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Transcript of 1 Perspective Management
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Session 1
Aug 06, 2012
Perspective Management
Session 1
Prof. Chhavi Gupta
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Reference Books Essentials of Management by Koontz & Weihrich
Management By Robbins & Coulter
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Scheme of Assessment
Perspective Management: 50 Marks
Internal Assessment: 20 marks
End-term Examination: 30 marks
Internals
Best 2 of 3 class tests ( 5*2= 10 marks)
Best 1 of 2 Assignments/ Presentations (5 marks)
Attendance, Class Participation and Overall Conduct (5
marks)
End Term Examination
Theory/Concepts plus application based
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Session Contents Learning Objectives
A. Introduction to management Various
interpretations and facets of management
B. The evolution of management thought
C. The organizational environments (PESTLE)
D. Managerial Functions, Roles and Skills
E. Social and Ethical responsibility of managers
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What do we mean by Management?
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A. Various Facets of Management
TopManagement
Middle
Management
LowerManagement/
Supervisors
Management as a system of authority
Interrelationships
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Management as an Economic Resource
One of the factors of production
Unifying force between money, materials, manpower, methods,
machinery
MANAGEMENT
Manpower
Materials
MachineryMethods
Money
Management is the
force that unifies
human as well asnon-humanresources in the
service of the
organizationalgoals.
It is a process of
getting results
with and through
people.
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Management as a discipline
MANAGEMENT
PsychologySociology
Economics
Anthropology
PoliticalScience
OperationsResearch Marketing
Finance
Human Resources
Strategy
Operations
IT
Communications
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Management as a process / set of functions
Planning
Organizing
StaffingLeading
ControllingINPUTS Men
Materials
Machinery Money
OUTPUTS
Goods
Service
Profit
Customersatisfaction
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Management: Science or Art?
Management as a Science Management as an Art
Systematized body of knowledge
Management is a social science
Management is an Inexact
science
Use of knowledge
Creativity
Personalized
Constant Practice
The Art of management is as old as civilization,
The Science of Management is young and developing
The ability to meet problems requires both sound knowledge & constant practice
Thus, managers need to combine their scientific knowledge with artistic problem
solving skills to emerge as winners in the competitive environment
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B. The Evolution of Management
Thought
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I. Early Management Thought
Early ideas about management strategy
Sun Tzu, The Art of War
Early ideas about leadership
Nicol Machiavelli, The Prince
Early ideas about the design and
organization of work
Adam Smith, The Wealth of Nations
Division of labor
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II. Classical Perspective
Scientific Management
Frederick W. Taylor
Four Principles of Scientific Management
1. Scientifically study each part of a task and develop the best methodof performing the task.
2. Carefully select workers and train them to perform the task by using
the scientifically developed method.3. Cooperate fully with workers to ensure that they use the proper
method.
4. Divide work and responsibility so that management is responsible forplanning work methods using scientific principles and workers areresponsible for executing the work accordingly.
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Administrative
Management
Henri Fayol -
Father of Modern
Management Theory
( 1841-1925)
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Webers Theory of Bureaucracy
Max Weber (1864-1920) - German Sociologist
Developed the principles of bureaucracy as a formal systemof organization and administration
Webers Principles of Bureaucracy
1. A managers formal authority derives from the position he holds
in the organization.
2. People should occupy positions because of their performance, not
because of their social standing or personal contacts.3. The extent of each positions formal authority and task
responsibilities and its relationship to other positions should be
clearly specified.
4. Authority can be exercised effectively when positions are arranged
hierarchically, so employees know whom to report to and whoreports to them.
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III. Behavioral Perspective
The Hawthorne Studies
The discovery that paying special attention to employees
motivates them to put greater effort into their jobs.
(from the Hawthorne management studies, performed from 1924 1932 at Western
Electric Companys plant near Chicago)
Human Relations Approach
Employee motivation
Abraham Maslow Hierarchy of Needs
Leadership style
Douglas McGregor Theory X and Theory Y
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IV. Contemporary Management Perspectives
Systems Theory
Views the organization as a system of interrelated parts
that function in a holistic way to achieve a common
purpose.
Contingency Theory
States that there is no one best way to manage anorganization Because what works for one organization may not work for another
Situational characteristics (contingencies) differ
Managers need to understand the key contingencies that determinethe most effective management practices in a given situation
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Total Quality Management
An organization-wide approach that focuses on quality
as an overarching goal.
The basis of this approach is the understanding that all
employees and organizational units should be workingharmoniously to satisfy the customer
The Learning Organization
The management approach based on an organization
anticipating change faster than its competitors to have
an advantage in the market over its competitors.
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Peter F. DruckerWorld Renowned management guru, thinker and writer
(1909-2005)
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Management and Society
Management science and practice undergoing
substantial changes due to a dynamic environment
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C. The Organizational Environments
Ecological
Legal
Elements of the broader environment which affect the industry and firms within it
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Political: Government type and stability Freedom of the press, rule of law and levels of bureaucracy and corruption Regulation and de-regulation trends Social and employment legislation
Tax policy, and trade and tariff controls Environmental and consumer-protection legislation
Economic: Stage of a business cycle
Current and projected economic growth, inflation and interest rates Unemployment and supply of labor Labor costs Levels of disposable income and income distribution Impact of globalization Likely changes in the economic environment
PESTLE
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PESTLE
Socio-cultural: Cultural aspects, health consciousness, population growth rate, age
distribution, Education, occupations, earning capacity, living standards Social diversity, immigration/emigration, ethnic/religious factors Media views, trends, advertisements, publicity Demographics: age, gender, race, family size Organizational culture, attitudes to work, management style, staff attitudes
Technological: Maturity of technology, New technological developments, research funding,
technology legislation Information technology, internet, global and local communications
Technology access, licensing, patents, potential innovation, research,intellectual property issues, advances in manufacturing
Transportation, energy uses/sources/fuels, rates of obsolescence, wasteremoval/recycling
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PESTLE
Legal: Current home market legislation, future legislation
International legislation
Regulatory bodies and processes
Environmental regulations, employment law, consumer protection
Industry-specific regulations, competitive regulations
Environmental: Ecological Environmental issues, environmental regulations
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D. Managerial Functions, Roles & Skills
Managerial Functions
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Interpersonal
roles
Source: Adapted from Henry Mintzberg, Managerial Work: Analysis from Observation, Management Science, 18 (October 1971):
Mintzbergs Managerial Roles (A)
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Mintzbergs Managerial Roles (B)
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Mintzbergs Managerial Roles (C)
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Types ofManagers
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Managerial Skills
Domain related skills ex. Engineering,finance etc
Technical Skills
An understanding of human behavior andgroup processes, and the feelings,attitudes, and motives of others, andability to communicate clearly and
persuasively.
InterpersonalSkills
Good judgment, creativity, and the abilityto see the big picture when confrontedwith information.
Conceptual Skills
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Managerial Hierarchy and Skills
Hierarchy SkillsDegree of Authority
& Scope of
Responsibility
Top
Middle-Level
First-LineHuman
Relation
skills High
Medium
Low
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Thank You!