The document provides an overview of management principles and concepts. It discusses management as the process of achieving organizational goals through efficient utilization of resources including people, money, time, equipment and procedures. It describes the four main functions of management as planning, organizing, leading and controlling. It also covers topics such as levels of management, managerial skills and roles, and the evolution of management thought from scientific management to modern approaches.
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
The document provides an overview of internal audit methodology. It defines internal audit as an independent function that appraises entity operations to strengthen governance and controls. The agenda outlines types of audits like compliance, operational and risk-based audits. It then describes the stages of a risk-based internal audit framework from defining scope to the audit report. Tools discussed include an audit tracker, control testing, and preparing audit reports and presentations.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
Principles of Management-BBA-1-SEM-Unit-1 Osmania UniversityBalasri Kamarapu
This document provides an overview of principles of management. It discusses key topics such as the definition of management, nature of management, scope of management, management functions, managerial skills, levels of management, and functions of management including planning, organizing, staffing, directing, and controlling.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
The document discusses the nature and principles of management. It provides definitions and characteristics of management. Management is described as both an art and a science that involves planning, organizing, staffing, directing and controlling organizational resources and activities to achieve objectives. The document also outlines the functions of management, importance of management, and differences between administration and management.
This document discusses various accounting theories:
- Proprietary theory views owners as central and focuses on assets and equity. Net income increases owner wealth.
- Entity theory separates business from owners. Income is a distribution of earnings rather than expenses.
- Fund theory views a business as a unit with specified purpose and assets equal restrictions on assets.
- Commander theory focuses on people controlling resources. Investor theory views accounting from investors' perspectives. Assets equal specific and residual equities.
- Enterprise theory sees a business as a social institution where managers balance interested parties and introduces value-added income.
Pom unit-i, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This document provides an overview of management and organizational skills for entrepreneurs. It defines key management terms and discusses various management theories including classical, behavioral, management science, and integrative theories. It also covers management functions such as planning, organizing, leading, and controlling. Additionally, it describes management skills, levels of management, and types of managers. The overall purpose is to develop managerial and organizational skills that are important for entrepreneurs to effectively manage their businesses.
The document provides an overview of internal audit methodology. It defines internal audit as an independent function that appraises entity operations to strengthen governance and controls. The agenda outlines types of audits like compliance, operational and risk-based audits. It then describes the stages of a risk-based internal audit framework from defining scope to the audit report. Tools discussed include an audit tracker, control testing, and preparing audit reports and presentations.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
Principles of Management-BBA-1-SEM-Unit-1 Osmania UniversityBalasri Kamarapu
This document provides an overview of principles of management. It discusses key topics such as the definition of management, nature of management, scope of management, management functions, managerial skills, levels of management, and functions of management including planning, organizing, staffing, directing, and controlling.
The document discusses the concepts of organizing, including defining organizing as the process of arranging work, authority, and resources to achieve organizational goals. It covers principles of organization like unity of command and span of control, and different types of organizational structures such as functional, divisional, and matrix structures. The document also examines concepts related to organizing like responsibility, authority, and centralization versus decentralization.
The document discusses the nature and principles of management. It provides definitions and characteristics of management. Management is described as both an art and a science that involves planning, organizing, staffing, directing and controlling organizational resources and activities to achieve objectives. The document also outlines the functions of management, importance of management, and differences between administration and management.
This document discusses various accounting theories:
- Proprietary theory views owners as central and focuses on assets and equity. Net income increases owner wealth.
- Entity theory separates business from owners. Income is a distribution of earnings rather than expenses.
- Fund theory views a business as a unit with specified purpose and assets equal restrictions on assets.
- Commander theory focuses on people controlling resources. Investor theory views accounting from investors' perspectives. Assets equal specific and residual equities.
- Enterprise theory sees a business as a social institution where managers balance interested parties and introduces value-added income.
Auditing involves systematically examining an organization's books and records to verify financial information and report on the results. It ensures accuracy and helps detect errors and fraud. Internal auditors check financial, costing, and other information for management, as well as the effectiveness of internal controls. External audits are compulsory and conducted by registered accountants to satisfy legal and other requirements. Auditing provides benefits to management, shareholders, and the public through more accurate financial reporting and improved operations. However, it requires qualified staff, independence, access to records, and adequate resources to be effective.
Introduction to management, functions of management, levels of managementAbhishikthSandeep1
The document discusses the concept of management and its importance in organizations. It defines an organization as a framework for performing managerial and operational tasks that specifies the relationship between people, work, and resources needed to achieve organizational goals.
The key resources in an organization, also known as the 5 Ms, are identified as men (human resources), material, machinery, methods, and money. Management is necessary to coordinate these resources and leverage them for the benefit of the organization to achieve efficiency and organizational goals. Management helps bring coordination between the 5 Ms, ensures organizational survival and goal achievement, leads to systematic task accomplishment, and enables optimal use of resources. Thus, management is considered one of the factors of production along with land,
A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
It is the common thread that runs through all activities such as purchase, production, sales, and finance to ensure continuity in the working of the organisation.
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.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
Planning, organizing, leading, and controlling are the four primary functions of management. Organizing involves determining what tasks need to be done, who will do them, and how they will be coordinated. An organization's structure arranges people and resources to accomplish goals through division of work, delegation of authority, and coordination of activities. Managers play a key role in organizing by creating structures of working relationships and grouping people into departments according to tasks.
Managerial roles can be categorized into three types: interpersonal roles, informational roles, and decisional roles. Interpersonal roles include serving as the symbolic leader (figurehead) and motivating subordinates. Informational roles involve monitoring the external environment, disseminating information internally, and communicating with external stakeholders. Decisional roles consist of seeking new opportunities (entrepreneur), handling disturbances, allocating resources, and negotiating on behalf of the organization.
The document discusses organizing as the process of grouping tasks, establishing relationships and authority, and coordinating work to achieve goals. It explains key organizing concepts like the organizing structure, departmentalization, chain of command, and delegation. The organizing process involves considering plans and goals, determining activities, grouping activities, assigning work, and designing a hierarchy. Organizing provides a clarified work environment, creates coordination, and establishes a formal decision-making structure.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
The document discusses management control systems and various related topics. It defines management control systems as processes that evaluate, monitor, and control organizational sub-units to effectively allocate resources and achieve goals. It then describes characteristics of control systems, functions of management control, types of responsibility centers (revenue, expense, profit, investment centers), auditing, transfer pricing, and budgeting.
The document provides an overview of the history and development of management theories from the classical school to modern schools of thought. It summarizes the key contributors and principles of scientific management, bureaucratic management, and administrative management under the classical school. The behavioral school emphasized the human element, while the modern school integrated tools and theories from other disciplines and recognized contingent factors. Overall, the document traces the evolution of management theories from an efficiency focus on work processes to considerations of human and situational factors.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management into six categories of activities, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Authority refers to the formal right of a superior to command subordinates and compel obedience, while responsibility is the obligation of a subordinate to perform duties assigned by their superior. Some key differences are that authority is the power to make decisions and have them carried out, while responsibility is about executing orders. Authority can be delegated but responsibility cannot, and authority flows from top to bottom in an organization while responsibility flows upwards.
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Pom unit-iv, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This document provides an overview of management, including its definition, nature, objectives, importance, and levels. Management is defined as the process of planning, organizing, staffing, directing and controlling human efforts to achieve goals. It is a group activity that is goal-oriented, universal, and needed at all levels of an organization. The objectives of management include organizational objectives, social objectives, and individual objectives. Management is important as it allows for proper utilization of resources, growth, quality, risk minimization, innovation, and profits. Management occurs at three levels: top, middle, and low.
internal control and control self assessmentManoj Agarwal
The document discusses internal controls and control self-assessment. It begins with definitions of internal control and internal auditing. It then outlines the COSO internal control framework, including the five components and seventeen underlying principles of internal control. The presentation agenda and a case study are also mentioned. Sample templates for evaluating internal controls against the principles are included.
The document provides an overview of principles of management. It defines management as the process of planning, organizing, staffing, directing, coordinating and controlling organizational activities. It also discusses the five main functions of management - planning, organizing, staffing, leading, and controlling. Finally, it describes the different levels of management in organizations from top level management to middle level management to lower level or supervisory management.
This document provides definitions and explanations of key management concepts. It begins by defining management as "the art of getting things done through people" and as "a process consisting of planning, organizing, actuating and controlling." It then discusses the nature and characteristics of management, functional areas of management including production, marketing, finance, and personnel, and levels of management from top to middle to front-line managers. The document also covers management theories including scientific management, administrative management, bureaucracy, and modern approaches such as quantitative, systems, and contingency theories. Finally, it addresses concepts related to the management functions of planning, organizing, staffing, directing, and controlling.
Auditing involves systematically examining an organization's books and records to verify financial information and report on the results. It ensures accuracy and helps detect errors and fraud. Internal auditors check financial, costing, and other information for management, as well as the effectiveness of internal controls. External audits are compulsory and conducted by registered accountants to satisfy legal and other requirements. Auditing provides benefits to management, shareholders, and the public through more accurate financial reporting and improved operations. However, it requires qualified staff, independence, access to records, and adequate resources to be effective.
Introduction to management, functions of management, levels of managementAbhishikthSandeep1
The document discusses the concept of management and its importance in organizations. It defines an organization as a framework for performing managerial and operational tasks that specifies the relationship between people, work, and resources needed to achieve organizational goals.
The key resources in an organization, also known as the 5 Ms, are identified as men (human resources), material, machinery, methods, and money. Management is necessary to coordinate these resources and leverage them for the benefit of the organization to achieve efficiency and organizational goals. Management helps bring coordination between the 5 Ms, ensures organizational survival and goal achievement, leads to systematic task accomplishment, and enables optimal use of resources. Thus, management is considered one of the factors of production along with land,
A manager has to perform interrelated functions in the process of managing an organisation which is a system made up of different interlinked and interdependent
subsystems.
It is the common thread that runs through all activities such as purchase, production, sales, and finance to ensure continuity in the working of the organisation.
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.
This document discusses principles of management including authority, power, delegation, decentralization, and empowerment. It defines authority as the formal right of a superior to command subordinates and identifies two views of its sources: classical/legalistic and human relations/acceptance. It distinguishes authority from power, noting authority is narrower in scope and based on position while power is wider and based on individual ability. It outlines advantages and barriers to delegating authority as well as decentralizing decision making authority. Empowerment gives employees authority to make decisions through participation, access to information, and responsibility.
Planning, organizing, leading, and controlling are the four primary functions of management. Organizing involves determining what tasks need to be done, who will do them, and how they will be coordinated. An organization's structure arranges people and resources to accomplish goals through division of work, delegation of authority, and coordination of activities. Managers play a key role in organizing by creating structures of working relationships and grouping people into departments according to tasks.
Managerial roles can be categorized into three types: interpersonal roles, informational roles, and decisional roles. Interpersonal roles include serving as the symbolic leader (figurehead) and motivating subordinates. Informational roles involve monitoring the external environment, disseminating information internally, and communicating with external stakeholders. Decisional roles consist of seeking new opportunities (entrepreneur), handling disturbances, allocating resources, and negotiating on behalf of the organization.
The document discusses organizing as the process of grouping tasks, establishing relationships and authority, and coordinating work to achieve goals. It explains key organizing concepts like the organizing structure, departmentalization, chain of command, and delegation. The organizing process involves considering plans and goals, determining activities, grouping activities, assigning work, and designing a hierarchy. Organizing provides a clarified work environment, creates coordination, and establishes a formal decision-making structure.
This document provides an overview of management principles and practices. It defines management and discusses how management involves tactfully managing men, technology, teams, competencies, objectives, and resources. The document also examines different definitions of management and describes management as involving functions like planning, organizing, leading, and controlling. It discusses management levels from top to middle to frontline supervision. Additionally, the document covers topics like leadership styles, Mintzberg's managerial roles, and the Blake and Mouton leadership grid model.
The document discusses management control systems and various related topics. It defines management control systems as processes that evaluate, monitor, and control organizational sub-units to effectively allocate resources and achieve goals. It then describes characteristics of control systems, functions of management control, types of responsibility centers (revenue, expense, profit, investment centers), auditing, transfer pricing, and budgeting.
The document provides an overview of the history and development of management theories from the classical school to modern schools of thought. It summarizes the key contributors and principles of scientific management, bureaucratic management, and administrative management under the classical school. The behavioral school emphasized the human element, while the modern school integrated tools and theories from other disciplines and recognized contingent factors. Overall, the document traces the evolution of management theories from an efficiency focus on work processes to considerations of human and situational factors.
Henry Fayol identified 14 principles of management that serve as fundamental guidelines for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, equity, stability of personnel, initiative, and esprit de corps. Fayol also identified key managerial qualities, divided management into six categories of activities, and described the elements of management as planning, organizing, commanding, coordinating, and controlling.
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Authority refers to the formal right of a superior to command subordinates and compel obedience, while responsibility is the obligation of a subordinate to perform duties assigned by their superior. Some key differences are that authority is the power to make decisions and have them carried out, while responsibility is about executing orders. Authority can be delegated but responsibility cannot, and authority flows from top to bottom in an organization while responsibility flows upwards.
Controlling is the process of measuring and correcting performance to ensure goals are met. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective action. Controlling is important for accomplishing goals, ensuring efficient resource use, improving employee motivation, and facilitating coordination. There are three types of controlling: feed-forward which establishes policies before work, concurrent which monitors work in real-time, and feedback which examines past performance to improve. An effective control system is accurate, timely, objective, focused on key areas, economically realistic, and accepted by employees.
Pom unit-iv, Principles of Management notes BBA I Semester OUBalasri Kamarapu
BBA notes, Osmania University, I sem, Principles of Management, PPT of Principles of Management, Osmania University BBA Notes, POM notes by NET qualified faculty
This document provides an overview of management, including its definition, nature, objectives, importance, and levels. Management is defined as the process of planning, organizing, staffing, directing and controlling human efforts to achieve goals. It is a group activity that is goal-oriented, universal, and needed at all levels of an organization. The objectives of management include organizational objectives, social objectives, and individual objectives. Management is important as it allows for proper utilization of resources, growth, quality, risk minimization, innovation, and profits. Management occurs at three levels: top, middle, and low.
internal control and control self assessmentManoj Agarwal
The document discusses internal controls and control self-assessment. It begins with definitions of internal control and internal auditing. It then outlines the COSO internal control framework, including the five components and seventeen underlying principles of internal control. The presentation agenda and a case study are also mentioned. Sample templates for evaluating internal controls against the principles are included.
The document provides an overview of principles of management. It defines management as the process of planning, organizing, staffing, directing, coordinating and controlling organizational activities. It also discusses the five main functions of management - planning, organizing, staffing, leading, and controlling. Finally, it describes the different levels of management in organizations from top level management to middle level management to lower level or supervisory management.
This document provides definitions and explanations of key management concepts. It begins by defining management as "the art of getting things done through people" and as "a process consisting of planning, organizing, actuating and controlling." It then discusses the nature and characteristics of management, functional areas of management including production, marketing, finance, and personnel, and levels of management from top to middle to front-line managers. The document also covers management theories including scientific management, administrative management, bureaucracy, and modern approaches such as quantitative, systems, and contingency theories. Finally, it addresses concepts related to the management functions of planning, organizing, staffing, directing, and controlling.
The document provides an introduction to management concepts including definitions of management, nature and characteristics of management, functional areas of management, levels of management, and approaches to management thought such as scientific management and administrative management. It discusses topics such as planning, organizing, staffing, directing and controlling as key functions of management. The document also outlines concepts like objectives, policies, procedures, and strategies that are important to the management process.
The document provides an overview of business management concepts including planning, organizing, directing, controlling, and total quality management. It discusses the meaning, nature, and functions of management. It also covers management principles, the management process, administration versus management, and different leadership styles like Theory X and Y. Planning concepts such as types of plans, objectives, the planning process, and management by objectives are explained.
This document provides an overview of management concepts including:
- Definitions of management as the process of planning, organizing, leading, and controlling organizational resources to achieve goals.
- The four main functions of management: planning, organizing, leading, and controlling.
- Three levels of management in organizations: first-line, middle, and top-level managers.
- Characteristics of organizational structure including span of control, centralization, formalization, and departmentalization.
- Key responsibilities of management such as goal-setting, resource allocation, decision-making, and ensuring employee well-being.
This document provides an overview of management principles and concepts. It discusses key topics like the definition and functions of management, levels of management, management theories from early to modern approaches, and the roles and responsibilities of managers. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling.
This document provides an overview of key concepts in business management including definitions of management, characteristics of management, functions of management, levels of management, and theories of management such as scientific management and McGregor's Theory X and Theory Y. It also discusses concepts such as planning, organizing, decision making, strategy and strategic planning. Specific topics covered include the planning process, types of plans, organizing formal and informal organizations, departmentation structures, and the organizing process.
This document discusses management concepts and provides definitions of key terms. It summarizes Armenia's positions related to management in the Global Competitiveness Report, and defines management, organization, and manager. It also outlines the management process including planning, organizing, leading, and controlling. Effectiveness and efficiency are discussed as important criteria for measuring management. The roles and skills required of managers are summarized.
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from overseeing day-to-day operations for first-line managers to establishing company-wide goals and strategies for top managers. Modern management trends include flatter hierarchies, outsourcing, empowering employees, and self-managed teams.
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from first-line managers overseeing operations to top managers establishing company-wide goals. Globalization and technology are changing management roles and requiring new skills.
This chapter discusses the nature of management and the manager's job. It defines management as a set of activities including planning, organizing, leading and controlling organizational resources to achieve goals efficiently and effectively. It describes the four main management functions and different types of managers based on their level and area in the organization. The chapter also outlines managerial roles, skills, and how management involves both science and art. It concludes by discussing paths to becoming a manager and types of organizations.
Management involves planning, organizing, leading, and controlling organizational activities and resources. It is the process of coordinating work activities to achieve organizational goals efficiently and effectively. Key functions of management include planning work, organizing resources, leading or directing employees, and controlling quality and outcomes. Managers at different levels focus on short, medium, and long-term goals and tasks. Conceptual, human, and technical skills are important for managers to perform their roles in coordinating work, sharing information, and making decisions.
This document discusses key concepts in management. It begins by outlining the objectives and characteristics of management. Management involves planning, organizing, staffing, directing, and controlling organizational resources to achieve goals effectively and efficiently. The functions of management are then defined. Planning determines objectives and methods, organizing involves structuring work, staffing includes selecting and training people, directing provides leadership, and controlling monitors performance. The roles, skills, and types of managers are also outlined.
Introduction to management ppt @ bec doms bagalkot mbaBabasab Patil
The document discusses key concepts in management including definitions, characteristics, functions, and skills. It provides definitions of management from various scholars and outlines the main characteristics as a distinct process, organized activity, and group activity. The five main functions of management are identified as planning, organizing, staffing, directing, and controlling. Conceptual, human, and technical skills that managers require are explained. The roles and types of managers are also summarized.
The document discusses management from several perspectives - as an art, science, process, profession and discipline. It defines management as the process of getting work done through others involving planning, organizing, staffing, directing, and controlling. The key functions of management are explained as planning, organizing, staffing, directing and controlling. Management takes place at three levels in organizations - top level management which determines objectives and policies, middle level management which implements plans and coordinates departments, and lower level management which provides supervision.
Concepts of Management,Theory & School of Management,.pptxParthGupta524776
Management is the process of planning, organizing, directing, and controlling resources (people, finances, materials, and information) to achieve organizational goals effectively and efficiently. It involves coordinating the efforts of people to achieve the goals and objectives of an organization using available resources efficiently. Management is essential at all levels of an organization and in all types of organizations, whether it's a small business, a government agency, a non-profit organization, or a multinational corporation.
FUNDAMENTALS OF MANAGEMENT ON ACCOUNTING - IFM2.pptxcharichamakori
Management involves planning, organizing, staffing, directing and controlling organizational resources to achieve goals. It is a universal process that occurs at multiple levels within organizations. Top-level managers focus on long-term strategy, middle managers implement plans tactically, and front-line managers oversee daily operations. Effective management requires both a scientific approach using data and a creative art involving communication and problem-solving skills. It is a professional discipline involving specialized knowledge acquired through formal education and training.
This document provides an overview of management concepts, functional areas of management, and the development of management thought. It discusses key topics such as the nature, functions, and importance of management. It also summarizes Max Weber's bureaucratic model of management from the classical period of management thought and describes the main features of his model, including an administrative class, hierarchy, division of work, and official rules. Finally, it briefly outlines the neo-classical and modern periods of management theory development.
This document discusses key concepts in management. It defines management as achieving organizational goals efficiently through planning, organizing, staffing, directing, and controlling resources. The five functions of management are described as planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and strategies. Organizing is dividing work and coordinating departments. Staffing is selecting and training employees. Directing provides leadership, motivation, and opportunities. Controlling establishes standards, measures performance, and ensures goals are met.
This document discusses key concepts in management. It defines management as achieving organizational goals efficiently through planning, organizing, staffing, directing, and controlling resources. The five functions of management are described as planning, organizing, staffing, directing, and controlling. Planning involves determining objectives and strategies. Organizing is dividing work and coordinating departments. Staffing is selecting and training employees. Directing provides leadership, motivation, and opportunities. Controlling establishes standards, measures performance, and ensures goals are met.
REFRIGERATION AND AIR CONDITIONING
Vapour compression refrigeration cycle - working principle - Effect of super heat and sub cooling - performance calculations - working principle of vapour absorption system - ammonia - water, lithium bromide water systems (description only) - air conditioning system - types and working principles
STEAM NOZZLES AND TURBINES
Flow of steam through nozzles, shapes of nozzles, effect of friction, critical pressure ratio, supersaturated flow - impulse and reaction principles, velocity diagram, work done and efficiency – types of compounding - governors.
AIR COMPRESSORS
Classification - working principle - type of compressors, work of compression with and without clearance - volumetric efficiency - isothermal and isentropic efficiency of reciprocating compressors - multistage air compressor with inter cooling.
GAS POWER CYCLES
Cycles: Otto, Diesel, Dual, Brayton - Calculation of mean effective pressure - Air standard efficiency - Comparison of cycles
INTERNAL COMBUSTION ENGINES
Classification - Components and their function - valve timing diagram and port timing diagram - actual and theoretical p-v diagram of two stroke and four stroke engines – carburettor - diesel pump and injector system - battery and magneto ignition system - principles of combustion and detonation in CI engines - lubrication and cooling systems - performance parameters and calculations.
Electric Vehicles: History of electric vehicles - components of electric vehicle – layout & working of electric vehicles – comparison with internal combustion engine - advantages and disadvantages of EV.
Hybrid Vehicles: Components of hybrid vehicles – layout & working principle of hybrid vehicles - comparison with electric vehicles - advantages and disadvantages of hybrid vehicles.
UNIT-IV-STEERING, BRAKES AND SUSPENSION SYSTEMS.pptxDineshKumar4165
Steering geometry and types of steering gear box-Power Steering- Pneumatic and Hydraulic Braking Systems - Antilock Braking System (ABS)- Electronic brake force distribution (EBD) and Traction Control - Types of Front Axle- types of Suspension systems
UNIT-II-ENGINE AUXILIARY SYSTEMS &TURBOCHARGERDineshKumar4165
Electronically controlled gasoline injection system for SI engines, Electronically controlled diesel injection system, Unit injector system, Rotary distributor type and common rail direct injection system, Electronic ignition system - Transistorized coil ignition system, capacitive discharge ignition system, Turbo chargers -Waste Gate Turbocharger, Variable Geomentry Turbocharger, Engine emission control by three way catalytic converter system, Emission norms (Euro and BS).
Types of automobiles, vehicle construction and different layouts, chassis, frame and body, resistances to vehicle aerodynamics (various resistances and moments involved), IC engines-components functions and materials, variable valve timing (VVT).
UNIT 5 RECENT TRENDS IN NON-TRADITIONAL MACHINING PROCESSES.pptxDineshKumar4165
Recent developments in non-traditional machining processes, their working principles, equipments, effect of process parameters, applications, advantages and limitations. Comparison of non-traditional machining processes.
UNIT 4 ADVANCED NANO FINISHING PROCESSES.pptxDineshKumar4165
Abrasive flow machining, chemo-mechanical polishing, magnetic abrasive finishing, magneto rheological finishing, magneto rheological abrasive flow finishing their working principles, equipments, effect of process parameters, applications, advantages and limitations
UNIT 3 CHEMICAL AND ELECTRO-CHEMICAL ENERGY BASED PROCESSES.pptxDineshKumar4165
This document provides information on chemical and electro-chemical machining processes. It discusses chemical machining where metal is removed through controlled chemical attack. Key aspects of chemical machining include cleaning, applying a maskant, dipping in a chemical solution, stirring and heating for uniform removal, and washing. Electro-chemical machining is also covered, operating on the principles of electrolysis to anodically dissolve metal. The document outlines the basic setup and process parameters for electro-chemical machining, grinding, honing and deburring and their applications in precision machining of difficult-to-cut materials.
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This document discusses various unconventional machining processes involving thermal and electrical energy. It focuses on electric discharge machining (EDM) and wire cut EDM, describing their working principles, process parameters, equipment and applications. Key topics covered include the use of dielectric fluids, power circuits and electrode materials in EDM. Thermal energy based processes of laser beam machining, electron beam machining and plasma arc machining are also introduced, outlining their principles, beam control techniques and typical applications in industry.
Numerical control (NC) machine tools - CNC: types, constructional details, special features - design considerations of CNC machines for improving machining accuracy -structural members - slide ways - linear bearings - ball screws - spindle drives and feed drives.
This document discusses abrasive machining processes like grinding. It covers the types of grinding wheels, their specifications and selection criteria. It describes different grinding processes like cylindrical grinding, surface grinding, and centreless grinding. It also discusses broaching machines and broaching processes. The key points are:
- Grinding involves removing material with abrasive particles in a grinding wheel. Wheel specifications include abrasive material, grain size, bond type, grade, and structure.
- Types of grinding include cylindrical grinding, surface grinding, centreless grinding, and internal grinding. Precision grinders are used for these processes.
- Broaching involves removing metal with a row of progressively higher teeth on a broaching tool. It
Centre lathe, constructional features, various operations and specifications, taper turning methods, thread cutting methods, special attachments, machining time and power estimation. Capstan and turret lathes – Automatic lathe: single spindle, swiss type, screw type, multi spindle - Turret Indexing mechanism - Bar feed mechanism
Unit IIITHERMOGRAPHY AND EDDY CURRENT TESTING (ET) DineshKumar4165
The document discusses thermography and eddy current testing as non-destructive testing methods. Thermography is a non-contact method that uses infrared cameras to detect thermal patterns and temperatures across surfaces. It is useful for predictive maintenance and applications like tank and concrete inspections. Eddy current testing generates eddy currents in a test material using a probe, and uses sensors to analyze properties of the eddy currents to evaluate materials without contact. Both methods have advantages like being non-contact with limitations like emissivity affecting thermography results.
The document discusses liquid penetrant testing (LPT) and magnetic particle testing (MPT) as two surface non-destructive testing methods. It describes the basic principles, testing procedures, equipment, and applications of LPT and MPT. For LPT, it explains how penetrants are drawn into surface flaws using capillary action and developers are used to reveal the flaws. For MPT, it outlines how magnetizing a material causes magnetic particles to accumulate at flaws, making them visible. Both are effective for detecting surface-breaking defects in many materials.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
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referred to as the "New Great Game." This research centres on the power struggle, considering
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politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
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objectivity. This study analyze primary and secondary research documents critically to elaborate role of
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pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
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Cooperation Organisation and the Belt and Road Economic Initiative.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
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Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
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TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
3. Organization
Two or more people who work together in a structured
way to achieve a specific goal or set of goals.
Goals
The purpose toward which an effort is directed.
Organizations often have more than one goals, goals are
fundamental elements of organization.
The Role of Management
To guide the organizations towards goal accomplishment
4. Management
Management is the process of designing and
maintaining an environment in which individuals
working together in groups, efficiently accomplish
selected aims.
The planning, organizing, leading, and controlling of
human and other resources to achieve organizational
goals effectively and efficiently
6. Organizational Performance
Efficiency Effectiveness
A measure of how well or how
productively resources are used to
achieve a goal
A measure of the appropriateness of
the goals an organization is pursuing
and the degree to which they are
achieved.
It is defined as the output to input
ratio and focuses on getting the
maximum output with minimum
resources.
It constantly measures if the actual
output meets the desired output.
efficiency is all about focusing on the
process
effectiveness focuses on achieving the
‘end’ goal.
efficiency is about doing things right, it
demands documentation and
repetition of the same steps. Doing the
same thing again and again in the same
manner will certainly discourage
innovation.
effectiveness encourages innovation as
it demands people to think, the
different ways they can meet the
desired goal.
Organizations have to be both effective and efficient in order to be
successful.
7. Components of Management
Organisational activity – Management is a group
activity
Goal formation – management has some defined
goals
Organisational survival - manager has to use
resources available to them efficiently for the survival
of resources
Implementation – polices and programmes are
implemented by management
8. Nature of management
Management is multidisciplinary in nature
It draws ideas and concepts from various disciplines
Management is a continuous process
Management is a universal activity
It applicable to political, social, religious & educational
institutions
Management is a science as well as art
Management is dynamic and not stable
It has to adopt itself according to social changes
9. Nature of management
Management is a profession
It involve specialized training and is governed by ethical
code arising out of its social obligation
Management is a group activity
It concerned with group efforts and not individual
efforts
Management aims at obtaining wealthy results
Rational utilization of available resources to maximize
the profit is the economic function of a manager
10. Management implies skill and experience in getting
things done through people
Management is a system of authority
Management formalises a standard set of rules and
procedures to be followed by the subordinates and
ensures their compliance with the rules and regulations
Management is intangible
It cannot seen by eyes. It is evidenced only by the quality
of the organisation and the results
Management implies good leadership
A manager must have the ability to lead and get the
desired course of action from the subordinates
11. Scope of management
1) Functional areas of management
I. Financial management – forecasting, cost control,
budgetary control, financial planning etc.,
II. Human resource management – recruitment,
training, transfers, promotions, retirement,
termination, remuneration, labour welfare etc.,
III. Marketing management – marketing of goods, sales
promotion, advertisement and publicity, channel of
distribution etc.,
IV. Production management – production planning,
quality control and inspection, production techniques
etc.,
12. Cont.,
V. Material management – purchase of material, issue of
material, storage of materials, maintenance of records
etc.,
VI. Purchasing management – inviting quotations,
placing order, entering in to contract etc.,
VII. Maintenance management – proper care and
maintenance of buildings, plants, machinery etc.,
VIII. Office management – office layout, office staffing &
equipment of the office
13. Cont.,
2) Subject matter of management
Planning, organizing, staffing, directing and
controlling
3) Management is an inter disciplinary approach
Study of commerce, economics, sociology, psychology
etc.,
4) Principles of management – universal applications
5) Management is an agent of change
The techniques of management can be improved by
proper R &D
6) The essentials of management
Scientific method, human relations and quantitative
techniques.
15. Planning involves tasks
that must be performed to
attain organizational goals,
outlining how the tasks
must be performed, and
indicating when they
should be performed.
16. 1.Planning
Determining organizational goals and means to
reach them
Managers plan for three reasons
1. Establish an overall direction for the organization’s
future
2. Identify and commit resources to achieving goals
3. Decide which tasks must be done to reach those goals
17. Organizing means
assigning the planned tasks
to various individuals or
groups within the
organization and creating a
mechanism to put plans
into action.
18. 2. Organising
Process of deciding where decisions will be made,
who will perform what jobs and tasks, and who will
report to whom in the company
Includes creating departments and job descriptions
19. Leading (Influencing) means
guiding the activities of the
organization members in
appropriate directions.
Objective is to improve
productivity.
20. 3. Leading or Directing
Getting others to perform the
necessary tasks by motivating
them to achieve the
organization’s goals
Crucial element in all
functions
21. Steps involved in controlling
1. Gather information that measures recent
performance
2. Compare present performance to pre-established
standards
3. Determine modifications to meet pre-established
standards
Controlling is the Process by which a person, group, or
organization consciously monitors performance and takes
corrective action
22. Difference between administration and
management
Administration Management
It is higher level function
It refers to the owners of the
organisation
It is concerned with decision
making
It act through the
management
Administration lays down
broad policies and principles
for guidance
It is lower level function
It refers to the employees
It is concerned with
execution of decision
It act through the
organisation
Management executes these
policies into practice
23. Levels of Management
Top Level
Management
Middle Level
Management
Low level or Supervisory
Management
Non Management Employees
25. Top level management
President, Managing Director, Chief operating officer,
chief executive officer or chairman of the board
The main function of top management are
To formulate goals and policy
To formulate budgets
To appoint top executive
To provide overall direction and leadership of the
company
To decide the distribution of profits etc.,
26. Middle level management
Department head, project leader, plant manager or
division manager
The main function of middle level manager are:
To monitor and control the operating performance of
the sub units
To train, motivate and develop supervisory level
Implement changes or strategies generated by top
manager
To coordinate among themselves so as to integrate the
various activities of a department
27. Lower level or supervisory management
They are directly responsible for the work of operating
employees.
The main function of lower level of management :
To train and develop the efficiency of the workers
To assign jobs to workers
To give order and instructions
To maintain discipline and good human relations among
workers
To report feedback information about workers
28. What Is a Manager’s Responsibility?
Manager
The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources.
The Manager’s Resources
Human, financial, physical, and informational
Performance
Means of evaluating how effectively and efficiently
managers use resources to achieve objectives.
29. Role of manager
Interpersonal roles
Informational roles
Decision roles
30. 1-30
Interpersonal Roles
Roles that managers assume to provide direction and
supervision to both employees and the organization as a
whole.
Figurehead— performing ceremonial and symbolic
duties, such as greeting visitors and signing legal
documents.
Leader— Motivate, training, counsel and communicating
with subordinate.
Liaison—linking and coordinating the activities of people
and groups both inside and outside the organization.
31. 1-31
Informational Roles
Roles involve receiving, collecting and disseminating
information.
Monitor—analyzing information from both the internal
and external environment.
Disseminator—transmitting information to influence the
attitudes and behavior of employees.
Spokesperson—using information to positively influence
the way people in and out of the organization respond to it.
32. 1-32
Decisional Roles
Roles associated with making choices.
Entrepreneur—deciding which new projects or programs to
initiate and to invest resources in.
Disturbance handler—managing an unexpected event or
crisis.
Resource allocator—assigning resources between functions
and divisions, setting the budgets of lower managers.
Negotiator—reaching agreements between other managers,
unions, customers, or shareholders.
33. Types of Managers
General Managers
Supervise the activities of several departments.
Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development
Operations/Production/Services Delivery
Finance/Accounting
Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal)
Project Managers
Coordinate employees across several functional departments to
accomplish a specific task.
34. 1-34
Managerial Skills
Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect. This skill also
called as design and problem solving skill.
Human skills
It is mainly concerned with understanding of people.
The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
Technical skills
Job-specific skills required to perform a particular
type of work or occupation at a high level.
36. Evolution of Management Thought
Pre-scientific or
pre classical
management
period
Classical theory
1. Scientific
management
2. Administrative
management
3. Bureaucratic
Model
Neo-classical
Theory or
Behavior Theory
Modern approach
1. System
approach
2. Contingency
approach
37. Pre-scientific or pre classical
management period
1.Robert owen (1771-1858)
2.Charles Babbage (1792-1871)
3. Henry Robinson Towne (1844-1924)
38. 1.Robert owen (1771-1858)
He is owner of a group of textile mills in Scotland.
He is the promoter of co-operative and trade union
movement in England.
He believed that the worker performance in industry
was influenced by the working condition and
treatment of workers.
He introduced new ideas of human relation, such as
shorter working hours, housing facilities, training of
workers in hygiene, education of their children,
provision of canteen etc.,
He came to be regarded as the father of personal
management.
39. Charles Babbage (1792-1871)
He is father of modern computing.
He was a professor of Mathematics at Cambridge
university.
He found that manufacturers made a little use of
science and mathematics.
He advocated the use of accurate observation,
measurement and precise knowledge for taking
business decisions.
His idea anticipated the concept of profit sharing to
improve the productivity
40. 3. Henry Robinson Towne (1844-1924)
He was the president of famous lock manufacturing
company “Yale and Town”
He advised the combination of engineer and
economist as industrial managers.
in addition to some skill as accountant, is essential for
successful management of industrial workers.
41. Classical Management Perspective
This theory developed during the industrial revolution
when new problem related to the factory system.
Manager s were unsure of how to train employees or
deal with increased labour dissatisfaction
Scientific management theory
Administrative management theory
Bureaucratic management theory
42. Scientific Management
Concerned with improving the performance of individual
workers (i.e., efficiency).
Grew out of the industrial revolution’s labor shortage at the
beginning of the twentieth century.
The major contributors are
Frederick W.Taylor
Henry Gnatt
Frank Gilbreths and Lillian Gillbreths
43. Frederick W.Taylor
He was the father of scientific management, served
with Bethlehem steel plant.
He tried to analyses the causes of low efficiency
He pioneered the time and motion study where by
Work task is broken into its various motion, is
improved by eliminating unnecessary motions
44. Frederick W.Taylor approach was based
on four basic principles:
Study each part of the task scientifically and develop
the best method to perform it.
Carefully select workers and train them
Co-operate fully with the workers to ensure they use
the proper method
Divide work and responsibility
45. Elements of scientific management
Planning the task
Supervisor should do the planning
Workers only concentrate on doing the work
Scientific task and rate setting (work study)
Method study, motion study, time study, fatigue study
and rate setting
Scientific selection and training
Workers should be selected scientifically by a central personnel
department
A worker should be physically and technically most suitable for
the selected post
After selection worker should be given proper training which
makes them more efficient and effective
46. Standardization
Standards must be maintained in respect of the
equipments and tools, materials, period of work, amount
of work, working condition, cost of production etc.,
Specialization
Route clerk, Instruction card clerk, time and cost clerk,
shop disciplinarian, Gang boss, speed boss, repair boss
and Inspector
Financial incentives
It can motivate the workers to put up their maximum
efforts
Wages should be based on individual performance
47. Economy
Scientific management enhances profit and economy
It can be achieved by making the resources more
productive as well as eliminating the wastages
Mental revolution
Scientific management is based on cooperation
between management and workers
Cooperation enhances the effective managerial
activities
48. Henry Gantt (1861-1919)
He developed Gantt chart, a bar graph that measures
planned and completed work along each stage of
production
His interest include a unique pay incentive system and
the social responsibility.
unique pay incentive system was aimed at providing
extra wages for extra work besides guarantee of
minimum wages
49. Frank Gilbreths and Lillian Gillbreths
In frank’s early career as an apprentice bricklayer
He was interested in standardization and method
study
He noticed that some workers were slow and
inefficient, while others were more productive.
He isolated the basic movements necessary to do the
job and eliminated unnecessary motions.
Workers using these movements raised their output
from 1000 to 2700 per day.
50. Administrative Management
Scientific management focused on the productivity of
individuals.
Administrative Management theory concentrate on
developing organizational structure that leads to high
efficiency and effectiveness.
Henry fayol is French mining engineer, identified 14
principles based on his experience
He is also called as father of modern theory of
general and industrial management.
51. Administrative management theory
Henri Fayol (1841-1925)
Fourteen principles:
Division of work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Subordination of the
individual interest to the
general interest
Remuneration
Centralization
Scalar chain
Order
Equity
Stability
Initiative
Espirit de corps
(team spirit)
52. Bureaucratic management theory
Max Weber (1864–1920)
His theory of bureaucracy is based on a rational set of
guidelines for structuring organizations.
Three types of authority
1. Traditional –Subordinate obedience based upon
custom or tradition (e.g., Kings, queens, chiefs)
2. Charismatic – subordinate obedient based on special
personal qualities (e.g. Gandhi, N.S.C.Bose, Martin
Luther king)
3. Rational –legal- subordinate obedient based upon the
position held by superior (Executive, supervisor etc.,)
53. Bureaucratic management theory
based on following characteristics
A well defined hierarchy
Division of labour and specialization
System of written rules and regulation
Impersonal relationships between mangers and
employees
Selection and evaluation system
Records
54. Neo-classical Theory or
Behavior Theory
This theory pointed out the role of psychology and
sociology in understanding of individual and group
behavior in an organization
The contributors are
Mary Parker Follett
Elton mayo
Hawthorne studies
Abraham Maslow
55. Elements of behavioral
The individual – it allows labour to participate in
decision making and problem solving primarily increase
productivity
Work group – it recognizes the vital effect of group
psychology and behavior on motivation on productivity
Participate management - focuses its attention on the
worker and its employee oriented
56. Mary Parker Follett (1868-1933)
She felt that mangers needed to coordinate and
harmonize group effort rather than force and compel
them.
She identified the principle of ‘power with’ rather than
‘power over’
Finding a solution to a conflict that would satisfy both
parties.
57. Hawthorne studies
One series of studies was conducted from 1924 to 1932
at the western Electric company in chicago.
1. Illumination experiments
2. Relay assembly test room experiments
3. Bank wiring test room experiments
4. Mass interview programme
58. Physical Needs
Need for Security
Need for Social Relations
Need for Self Esteem
Self-Actualization
Maslow’s Hierarchy of
Needs
59. Comparing Theories
Classical
Behavioral
Management
Science
Systems
Theory
Attempts to develop the best way to manage in all organizations by
focusing on the jobs and structure of the firm.
Attempts to develop a single best way to manage in all
organizations by focusing on people and making them productive.
Recommends using math (computers) to aid in problem solving
and decision making.
Manages by focusing on the organization as a whole and the
interrelationship of its departments, rather than on individual
parts.
Sociotechnical
Theory
Recommends focusing on the integration of people and
technology.
Contingency
Theory
Recommends using the theory or the combination of theories that
best meets the given situation.
61. Organization and environmental factors
External environmental factors
Technology
Economic conditions
Political factors
Socio cultural factors
62. Trends and challenges of
management in global scenario
1. Workforce diversity
2. Changing employee expectation
3. International environmental
4. Building organizational capabilities
5. Job design and organizational structure
6. Changing psycho-social system
7. Technological advance
8. Management of human relations
9. Change in legal environment
10. Expanding globalization