INTRODUCTION TO MANAGEMENT
PRINCIPLES OF MANAGEMENT
PPT OF THE BOOK
Kathryn M. Bartol,
David C. Martin,
Management (latest edition),
MAIN TOPICS OF THE LECTURE ARE:
Management Theory,
Management Environment,
Managerial Decision Making
This document outlines the course content for a Principles of Management lecture series. It covers 16 weeks of material organized around the four main management functions of planning, organizing, leading, and controlling. Specific topics to be discussed include organizational structure, motivation theories, change management, and strategic planning. The lectures will be supplemented with assignments, quizzes, and a term project. Managerial roles and the knowledge and skills required for effective management are also introduced.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
1. The document discusses the nature of management and the manager's job. It describes management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively.
2. A manager is someone who carries out the management process of planning, organizing, leading and controlling human, financial, physical and information resources.
3. The four basic management functions are planning and decision making, organizing, leading, and controlling. There are different kinds of managers at various levels and areas of an organization.
Chapter 2 The Evolution Of Management Theory Written In Different Mannermanagement 2
The document discusses the evolution of management theories and practices over time. It covers pre-20th century contributions, scientific management advocates like Taylor, general administrative theorists like Fayol and Weber, the quantitative approach, early organizational behavior studies including the Hawthorne Studies, and current trends in areas like globalization, e-business, innovation, quality management, and knowledge management. The learning objectives are to understand the historical development of management and key contributors, as well as contemporary issues facing organizations.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Chapter 3 Organizational Culture And Environment The Constraintsmanagement 2
This chapter discusses how organizational culture and the external environment constrain managers' discretion and decision-making. It defines organizational culture as shared meanings and beliefs held by members that influence their actions. Culture is shaped by seven dimensions and can be strong or weak. The external environment includes specific stakeholders like customers and competitors as well as general forces. Managers must assess environmental uncertainty and complexity to minimize risks. They also manage relationships with various stakeholders through approaches like boundary spanning and partnerships.
The document discusses traditional and contemporary issues and challenges in management. It provides an overview of different perspectives in management including classical, behavioral, quantitative, systems, and operations management perspectives. It emphasizes that an effective framework integrates these perspectives and recognizes their situational and contingent nature to provide a complete understanding of management.
This document outlines the course content for a Principles of Management lecture series. It covers 16 weeks of material organized around the four main management functions of planning, organizing, leading, and controlling. Specific topics to be discussed include organizational structure, motivation theories, change management, and strategic planning. The lectures will be supplemented with assignments, quizzes, and a term project. Managerial roles and the knowledge and skills required for effective management are also introduced.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
1. The document discusses the nature of management and the manager's job. It describes management as a set of activities including planning, organizing, leading and controlling resources to achieve organizational goals efficiently and effectively.
2. A manager is someone who carries out the management process of planning, organizing, leading and controlling human, financial, physical and information resources.
3. The four basic management functions are planning and decision making, organizing, leading, and controlling. There are different kinds of managers at various levels and areas of an organization.
Chapter 2 The Evolution Of Management Theory Written In Different Mannermanagement 2
The document discusses the evolution of management theories and practices over time. It covers pre-20th century contributions, scientific management advocates like Taylor, general administrative theorists like Fayol and Weber, the quantitative approach, early organizational behavior studies including the Hawthorne Studies, and current trends in areas like globalization, e-business, innovation, quality management, and knowledge management. The learning objectives are to understand the historical development of management and key contributors, as well as contemporary issues facing organizations.
An organization is a group of individuals working together toward common goals. As an organization increases in size, the need for a well-defined structure also increases. Organizing involves deciding how to best group activities and resources, while organizational structure refers to the patterns and groups of jobs. There are various elements that make up organizational structure, including division of labor, chain of command, and span of control. Managers make design decisions around how to divide tasks, group jobs, set reporting relationships, and distribute authority.
Chapter 3 Organizational Culture And Environment The Constraintsmanagement 2
This chapter discusses how organizational culture and the external environment constrain managers' discretion and decision-making. It defines organizational culture as shared meanings and beliefs held by members that influence their actions. Culture is shaped by seven dimensions and can be strong or weak. The external environment includes specific stakeholders like customers and competitors as well as general forces. Managers must assess environmental uncertainty and complexity to minimize risks. They also manage relationships with various stakeholders through approaches like boundary spanning and partnerships.
The document discusses traditional and contemporary issues and challenges in management. It provides an overview of different perspectives in management including classical, behavioral, quantitative, systems, and operations management perspectives. It emphasizes that an effective framework integrates these perspectives and recognizes their situational and contingent nature to provide a complete understanding of management.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
Fundamentals of Management Lecture, chapter 1 Farhad Khan
This chapter discusses the key roles and responsibilities of managers. It defines management as carrying out four main functions: planning and decision making, organizing, leading, and controlling resources. Managers at different levels (top, middle, lower) focus on varied tasks. Effective management requires strong interpersonal, informational, and decisional skills. While management draws on science through analytical techniques, it is also considered an art as managers rely on experience and judgment to solve problems.
The document discusses management concepts including:
1) It defines management as coordinating work activities to accomplish organizational goals efficiently and effectively.
2) It describes the three levels of management - first-line, middle, and top managers.
3) It discusses management functions including planning, organizing, leading, and controlling work.
The document traces the evolution of organization theories from classical to integrative approaches. It discusses early theorists like Taylor who promoted scientific management and Gulick who developed the POSDCORB framework. It then outlines criticisms by Simon, Waldo and Appleby and the introduction of new concepts like cooptation by Selznick. The document also discusses contributions by other key figures like Follett, Mayo, Barnard, Maslow and their development of theories around human relations, organizational behavior, motivation and management.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
The document discusses various aspects of controlling as a managerial function. It defines controlling as measuring and correcting performance to ensure plans and objectives are being accomplished. It describes the nature of controlling as being forward-looking, pervasive, continuous, action-oriented, dynamic, and goal-oriented. The integrated control system involves establishing performance standards, measuring performance against standards, identifying deviations, and taking corrective actions. Control tools and techniques discussed include information systems, financial controls using budgets, operations controls using quality control charts and the economic order quantity model, and behavioral controls. Gantt charts and load charts are also presented as operational planning and control tools.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
This document discusses ethics and social responsibility in organizations. It addresses individual ethics, managerial ethics across three relationships (firm-employees, employees-firm, firm-other agents), and organizational approaches including codes of ethics. It also covers emerging issues like ethics in IT and leadership. Social responsibility is discussed including stakeholder groups, arguments for and against, and organizational, government, and evaluation approaches. Approaches include defensive, accommodative, and proactive stances.
- The document discusses the evolution of management thought from the 18th to 20th century and highlights the contributions of three influential thinkers: Henry Fayol, Frederick Winslow Taylor, and Max Weber.
- Henry Fayol is considered the father of modern management. He was the first to develop a formal statement of management elements and principles including division of work, authority, and discipline.
- Frederick Taylor is known as the father of scientific management. He developed principles to increase workplace efficiency including replacing rule-of-thumb methods with scientific investigation and ensuring cooperation between labor and management.
- The document provides details on Fayol and Taylor's management theories and principles.
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
The document discusses the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
Introduction To The Field Of Organizational BehaviourSahil Mahajan
This document provides an introduction to the field of organizational behavior. It discusses what organizations are, why organizational behavior is studied, and trends influencing organizations like globalization, information technology, changing workforces, and employment relationships. It also covers topics such as telecommuting, knowledge management, and the historical roots and development of organizational behavior as a field of study.
This document discusses the nature of leadership and provides an overview of leadership theories. It defines leadership in several ways and explores the differences between leadership and management. Leadership has been studied using various approaches, including trait, behavior, power-influence, situational, and integrative. Theories can be compared based on their key variables like characteristics of the leader, followers, and situation. Theories also differ in their level of conceptualization from intra-individual to organizational processes. Effective leadership is assessed based on outcomes for followers and the organization. While no single approach can fully explain leadership, integrating different variables provides a more comprehensive understanding.
This document provides an overview of classical theories of organizations that emerged in the early 20th century, including scientific management, bureaucracy, and administrative principles. Scientific management as proposed by Taylor focused on maximizing worker efficiency through standardized tasks and measurements. Weber's theory of bureaucracy proposed a hierarchical structure with clear division of labor, rules, and impersonality. Fayol's administrative theory described the functions of management as planning, organizing, commanding, coordinating, and controlling. The classical theories emphasized strict control, chain of command, and predictability of worker behavior.
This document discusses the key concepts of management and the management process. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. Managers are responsible for directing employee efforts to help the organization achieve its goals. The management process involves planning goals and actions, organizing work and allocating resources, leading employees, and controlling activities to ensure they conform to plans. The document also outlines different levels of managers, types of managers, and important management skills.
Lesson 7 Basic Elements of Planning and Decision MakingDR. RHEA SANTILLAN
This document discusses the basic elements of planning and decision making in organizations. It covers topics such as setting goals at different levels (mission, strategic, tactical, operational) and areas of the organization. The document also discusses managing multiple and conflicting goals, different types of plans (strategic, tactical, operational), time frames for plans, responsibilities for planning, contingency planning, crisis management, barriers to planning, and overcoming those barriers. The overall purpose is to provide guidance on goal setting and strategic, tactical, and operational planning processes in organizations.
Here are my responses to the discussion questions:
1. No, it is not acceptable to give your boss a Rs 5000 gift to celebrate a birthday or holiday. That amount could be seen as an attempt to curry favor or gain an improper advantage.
2. No, it is not acceptable to accept a Rs 5000 gift from your boss to celebrate a birthday or holiday. Accepting expensive gifts from someone you report to could compromise your independence and objectivity.
3. Yes, there is an ethical problem with using your employer's copier for personal use without permission. Using company resources for personal benefit without approval constitutes misuse of company property.
4. Yes, it is wrong to browse the internet excessively while at
This document provides an overview of management concepts. It begins by defining management and discussing its importance. It then examines the roles and functions of managers, including the four main functions of planning, organizing, staffing, directing and controlling. The document also explores theories of management including scientific management, administrative principles, and the Hawthorne studies. It analyzes how these theories shaped modern approaches to management and the importance of behavioral science concepts.
The document summarizes the evolution of management thought from early contributors like Fayol and Taylor to more modern approaches. It outlines key aspects of the universal process approach, scientific/operational management, quality advocates, human relations movement, systems thinking, contingency approach, and issues with management by bestseller. Modern management is viewed as interdisciplinary, situational, and recognizing both human and systems factors within organizations.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
The document discusses the classical approaches to management that emerged during the Industrial Revolution. It describes three major approaches: scientific management, which aimed to improve worker efficiency through time and motion studies; bureaucratic management, which emphasized rational organization structures and processes; and administrative management, which focused on management functions and principles like those outlined by Henri Fayol. The classical approaches sought to increase productivity and profitability in factories through principles of specialization, centralized decision-making, and rationalization of work.
Fundamentals of Management Lecture, chapter 1 Farhad Khan
This chapter discusses the key roles and responsibilities of managers. It defines management as carrying out four main functions: planning and decision making, organizing, leading, and controlling resources. Managers at different levels (top, middle, lower) focus on varied tasks. Effective management requires strong interpersonal, informational, and decisional skills. While management draws on science through analytical techniques, it is also considered an art as managers rely on experience and judgment to solve problems.
The document discusses management concepts including:
1) It defines management as coordinating work activities to accomplish organizational goals efficiently and effectively.
2) It describes the three levels of management - first-line, middle, and top managers.
3) It discusses management functions including planning, organizing, leading, and controlling work.
The document traces the evolution of organization theories from classical to integrative approaches. It discusses early theorists like Taylor who promoted scientific management and Gulick who developed the POSDCORB framework. It then outlines criticisms by Simon, Waldo and Appleby and the introduction of new concepts like cooptation by Selznick. The document also discusses contributions by other key figures like Follett, Mayo, Barnard, Maslow and their development of theories around human relations, organizational behavior, motivation and management.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
This chapter discusses traditional and contemporary issues and challenges in management theory. It covers the classical, behavioral, and quantitative perspectives on management. The classical perspective included scientific management, which focused on improving individual worker efficiency, and administrative management, which focused on managing the total organization. The behavioral perspective grew out of the Hawthorne studies and emphasized social and psychological factors. The quantitative perspective uses mathematical modeling to assist decision making. More recent approaches attempt to integrate multiple perspectives, such as the systems and contingency approaches. The chapter concludes by identifying contemporary management issues and challenges faced by managers today.
The document discusses various aspects of controlling as a managerial function. It defines controlling as measuring and correcting performance to ensure plans and objectives are being accomplished. It describes the nature of controlling as being forward-looking, pervasive, continuous, action-oriented, dynamic, and goal-oriented. The integrated control system involves establishing performance standards, measuring performance against standards, identifying deviations, and taking corrective actions. Control tools and techniques discussed include information systems, financial controls using budgets, operations controls using quality control charts and the economic order quantity model, and behavioral controls. Gantt charts and load charts are also presented as operational planning and control tools.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
Management involves planning, organizing, leading, and controlling organizational resources to achieve goals. The key functions of management include planning activities to achieve goals, organizing human and physical resources, staffing the organization by selecting and training employees, leading and directing employee work, and controlling performance to ensure goals are met. Managers at different levels have varying responsibilities, with top managers setting overall direction, middle managers responsible for at least two levels below, and first-line managers directly supervising employees' work. Effective management requires skills in all of these functions.
This document discusses ethics and social responsibility in organizations. It addresses individual ethics, managerial ethics across three relationships (firm-employees, employees-firm, firm-other agents), and organizational approaches including codes of ethics. It also covers emerging issues like ethics in IT and leadership. Social responsibility is discussed including stakeholder groups, arguments for and against, and organizational, government, and evaluation approaches. Approaches include defensive, accommodative, and proactive stances.
- The document discusses the evolution of management thought from the 18th to 20th century and highlights the contributions of three influential thinkers: Henry Fayol, Frederick Winslow Taylor, and Max Weber.
- Henry Fayol is considered the father of modern management. He was the first to develop a formal statement of management elements and principles including division of work, authority, and discipline.
- Frederick Taylor is known as the father of scientific management. He developed principles to increase workplace efficiency including replacing rule-of-thumb methods with scientific investigation and ensuring cooperation between labor and management.
- The document provides details on Fayol and Taylor's management theories and principles.
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
The document discusses the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
Introduction To The Field Of Organizational BehaviourSahil Mahajan
This document provides an introduction to the field of organizational behavior. It discusses what organizations are, why organizational behavior is studied, and trends influencing organizations like globalization, information technology, changing workforces, and employment relationships. It also covers topics such as telecommuting, knowledge management, and the historical roots and development of organizational behavior as a field of study.
This document discusses the nature of leadership and provides an overview of leadership theories. It defines leadership in several ways and explores the differences between leadership and management. Leadership has been studied using various approaches, including trait, behavior, power-influence, situational, and integrative. Theories can be compared based on their key variables like characteristics of the leader, followers, and situation. Theories also differ in their level of conceptualization from intra-individual to organizational processes. Effective leadership is assessed based on outcomes for followers and the organization. While no single approach can fully explain leadership, integrating different variables provides a more comprehensive understanding.
This document provides an overview of classical theories of organizations that emerged in the early 20th century, including scientific management, bureaucracy, and administrative principles. Scientific management as proposed by Taylor focused on maximizing worker efficiency through standardized tasks and measurements. Weber's theory of bureaucracy proposed a hierarchical structure with clear division of labor, rules, and impersonality. Fayol's administrative theory described the functions of management as planning, organizing, commanding, coordinating, and controlling. The classical theories emphasized strict control, chain of command, and predictability of worker behavior.
This document discusses the key concepts of management and the management process. It defines management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals. Managers are responsible for directing employee efforts to help the organization achieve its goals. The management process involves planning goals and actions, organizing work and allocating resources, leading employees, and controlling activities to ensure they conform to plans. The document also outlines different levels of managers, types of managers, and important management skills.
Lesson 7 Basic Elements of Planning and Decision MakingDR. RHEA SANTILLAN
This document discusses the basic elements of planning and decision making in organizations. It covers topics such as setting goals at different levels (mission, strategic, tactical, operational) and areas of the organization. The document also discusses managing multiple and conflicting goals, different types of plans (strategic, tactical, operational), time frames for plans, responsibilities for planning, contingency planning, crisis management, barriers to planning, and overcoming those barriers. The overall purpose is to provide guidance on goal setting and strategic, tactical, and operational planning processes in organizations.
Here are my responses to the discussion questions:
1. No, it is not acceptable to give your boss a Rs 5000 gift to celebrate a birthday or holiday. That amount could be seen as an attempt to curry favor or gain an improper advantage.
2. No, it is not acceptable to accept a Rs 5000 gift from your boss to celebrate a birthday or holiday. Accepting expensive gifts from someone you report to could compromise your independence and objectivity.
3. Yes, there is an ethical problem with using your employer's copier for personal use without permission. Using company resources for personal benefit without approval constitutes misuse of company property.
4. Yes, it is wrong to browse the internet excessively while at
This document provides an overview of management concepts. It begins by defining management and discussing its importance. It then examines the roles and functions of managers, including the four main functions of planning, organizing, staffing, directing and controlling. The document also explores theories of management including scientific management, administrative principles, and the Hawthorne studies. It analyzes how these theories shaped modern approaches to management and the importance of behavioral science concepts.
The document summarizes the evolution of management thought from early contributors like Fayol and Taylor to more modern approaches. It outlines key aspects of the universal process approach, scientific/operational management, quality advocates, human relations movement, systems thinking, contingency approach, and issues with management by bestseller. Modern management is viewed as interdisciplinary, situational, and recognizing both human and systems factors within organizations.
Bec domsppt on the evolution of management thinkingBabasab Patil
The document discusses the evolution of management thinking over time from classical, humanistic, and modern perspectives. It describes Frederick Taylor's scientific management approach which focused on efficiency and productivity. The human relations movement emphasized understanding human behavior and the importance of positive treatment of employees. More recent developments discussed include systems theory, total quality management, learning organizations, and managing technology-driven workplaces using supply chain management, customer relationship management, and outsourcing.
Bec domsppt on the evolution of management thinkingBabasab Patil
The document discusses the evolution of management thinking over time from classical, humanistic, and modern perspectives. It describes Frederick Taylor's scientific management approach which focused on efficiency and productivity. The human relations movement emphasized understanding human behavior and the importance of positive treatment of employees. More recent developments discussed include systems theory, total quality management, learning organizations, and managing technology-driven workplaces using supply chain management, customer relationship management, and outsourcing.
The document discusses the evolution of management thinking over time. It describes several major perspectives in chronological order: the classical perspective including scientific management and bureaucratic organizations; the humanistic perspective including the human relations movement; and the management science perspective applying quantitative techniques. It also discusses more recent trends like systems theory, contingency view, total quality management, and characteristics of a learning organization adapted to new technologies.
The document discusses the evolution of management thinking over time. It describes several major perspectives in chronological order: classical perspective focused on efficiency; humanistic perspective emphasized understanding human behavior and needs; management science perspective applied quantitative techniques; and more recent trends include systems theory, contingency view, and total quality management. It also discusses forces influencing organizations, the learning organization, and technology-driven changes like e-commerce.
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.
Organizational behavior (OB) is the study of how individuals and groups act within organizations. It examines how individuals' behaviors are influenced by the organization and how organizations can be designed to improve employee performance and satisfaction. OB draws from multiple disciplines including psychology, sociology, and anthropology. It aims to apply knowledge about human behavior and organizations to make organizations more effective. The document discusses the evolution of OB, key topics in OB like motivation, leadership, and organizational structure, and challenges organizations face in a changing world.
The document discusses the evolution of management theory over time from scientific management to current approaches. It describes key thinkers and concepts that shaped each era, including: Taylor's scientific management principles; Weber's bureaucratic model; Follett's emphasis on involving workers; McGregor's Theory X and Y; and the shift to contingent structures that adapt to changing environments. The evolution has moved from a focus on strict process control to considering people and flexible team-based systems.
“The art of getting things done through people.”
- Mary Parker Follet
“Management is the process of planning, organising, leading and controlling the efforts of organisation members and of other organisational resources to achieve slated organisational goals.”
- James A.F. Stoner
The document discusses management functions and decision making. It describes the rational decision making process as involving 6 steps: 1) recognizing and defining the decision situation, 2) identifying alternatives, 3) evaluating alternatives, 4) selecting the best alternative, 5) implementing the decision, and 6) following up and evaluating results. Managers face different decision making conditions such as certainty, risk, and uncertainty. Group decision making has advantages like more information but also disadvantages like longer timeframes and potential for groupthink.
The document outlines the key theories and approaches in the development of management, including:
- Scientific management pioneered by Taylor focused on efficiency and incentives.
- General administrative theorists like Fayol and Weber developed principles of bureaucracy and management.
- Quantitative, systems, and contingency approaches analyzed organizations scientifically.
- Current issues include globalization, ethics, diversity, e-business, and knowledge/quality management.
This document discusses various management theories including:
1. Classical, scientific, human relations, and systems approaches. The classical approach focused on structure while scientific management emphasized productivity. Human relations highlighted social needs and systems viewed organizations holistically.
2. Contingency theory argues there is no single best way to manage and the approach depends on circumstances. It seeks to match management style to tasks and the environment.
3. McGregor's Theory X sees workers as lazy while Theory Y assumes they can be creative and take responsibility if motivated properly. The approach impacts productivity and morale.
1. The document traces the historical roots of contemporary management practices from pre-modern times to the present, covering contributions from Adam Smith, the Industrial Revolution, and major 20th century approaches including scientific management, administrative theory, and human resources approaches.
2. It then summarizes key concepts from each approach, such as Taylor's four principles of scientific management, Fayol's 14 principles of administration, Hawthorne Studies findings, Maslow's hierarchy of needs, and McGregor's Theory X and Y.
3. Finally, it outlines systems approaches including the view of organizations as open systems, the contingency approach that management depends on situations, and McKinsey's 7S framework.
Existing System study reveals that all the booking was done manually on registers, which was very tedious and error prone job. Searching and report generation was also not possible in the existing system. Also the work of Institute was manually maintained. There was register or file system in the Institute.
Present mode of working is based on manual system in which the all the information is first received and than entered in the register. It is very difficult job and time consuming also. Moreover, the existing system is also dependent on employees, if the employees are absent; it leads to problem and affects the business performance.
The document summarizes several management theories from classical to contemporary approaches:
1. Classical approaches include scientific management which aimed to increase efficiency through specialization of work, and administrative management which focused on formalizing organizational structure.
2. Behavioral management emerged in response and emphasized the social and psychological factors that influence work.
3. Quantitative management applied mathematical models to assist decision making, while systems perspective viewed organizations as open systems interacting with their environments.
4. Contingency theory recognized there is no universal best approach and the most effective style depends on various internal and external situational factors.
Presentation of Corporate Governance 2nd lectureAbdul Wakeel
Corporate governance provides mechanisms to control companies and protect stakeholder interests. It ensures no single stakeholder can make decisions alone and no one benefits at the expense of others. Governance involves establishing strategic vision and objectives, overseeing management, and arranging resources, while management focuses on day-to-day operations. Effective governance requires accurate financial reporting, establishing risk management protocols, transparent communication, and ensuring director remuneration and responsibilities are balanced.
The document discusses concepts related to organizational environments and culture. It explains that changing environments can affect organizations and describes the four components of the general environment and five components of the specific environment. It also discusses how organizational cultures are created and how they can help companies be successful.
This document provides an overview of organizational behavior. It discusses:
- Organizational behavior studies how individuals, groups, and structure impact behavior in organizations and how to apply this knowledge to improve effectiveness.
- Determinants of organizational behavior include people, organizational structure, technology, and the internal and external environment.
- Theories that contributed to the development of organizational behavior include scientific management, bureaucratic management, human relations management, and contingency theory.
- Early influences included Adam Smith's work on human capital and Charles Babbage's advocacy for division of labor. Frederick Taylor furthered scientific management while Hawthorne studies highlighted the importance of human relations and informal groups.
This document discusses the history and evolution of management as a field of study. It describes how management emerged as a discipline during the Industrial Revolution to help coordinate the large organizations needed to enable mass production. Early contributors developed theories around scientific management and general administration. Later, human relations approaches emphasized the social aspects of organizations. Quantitative and systems approaches also influenced the development of modern management practices.
Similar to Principles of Management - Lecture 2 (20)
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2. 22
LECTURES’s Agenda
Evolution of Management Theory
Types of External Environment
Mega Environment
Task Environment
Decision making process
Four ways managers make decision
Classify decision and decision making
conditions
Decision making styles
Decision making errors and biases
2
3. 33
The Evolution of Management
Theory
(Comprehensive Analysis of Management)
Systems Theory
Contingency Approach
4. 44
Early Management Ideas
Identified the importance of working and social
conditions for employees.
Ideas on work specialisation, production
efficiency, incentive and profit-sharing plans.
Assessing the early contributions:
Uncoordinated efforts.
Contributions tended to relate to specific problems.
Did not see ‘management’ as a separate field or skill.
5. 55
Classical Theorists
This viewpoint emphasises managing work and
organizations more efficiently.
It comprises three different management
approaches:
Scientific management
F. W. Taylor, F. & L. Gilbreth, H. Gantt
Bureaucratic management
M. Weber
Administrative management
H. Fayol
7. 77
Scientific Management
Frederick W. Taylor
Four principles of ‘scientific management’:
Select & train the best.
Determine the most efficient work
methods.
Co-operate with workers to ensure best
method is used.
Divide work/responsibility between workers
& managers.
11. 1111
Administrative management
Division of work
Line of Authority
Discipline
Unity of
command/direction
Primacy of general
interest
Remuneration
Centralization
Scalar chain
Order
Equity
Low turnover
Initiative
Esprit de corps
Fayol’s 14 Principles of Administrative Management
12. 12
Fayol’s Principles of Management
Division of Labor: allows for job specialization
Specialization increases output by making employees
more efficient.
Authority
Managers must be able to give orders, and authority
gives them this right.
Unity of Command
Employees should have only one boss.
Line of Authority
A clear chain of command from top to bottom of the
firm.
13. 13
Fayol’s Principles of
Management
Centralization
The degree to which authority rests at the top of the
organization.
Unity of Direction
A single plan of action to guide the organization.
Equity
The provision of justice and fair treatment of all
employees.
Initiative
The fostering of creativity and innovation by
encouraging employees to act on their own.
14. 14
Fayol’s Principles of
Management
Order
The arrangement of employees where they will be
of the most value to the organization and to provide
career opportunities.
Discipline
Employees must obey and respect the rules that
govern the organization.
Remuneration of Personnel
Workers must be paid a fair wage for their services.
15. 15
Fayol’s Principles of Management
Stability of Tenure of Personnel
Long-term employment is important for the
development of skills that improve the
organization’s performance.
Subordination of Individual Interest to the
Common Interest
The interest of the organization takes precedence
over that of the individual employee.
Esprit de corps
Promoting team spirit will bring harmony and unity
in organization.
16. 1616
Behavioural theorists
‘Perspective on management emphasising
the importance of attempting to understand
various factors affecting human behaviour
in organisations.’
17. 1717
Behavioural theorists
Early theorists:
Hugo Munsterberg
Creating optimal psychological conditions, behaviour
shaping
Mary Parker Follett
Importance of group functioning
Hawthorne studies
Importance of supervisory style
20. 2020
McGregor’s Theory X and Theory
Y
Leaders and managers who hold Theory X
assumptions believe that employees are
inherently lazy and lack ambition.
A negative perspective on human behavior.
Leaders and managers who hold Theory Y
assumptions believe that most employees do not
dislike work and want to make useful
contributions to the organization.
A positive perspective on human behavior.
21. 2121
McGregor’s Theory X & Y
Theory X
Work is naturalWork is natural
Capable of self-directionCapable of self-direction
Seek responsibilitySeek responsibility
Can make good decisionsCan make good decisions
Work avoidingWork avoiding
Need to controlNeed to control
Avoid responsibilityAvoid responsibility
Workers seek securityWorkers seek security
Theory Y
23. 2323
Quantitative management
viewpoint
Management science
‘Approach aimed at increasing decision effectiveness
through use of sophisticated mathematical models &
statistical methods.’
Operations management
‘Function or field of expertise primarily responsible for
managing production & delivery of an organisation’s
products and services.’
Management information systems
‘Field of management focused on designing &
implementing computer-based information systems for use
by management.’
24. 2424
Contemporary viewpoints
Systems theory
‘Approach based on the idea that organisations can be
viewed as systems.’
Closed systems:
not influenced by and do not interact with the environment.
Open systems
influenced by and do interact with the environment
Contingency theory
‘Viewpoint arguing that appropriate managerial action
depends on the particular parameters of the situation.’
27. 27
Organizational Environment
External environment
The major forces outside the organization that
have the potential to influence the
organization’s performance.
Internal environment
The general conditions that exist within an
organization
Member of organization
Nature of their interaction
Physical setting within which
they operate
Organizational
culture
29. 29
Mega-Environment
The broad conditions and trends in the
societies in which an organization
operates
Technological Element
Economic Element
Legal/Political Element
Sociocultural Element
International Element
29
30. 30
Technological Element
Current state of knowledge regarding the
production of products and services.
Impact of technological advances
Results in new opportunities or threats to
managers.
Often makes products obsolete very quickly.
Can change how managers manage.
Relationship with customers.
30
31. 31
Economic Element
The system of producing, distributing
and consuming wealth.
Influenced by:
Inflation
Interest rates
Recessions
Unemployment rate, etc
31
32. 32
Legal-Political Element
The legal and governmental systems
within which an organization operates.
Important aspects
Government regulations
Legislation
Politics
32
33. 33
Sociocultural Element
The attitudes, values, norms, beliefs,
behaviors and associated demographic
trends that are characteristic of a given
geographic area.
Sociocultural aspects result in important
shifts in the demand of certain types of
products.
33
34. 34
International Element
The developments in countries outside
an organization's home country that
have the potential to influence the
organization.
Provides new customers, suppliers and
competitors.
Affect ability of organization to conduct
business abroad.
E.g. fluctuation of currency against foreign
currencies
34
35. 35
Task Environment
The specific outside elements with which
an organization interfaces in the course
of conducting its business.
Customers
Individuals and groups that buy goods and
services that an organization produces.
Organizations make efforts to stay close to
customers and look for niches where they
can serve customers better.
35
36. 36
Task Environment
Competitors
Other organization that either offer or have
a potential of offering rival products and
services.
Organizations need to be concerned with
known and potential competitors and their
activities.
Strong competitive rivalry results in price
competition.
36
37. 37
Task Environment
Suppliers
Those organizations and individuals that
supply the resources an organization needs
to conduct its operations.
Many companies are now using fewer
suppliers while trying to build better
relationships with them.
Labor supply
Those individuals who are potentially
employable by an organization.
37
38. 38
Task Environment
Government agencies
Provide services and monitor compliance
with laws and regulations at local, state or
regional and national levels.
38
39. Characteristics of the Environment
Environmental uncertainty
Conditions in which future environmental
circumstances affecting an organization
cannot be accurately assessed or predicted.
Complexity
Dynamism
39
41. 41
Managing the environment
Three approaches to managing the
environment:
Adaptation
Involves changing internal operations & activities to make
the organisation and its environment more compatible.
Favourability influence
Involves trying to alter environmental elements to make
them more compatible with the organisation’s needs.
Domain shifting
Changing product/service mix to create favourable
interface.
42. 42
Adaptation
Buffering
Stockpiling either inputs into or outputs from a production
or service process to cope with environmental fluctuations.
Smoothing
Taking actions aimed at reducing the impact of fluctuations,
given the market.
Forecasting
Predicting changing conditions & future events that
significantly affect an organisation’s business.
Rationing
Providing limited access to a product or service in high
demand.
44. 44
Domain shifting
Move out of a current product, service or
geographic area into a more favourable
domain
Expand current domains through
diversification or expansion of
products/services offered
45. 45
Internal environment
Nature of organisational culture:
‘A system of shared values, assumption, beliefs and
norms uniting organisational members’
‘The way we do things around here.’
The ‘glue’ binding the disparate parts (or the oil that keeps
them moving).
The interpretive part of organisational behaviour: It
explains, gives direction, sustains energy, commitment,
and cohesion.
46. 46
Manifestations of culture
Symbols
Object, act, event or quality serving as a vehicle for
conveying meaning.
Stories
Narrative based on true events, which may be
embellished to highlight intended value.
Rites
Relatively elaborate, dramatic, planned set of activities
intended to convey cultural values to participants and,
usually, an audience.
Ceremonies
System of rites performed in conjunction with a single
occasion or event.
48. 48
Decision Making
Decision
Making a choice from two or more alternatives.
Problem
An obstacle that makes it difficult to achieve
the desired goals and objectives.
The Decision-Making Process
The process by which managers identify
organizational problems and attempt to resolve
them.
49. 49
49
Decision Making Process
1. Identification of problem
2. Identification of Decision Criteria
3. Allocation of weights to criteria
4. Development of alternatives
5. Analysis of alternatives
6. Decide on an alternative
7. Implementation of decision
8. Evaluation of decision
51. 51
Step 1: Identify the Problem
Problem
A discrepancy between an existing and desired
state of affairs.
Characteristics of Problems
A problem becomes a problem when a manager
becomes aware of it.
There is pressure to solve the problem.
The manager must have the authority, information,
or resources needed to solve the problem.
Decision Making Process
52. 52
Step 2: Identifying Decision Criteria
Decision criteria are factors that are important
(relevant) to resolving the problem.
Costs that will be incurred (investments required)
Risks likely to be encountered (chance of failure)
Outcomes that are desired (growth of the firm)
Step 3: Allocating Weights to the Criteria
Decision criteria are not of equal importance:Decision criteria are not of equal importance:
Assigning a weight to each item places the items inAssigning a weight to each item places the items in
the correct priority order of their importance in thethe correct priority order of their importance in the
decision making process.decision making process.
52
Decision Making Process
53. 53
Criteria and Weights for Computer
Replacement Decision
Criterion Weight
Memory and Storage 10
Battery life 8
Carrying Weight 6
Warranty 4
Display Quality 3
54. 54
Step 4: Developing Alternatives
Identifying viable alternatives
Alternatives are listed (without evaluation) that can
resolve the problem.
Step 5: Analyzing Alternatives
Appraising each alternative’s strengths and
weaknesses
An alternative’s appraisal is based on its ability to
resolve the issues identified in step 2 and 3.
Decision Making Process
56. 56
Step 6: selecting an alternative
Choosing the best alternative
The alternative with the highest total weight is
chosen.
Step 7: implementing the alternative
Putting the chosen alternative into action
Conveying the decision to and gaining commitment
from those who will carry out the decision.
Decision Making Process
58. 58
Step 8: Evaluating the Decision’s
Effectiveness
The soundness of the decision is judged by its
outcomes.
How effectively was the problem resolved by
outcomes resulting from the chosen alternatives?
If the problem was not resolved, what went wrong?
Decision Making Process
60. 60
Making Decisions
Rationality
Managers make logical, consistent, value-
maximizing choices with specified
constraints.
Assumptions are that decision makers:
Are perfectly rational, fully objective, and logical.
Have carefully defined the problem and
identified all viable alternatives.
Have a clear and specific goal
Will select the alternative that maximizes
outcomes in the organization’s interests rather
than in their personal interests.
62. 62
Making Decisions
Bounded Rationality
Managers make decisions rationally, but are limited
(bounded) by their ability to process information.
Assumptions are that decision makers:
Will not seek out or have knowledge of all alternatives
Will satisfice—choose the first alternative encountered that
satisfactorily solves the problem—rather than maximize the
outcome of their decision by considering all alternatives and
choosing the best.
Influence on decision making
Escalation of commitment: an increased commitment to
a previous decision despite evidence that it may have been
wrong.
63. 63
Intuitive decision making
Making decisions on the basis of
experience, feelings, and accumulated
judgment.
Five aspects of intuition
Experience-based decision
Affect-initiated decision
Cognitive-based decision
Subconscious mental processing
Value or ethics based decision
Making Decisions
65. 65
Types of Problems and
Decisions
Structured Problems
Involve goals that are clear.
Are familiar (have occurred before).
Are easily and completely defined—
information about the problem is available
and complete.
Programmed Decision
A repetitive decision that can be handled by
a routine approach.
66. 66
Types of Programmed
Decisions
Policy
A general guideline for making a decision
about a structured problem.
Example: Accept all customer-returned
merchandise.
Procedure
A series of interrelated steps that a manager
can use to respond (applying a policy) to a
structured problem.
Example: Follow all steps for completing
merchandise return documentation.
67. 67
Rule
An explicit statement that limits what a
manager or employee can or cannot do.
Example: Managers must approve all
refunds over $50.00.
Example: No credit purchases are refunded
for cash.
Types of Programmed Decisions
68. 68
Types of Problems and
Decisions
Unstructured Problems
Problems that are new or unusual and for
which information is ambiguous or
incomplete.
Problems that will require custom-made
solutions.
Nonprogrammed Decisions
Decisions that are unique and nonrecurring.
Decisions that generate unique responses.
71. 71
Decision-Making Conditions
Certainty
A situation in which a manager can make an
accurate decision because the outcome of
every alternative choice is known.
Risk
A situation in which the manager is able to
estimate the likelihood (probability) of
outcomes that result from the choice of
particular alternatives.
72. 72
Decision-Making Conditions
Uncertainty
Limited information prevents estimation of
outcome probabilities for alternatives
associated with the problem and may force
managers to rely on intuition, hunches, and
“gut feelings”.
75. 75
Decision-Making Styles
Dimensions of Decision-Making Styles
Ways of thinking
Rational, logical, and analytical
Intuitive, creative, and unique
Source of information
External data and facts
Internal sources: feelings and intuition
76. 76
Decision-Making Styles
Linear Thinking Style
Decision style characterized by a person’s
preference for
using external data and facts and
processing this information through rational, logical
thinking.
Nonlinear Thinking Style
Decision style characterized by person’s
preference for
Internal sources of information with
Internal insights, feelings and intuition to guide
decisions and actions.