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.
Declaration: The materials incorporated in this document have come from variety of sources and compiler bears no responsibilities for any information contained herein. The compiler acknowledges all the sources although references have not been explicitly cited for all the contents in this document.
Declaration: The materials incorporated in this document have come from variety of sources and compiler bears no responsibilities for any information contained herein. The compiler acknowledges all the sources although references have not been explicitly cited for all the contents in this document.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
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.
the importance of controlling,the link between controlling and planning. types of control methods. steps in control process and characteristics of effective control system.
Principles of Scientific Management (F.W. Taylor)Deep Gurung
The slide explains the theory proposed by F.W. Taylor. He introduced scientific methods of doing work to increase productivity. Thus he is known as 'Father of Scientific Management;. Thus, the theory 'Principles of Scientific Management'.
A process of monitoring , comparing ,correcting performance and taking action to ensure desired results.
It sees to it that the right things happen, in the right ways, and at the right time
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.
the importance of controlling,the link between controlling and planning. types of control methods. steps in control process and characteristics of effective control system.
Principles of Scientific Management (F.W. Taylor)Deep Gurung
The slide explains the theory proposed by F.W. Taylor. He introduced scientific methods of doing work to increase productivity. Thus he is known as 'Father of Scientific Management;. Thus, the theory 'Principles of Scientific Management'.
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 slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
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.
Hello Everyone!
This is a ppt on management concepts. It covers most of the topics related to management. By reading this you will get a brief idea about the concepts of management. It will also be very helpful from university exam point of view. Students can also makes notes of it. This topic is very important for opting any management course. Hope you will like the ppt and make a good learning of it.
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VENTURE CAPITAL
Overview of the Venture-Capital Industry
Types of Venture capital firms
Venture-Capital Process
Stages In Venture Financing
Locating Venture Capitalists
Activities of Venture Capitalists
Approaching a Venture Capitalist
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BRIEF EXPLAINATION OF THE CASE
POST-SBI-VRS SCENARIO
SBI-VRS is not as per expectation of management .. because
STRATEGIES FOR PROPER STAFF COST REDUCTION
Lessons from the case…
CONCLUSION
Industrial Policy Resolution of 1948
Industrial Policy Resolution of 1956
Industrial Policy Resolution of 1973
Industrial Policy Resolution of 1977
Industrial Policy Resolution of 1980
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INTRODUCTION TO NEGOTIATION
NATURE AND NEED FOR NEGOTIATION
FACTORS AFFECTING NEGOTIATION
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FIVE SUCCESSFUL NEGOTIATION STRATEGIES
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DISCUSSING AND PRESENTING A CASE
DECISION CASE
SOME OF THE POINTS NEED TO BE KEPT IN A MIND WHEN PRESENTING A CASE
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What is railway budget?
Theme of the Budget
Vision
Investments and Resources
Financial Performance
Investments and Resources
Achievements of 2015-16
THE WAY TO IMPROVE
Customer interface
CAPACITY BUILDING FOR FUTURE THROUGH
FINANCIAL PERFORMANCE 2015
Budget estimation 2016-17
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
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Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
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CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
Principle of management
1. Management: Introduction
The systematic study of management as a distinct body of
knowledge is only of recent origin.
However, since the practice of management has been in existence
from several centuries, there are numerous ancient writings also
available on the different aspects of management. Some of these
works continue to serve as a reference for modern management
thinkers. A few notable writings are:
Arthashastra, written by Kautilya in the 3rd century BC
The Art of War, written by Sun Tzu of China more than 2,000
years ago,
The Prince is a political treatise by the Italian diplomat Niccolò
Machiavelli written in 1513.
2. Definition of management
Management
The process of getting things done, effectively and
efficiently, through and with other people
Efficiency
Means doing the thing correctly; refers to the relationship
between inputs and outputs; seeks to minimize resource
costs
Effectiveness
Means doing the right things; goal attainment
A comprehensive definition of management is –
„management is the coordination of all resources through the
process of planning, organizing, directing and controlling in
order to attain stated objectives‟. (Henry L. Sisk)
4. Purpose
Optimum use of resource
Effective leadership and motivation
Sound industrial relation
Achievement of goals
Change and growth
Improvement in standard of living
8. skills for managers:
General Skills for Managers
• Conceptual skills
– A manager’s mental ability to coordinate all of the organization’s
interests and activities
• Interpersonal skills
– A manager’s ability to work with, understand, mentor, and
motivate others, both individually and in groups
• Technical skills
– A manager’s ability to use the tools, procedures, and techniques
of a specialized field
• Political skills
– A manager’s ability to build a power base and establish the right
connections
9. Skills for managers:
Specific Skills for Managers
Behaviors related to a manager’s effectiveness:
Controlling the organization’s environment and its
resources.
Organizing and coordinating.
Handling information.
Providing for growth and development.
Motivating employees and handling conflicts.
Strategic problem solving.
10. FAYOL’S FOURTEEN PRINCIPLES OF
MANAGEMENT:
Division of work: specialization of jobs work of all kinds must be divided &
subdivided and allotted to various persons according to their expertise in a
particular area. Leads to simplicity and efficiency in work. Also helps to
acquire speed and accuracy in work.
Authority &Responsibility: Authority refers to the right (power) of superiors
to get exactness from their sub ordinates whereas responsibility means
obligation for the performance of the job assigned. Whoever assumes authority
also assumes responsibility. Authority without responsibility leads to
irresponsible behavior whereas responsibility without authority makes the
person ineffective.
Discipline: According to Fayol, "Discipline means sincerity, obedience, respect
of authority & observance of rules & regulations of the enterprise". This
principle applies that subordinate should respect their superiors & obey their
order.
Unity of Command: A subordinate should receive orders and be accountable
to one and only boss/manager at a time. Unity of command provides the
enterprise a disciplined, stable & orderly existence.
11. FAYOL’S FOURTEEN PRINCIPLES OF
MANAGEMENT Contd..
Unity of Direction: The entire organization should be moving towards a
common objective in a common direction. Related activities should be
grouped-together. There should be one plan of action for them and they
should be under the charge of a particular manager.
Subordination of individual interest to the general interest: The interests
of one person should not take priority over the interests of the organization
as a whole.
Remuneration: The quantum & method of remuneration to be paid to the
workers should be fair, reasonable, satisfactory & rewarding of the efforts.
Wages should be determined on the basis of cost of living, work assigned,
financial position of the business, wage rate prevailing etc. Also
recommended provision of other benefits such as free education, medical &
residential facilities to workers.
12. FAYOL’S FOURTEEN
PRINCIPLES OF MANAGEMENT
Contd..
Scalar Chain: Fayol defines scalar chain as `The chain of superiors
ranging from the ultimate authority to the lowest’. Each order,
instruction, message, request, explanation etc. has to pass through
scalar chain. But for the sake of convenience & urgency, this path
can be cut short and this short cut is known as Gang Plank to
facilitate quick and easy communication.
13. FAYOL’S FOURTEEN
PRINCIPLES OF MANAGEMENT
Contd..
Order: This principle is concerned with proper & systematic arrangement
of things & people. Arrangement of things is called material order and
placement of people is called social order.
Equity: All employees should be treated as equally as possible. It is a
combination of fairness, kindness & justice.
Stability of Tenure of Personnel: Retaining productive employees should
always be a high priority of management. Thereby reducing the cost for
hiring new candidates. Time is required for an employee to get used to a
new work & succeed to doing it well but if he has removed before that he
will not be able to render worthwhile services. It ultimately increase the
quality as well as quantity of work.
14. FAYOL’S FOURTEEN
PRINCIPLES OF MANAGEMENT
Contd..
Initiative: Management should take steps to encourage worker
initiative, which is defined as new or additional work activity
undertaken through self direction. Fayol says management should
provide opportunity to its employees to suggest ideas, experiences
& new method of work.
Espirit De Corps: Management should encourage team
spirit/harmony and general good feelings among employees. Proper
coordination of work, encouragement to subordinates, giving
chance to improve, etc will foster team spirit.
Centralization & Decentralization: Centralization means
concentration of authority at the top level. Decentralization means
disposal of decision making authority to all the levels of the
organization. The degree to which centralization or decentralization
should be adopted depends on the specific organization in which the
manager is working.
15. RECENT TRENDS IN
MANAGEMENT
Globalization Management
Workforce Diversity, Increasing heterogeneity
Entrepreneurship Defined
E-Business
Learning Organization
Quality Management A philosophy of management
16. EVOLUTION OF MANAGEMENT
THOUGHT: (I) THE SCIENTIFIC PROCESS
SCHOOL BY FREDERICK WINSLOW
TAYLOR :
Scientific management, also called as Taylorism, was a theory of
management whose main objective was improving economic
efficiency, especially labor productivity. Its development began
with F.W.Taylor in the 1880s and 1890s within the manufacturing
industries. It was one of the earliest attempts to apply science to
the engineering of processes and to management.
Features:
Job Analysis/Work Study: It eliminates wasteful & unnecessary
operations, reduced effort & increases productivity.
Time Study involves the determination of time a movement takes to
complete.
Motion Study involves the study of movement of both the workers
& machines so as to identify wasteful movements & performing only
necessary movements.
17. FEATURES OF THE SCIENTIFIC PROCESS
SCHOOL BY FREDERICK WINSLOW TAYLOR
Contd..
Fatigue Study: shows the amount & frequency of rest required in
completing the work
Standardization: Standardizations should be maintained in respect of
instruments and tools, period of work, amount of work, working
conditions, cost of production etc.
Scientific Selection & training of workers: A person who is having
education, work experience, attitude towards work etc should be
selected.
Financial Incentives: Based on individual’s performance, if worker
performs well he will get extra wages (bonus) and if worker does not
perform well will get no extra wages (bonus).
Economy: Making the resources more productive, eliminate wastage.
By doing this economy of the company will be good.
Mental Revolution: Co-operation between the management &
workers, if workers are cooperative for management and vice versa,
then the organization runs smoothly.
18. PRINCIPLES OF F W TAYLOR’s
SCIENTIFIC APPROACH:
• Science in place of Rule of Thumb methods : Rule of Thumb emphasizes
estimation. Science - exactness of various aspects of work like days fair
work, standardization in work, differential piece rate for payment etc.
• Scientifically select, train and develop each worker rather than passively
leave them to train themselves.
• Co-operation , not individualism: Cooperation between managers &
workers can be developed through .mutual understanding & change in
thinking.
• Equal division of responsibility : between managers & workers so that the
Managers apply the scientific principles in planning the work and the
workers actually perform the tasks.
• Maximum output rather than restricted output: Continuous increase in
production instead of restricted production.
• Development of each man to the greatest of his efficiency & prosperity :
Training should be provided to workers to keep them fully fit according to
the requirement of new methods of working.
19. TAYLOR'S STUDY HAD THE FOLLOWING
DRAWBACKS:
Ignores human factors - Considers them as machines
and is therefore dehumanizing in nature.
Increased the monotony in work while emphasizing
more on principles of improved productivity. Skill,
variety, feedback, task identity, autonomy were missing.
Ignores human requirements, wants & aspirations
Level of Dissatisfaction - Comparing performance with
others
While in many cases the new ways of working were
accepted by workers, in some cases they were not. The
use of stopwatches often was a protested issue and led to
a strike at a factory where “Taylorism” was being tested.
20. (II) MANAGEMENT PROCESS
SCHOOL BY HENRY FAYOL
Henry Fayol is the father of the Management Process School.
It was Henry Fayol, who for the first time studied the
functions & principles of management in a systematic manner.
This school regards management as a process of getting
things done through and with people operating in organized
groups. He identified 6 types of business activities as
mentioned below but concentrated more on a less common
activity – Managerial Activities.
Technical activities (production)
Commercial activities (buying, selling & exchanging)
Financial activities (search for, and optimum use of, capital)
Security services (protection of property & persons)
Accounting activities (including statistics)
Managerial activities (planning, organization, command).