
Workers by nature resist change and want
security
Workers lack of creativity, fail to solve
organizational problems
Focuses on lower needs
Strict control is necessary
Authority is not delegated
Autocratic leadership is followed
Theory - Y
Workers feel that work is as natural as play
Workers are ready to accept responsibility
Workers are directed by themselves
Workers are ambitious
Workers are ready to cope up with changes
Workers have high degree of creativity and solve
organizational problems
Focuses on higher level needs
Workers exercise self control and self direction to
achieve organizational objectives
Authority is delegated
Democratic leadership is followed
31. Hertzberg’s Two Factors Theory
Fredrick Hertzberg and his associates have proposed a two
factors theory of motivation. In one group of needs are such
things as company policy and administration, supervision, working
conditions, interpersonal relations, salary, job security and
personal life. These are called as dissatisfies and not motivators. If
they exist in a work environment, they yield no dissatisfaction.
Their existence does not motivate but their absence result
dissatisfaction. Hertzberg called these factors as hygiene or
maintenance factors. The second group he listed certain satisfiers
and therefore motivators, which are related to job content. They
include achievement, recognition, challenging work,
advancement and growth in the job.
32. The first group of factors (the dissatisfies) will not motivate in the
organization, yet they must be present otherwise dissatisfaction will
arise. The second group or the job content factors are real motivators
because they have the potential of yielding a sense of satisfaction. It
means managers must give considerable attention to upgrading job
content.
Hygiene factors Motivators
Status Challenging work
Interpersonal relations Achievement
Quality of supervision Responsibility
Company policy and administration Growth in the job.
Working conditions Advancement
Job security Recognition
Salary
33. Difference between leaders and managers
Leaders
• Leaders do right things
• Leaders focus on what can be
accomplished
• Innovation
• Commitment
• Outcome oriented
• Energizes system
• Transformational
• Create change
• Vision, inspiration, &
encouragement
Managers
• Managers do things right
• Managers do how things
can be done
• Conformity
• Control
• Rules oriented
• Ensure stability of the
system
• Transactional
• Manage change
• Strategies, procedure,
objectives
34. Types of Leadership Style
1.Autocratic
2.Democratic
3.Laissez-Faire
4.Paternalistic
35. Autocratic:
• Leader makes decisions without reference to
anyone else
• High degree of dependency on the leader
• Can create de-motivation and alienation
of staff
• May be valuable in some types of business
where decisions need to be made quickly and
decisively
36. Democratic:
Encourages decision-making from different perspectives –
leadership may be emphasized throughout the organization
• May help motivation and involvement
• Workers feel ownership of the firm and its ideas
• Improves the sharing of ideas and experiences within the
business
• Can delay decision making
37. Laissez-Faire:
• ‘Let it be’ – the leadership responsibilities are shared by all
• Can be very useful in businesses where creative ideas are
important
• Can be highly motivational, as people have control over
their working life
• Can make coordination and decision making time-
consuming and lacking in overall direction
• Relies on good team work
• Relies on good interpersonal relations
38. Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but
may consult
• Believes in the need to support staff
39. Corporate Social Responsibility
Corporate Social Responsibility (CSR) is a concept that suggests that
it is the responsibility of the corporations operating within society to
contribute towards economic, social and environmental
development that creates positive impact on society at large.
Although there is no fixed definition, however the concept revolves
around that fact the corporations needs to focus beyond earning
just profits. The term became popular in the 1960s and now is
formidable part of business operations.
CSR is the way companies manage their businesses to produce an
overall positive impact on society through economic, environmental
and social actions. Corporate social responsibility (CSR), also called
corporate conscience, corporate citizenship, social performance, or
sustainable responsible business/ businesses. Business depends for its
survival on long term prosperity of the society.
40. According to Michel Hopkins “Corporate Social Responsibility is concerned
with treating the stakeholders of a company or institution ethically or in a
responsible manner. ‘Ethically or in a responsible manner’ refers to treating key
stakeholders in a manner deemed acceptable according to international norms.”
1. Care for all stakeholder: It is responsibility of the corporate to take care the
interest of all stakeholders including Customers, shareholders, creditors,
supplier, employees, project affecting persons and of course the society where
it operates.
2. Ethical Functioning: Ethics are the values, behavior, nature, conduct of the
person or persons in any organization or society. The best Ethical practices are
also awarded. They should not engage in any abusive, unfair, anti-competitive or
corrupt language.
41. 3. Respect for Worker’s Right and Welfare: The companies should
provide the workplace environment that is safe, hygienic and humane to
work. They should be taken care of the health issues arising out of the
work of the organization. It should conduct the training and development
program within the organization for the people of the organization.
4. Respect for Environment: The companies are required to utilize the
Planet i.e., Natural Capital in a well manner so that it cannot be wasted,
excess utilized which is also required for the other states or countries and
also requires to be preserve for the future generation.