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.
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
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
F.W.Taylor-Father of scientific managementRashmi kavya
Fredrick Winslow Taylor is known as father of scientific Management. A mechanical engineer by occupation, he gave philosophies about optimal use of labor and increase productivity.
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.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
F.W.Taylor-Father of scientific managementRashmi kavya
Fredrick Winslow Taylor is known as father of scientific Management. A mechanical engineer by occupation, he gave philosophies about optimal use of labor and increase productivity.
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.
Engineering Management Compiled Powerpoint Presentations (A. Y. 2013 - 2014 2nd Term : Mapua Institute of Technology - Intramuros)
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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.
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This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
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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.
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Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
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23. Monitor: - This is continuous scanning of environment for information. This can be through personal contact or through subordinates or may be unsolicited information.
24. Disseminator: - Passing of information to subordinates in order to achieve goal of the organization.
25. Spokesman: - Relevant information is passed to various groups and people who influences the organization, they are – shareholders, government or any other organization including press.
45. He also believed that worker should be carefully selected and trained, right man should be for the right job. Also believed in harmony between worker, manager and the owner.
62. Authority is the right to give orders and the power to exact obedience. A manager has official authority because of her position, as well as personal authority based on individual personality, intelligence, and experience. Authority creates responsibility.
63. It is the right to issue commands, along with which must go the balanced responsibility for its function.
65. Obedience and respect within an organization are absolutely essential. Good discipline requires managers to apply sanctions whenever violations become apparent.
66. Employees must obey, but this is two-sided: employees will only obey orders if management plays their part by providing good leadership.
72. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of direction but does not necessarily flows from it.
73. Fayol did not in any sense mean that all decisions should be made at the top.
79. Salaries - the price of services rendered by employees - should be fair and provide satisfaction both to the employee and employer.
80. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.
82. The objective of centralization is the best utilization of personnel. The degree of centralization varies according to the dynamics of each organization.
83. In this Fayol refers to the extent to which authority is concentrated or dispersed.
85. A chain of authority exists from the highest organizational authority to the lowest ranks.
86. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization.
87. Fayol thinks of this as a “chain of superiors” from the highest to the lowest ranks, which while not to be departed from needlessly, should be short-circuited when to follow it scrupulously would be detrimental.
89. Organizational order for materials and personnel is essential. The right materials and the right employees are necessary for each organizational function and activity.
90. Fayol follows the simple adage of “a place for everything [everyone], and everything [everyone] in its [his or her] place.” this is essentially a principle of organisation in the arrangement of things and people.
92. In organizations, equity is a combination of kindliness and justice. Both equity and equality of treatment should be considered when dealing with employees.
93. Loyalty and devotion should be elicited from personnel by a combination of kindliness and justice on the part of managers when dealing with subordinates.
95. To attain the maximum productivity of personnel, a stable work force is needed.
96. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.
97. Finding unnecessary turnover to be both the cause and effect of the bad management, Fayol points out its dangers and costs.
99. Thinking out a plan and ensuring its success is an extremely strong motivator. Zeal, energy, and initiative are desired at all levels of the organizational ladder.
100. Allowing all personnel to show their initiative in some way is a source of strength for the organization.
101. It may well involve a sacrifice of ‘personal vanity’ on the part of many managers.
103. Teamwork is fundamentally important to an organization. Work teams and extensive face-to-face verbal communication encourages teamwork.
104. Management must foster the morale of its employees. He further suggests that: “real talent is needed to coordinate effort, encourage keenness, use each person’s abilities, and reward each one’s merit without arousing possible jealousies and disturbing harmonious relations.”
135. Superiors must be a patient counselors and help subordinate develop consistent and supportive objectives and being careful not to set goals that are not attainable as this may weaken the entire program of MBO.
136. Superior must listen to and work with their subordinates, and also take responsibility for approving subordinates goals.
137. All managers at all level need capital, material and human resources in order to accomplish their goals. Careful setting up a network of verifiable goal shall help in allocating these resources economically.
139. Objectives cannot be set by setting at the top and dividing them among subordinates. It also cannot be started from the bottom. And therefore a degree of recycling is required.
150. Clarification of organisation – it clarifies organisational role and structures. It helps in identifying deficiencies in the organisation.
151. Encouragement of personal commitment – it encourages people to commit themselves to their goals. People become enthusiastic when they control their own fate.
152.
153. Failure to give guidelines to goal setters – if corporate goals are vague unreal or inconsistent, it will be virtually impossible for managers to tune in with them.
154. Difficulty of setting goals – truly verifiable is difficult to set. Excessive concern for economic results puts pressure on individual that may encourage questionable behavior.
155. Emphasis on short run goals – there is a danger of emphasizing short run goals at the expense of the long range, all short run plans must be designed to serve longer range goals.
156. Danger of inflexibility – hesitation to change objectives when the objective is obsolete by revised corporate objectives or modified policies.
191. The decision maker must have the clear understanding of alternative courses by which a goal can be reached under existing circumstances and limitations.
192. They must have information and ability to analyse and evaluate alternatives in the light of the goal sought.
193.
194. A limiting factor is something that stands in the way of accomplishing a desired objective. Recognizing the limiting factors in a given situation makes it possible to narrow the search for alternatives to those that will overcome the limiting factors.
200. It compares additional revenues arising from additional costs. It can be used for comparing factors other than revenues – best output of a machine.
203. Experimentation – an obvious way to decide among alternatives is to try one of them and see what happens.
204.
205. The grouping of activities necessary to attain the objectives
206. The assignment of each grouping to a manager with a responsibility to supervise it
207.
208. Its value goals and tasks are predominantly oriented towards productivity, efficiency, growth and so on
209. It is well defined in shape. Majority of formal organizations are pyramid shaped. Ranks of individuals are made clear by the use of titles. Communication is simple. One can easily chart all relationships
210. There is a prescribed, mostly written system of rewards or punishment.
211.
212. Its values, goals and tasks predominantly center on individual and group satisfaction, esteem, affiliation etc.
213. It is shapeless. There are number of multidirectional, intricate relationships which cannot be easily charted
214. There is an unwritten system of reward and punishment
267. Direction as a managerial function is the interpersonal aspect of management processes by which organisational members are led to understand and contribute effectively and efficiently to accomplish organisational objectives.
268. Direction is an important function of management. A good plan must have been chalked out, a sound organisation may have been evolved and a sound team of personnel may have been employed, but all these will be ineffective unless there is proper direction of the people in the use of planning and organizing.
270. Direction is a continuous activity. It does not stop as long as the execution of plan is in process. A manager who issues an order and thinks his function is complete is committing a very serious error. He is supposed to continuously supervise the execution of his orders or instruments. He also has to lead and motivate his subordinates.
274. Acceptance of order is essential if it is carried out effectively. Managers may elicit two types of behaviors from his subordinates when they issue orders.
275. Linear Behavior: It is obtained when there is a one way transmission of orders from superior to subordinates.
276.
277. It is the directing function which involves determining the course, giving orders and instructions providing the dynamic leadership.
301. Principle of direct supervision: direction supervision improves loyalty and morale of employees.
302.
303. Standards, by definition are criteria of performance. They are the selected points in an entire planning programme at which measures of performance are made so that managers can receive information about how things are going and thus do not have to watch every step in the execution of plan.
305. Measurement is the determination of the quantity or capacity of a well-defined entity. Means of measuring performance and obtaining data are given below:
![Def -1 (Harold Koontz) <br />“MANAGEMENT is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims”.<br />-Harold Koontz and Heinz Weihrich <br />And therefore –<br />As manager people carry out the function of Planning, Organizing, Staffing, Leading and Controlling.<br />,[object Object]](https://image.slidesharecdn.com/principleandpracticesofmanagement-110328030659-phpapp02/85/Principle-and-practices-of-management-1-320.jpg)
