Pom Dinesh

7/27/2019 Pom Dinesh

1/66

Dinesh K AP/EEE


2/66


3/66

Specific behaviors

associated with thetask of

management


4/66

A manager usually

relates to two ormore roles

simultaneously.


5/66

A figurehead role

A leader roleA liaison role


6/66

Managers at all levels are

figureheads.

They greet visitorsThey represent the company at

community events

Serve as spokespeopleFunction as emissaries for the

organization


7/66


8/66

Managers also take

on a leadership roleto get things done

within organizations.


9/66

Managers behave as leaders to influence,

motivate, and direct others within

organizations and to strategize, plan,

organize, control and develop A central task of leaders is to give their

organizations a sense of direction and

purpose.

They do this by identifying and articulatingstrategic visions for the organizations(by

strategizing) and then by motivating others

to work toward this vision.


10/66


11/66

In their liaison role managers connect

with people outside their immediate

units.

They may be the managers of other unitswithin the organization or people outside

the organization such as supplier, buyers,

and strategic partners.

An important purpose of such liaisons is to

build a network of relationships


12/66

Monitor

Disseminatorspokesperson


13/66

As monitors

managers scan theenvironment both

inside and outsidethe organization.


14/66


15/66

Dissemination role

managers regularly inform

staff about the companysdirection and sometimes

about specific technicalissues.


16/66

In their spokesperson role,

managers deliver specific

information to individualsand groups located outside

their department andorganization.


17/66

Entrepreneur

Disturbance handler

Resource allocator

Negotiator


18/66

In their role as entrepreneurs,

managers must make sure that

their organizations innovate andchange when necessary,

developing or adopting new

ideas and technologies andimproving their own products

and processes.


19/66

Managing is full of paradoxes, and

this is partly apparent when we

contrast the proactive

entrepreneurial role with thereactive disturbance handler role.

Disturbance handling includes

addressing unanticipated problemsas they arise and resolving them

expeditiously.


20/66

An important class of management decisions

involves resource allocation.

Organizations never have enough money,

time, facilities, or people to satisfy all theirneeds.

As a resource allocator, a manager in charge

of product development, for example, may

have to assign people, money and equipmentto three different product development

teams.


21/66

Negotiating is continual

for managers

They negotiate withsuppliers for better

delivery, lower prices, andhigher quality inputs.


22/66

Dinesh K AP/EEE


23/66

His primary concern was to increase

productivity through

greater efficiency in production and

Increased pay for workers, through

the application of the scientific

method.(Higher Productivity)


24/66

Replacing rules of thumb with science

(organized knowledge).

Obtaining harmony in group action, rather

than discord.(Workers, managers & owners)

Achieving cooperation of human beings, rather

than chaotic individualism.

Working for maximum output, rather than

restricted output.

Developing all workers to the fullest extent

possible for their own and their company's

highest prosperity.


25/66

Called for scientific selection of workers and

harmonious cooperation between labor

and management.

Stressed need for training


26/66

Frank is known primarily for his time and

motion studies.

Lillian, an industrial psychologist, focused on

the human aspects of work and theunderstanding of workers personalities and

needs


27/66

Henry fayol refered to as the father of

modern management theory. Divided

industrial activities into six groups:

TechnicalCommercial

Financial

Security

Accounting

Managerial


28/66

MANAGERS

ACTIVITIES

Financial

Security

Accounting

Managerial

Technical

Commercial

Planning

OrganizationCommand

Coordination

Control

FAYOL'S ACTIVI TIES IN INDUSTRIAL UNDERTAKING.


29/66

(1) Technical (production)

(2) Commercial (buying, selling, and exchanging)

(3) Financial (search for, and optimum use of, capital)(4) Security (protection of property and persons)

(5) Accounting (including statistics), and

(6) Managerial (planning, organization, command,

coordination, and control).


30/66

Division of labor

Authority

Discipline

Unity of commandUnity of direction

Subordination ofindividual interest

to the commongood

remuneration

Centralization

The hierarchy

Order

EquityStability of staff

Initiative

Esprit de corps


31/66

The most people specialize, the more efficiently

they can perform their work. This principle is

epitomized by the modern assembly line.

Every work must be done by perfect employee

Henry Fayol introduced this principle for fast

production in factory and with this principle of

management , skill and efficiency of labourers

increase .

They become specialize in their work , after this

company can increase the standard of their

product .


32/66

This principle says that

authorities and responsibility

are two part of one coin

This should be in the

knowledge of every employeeof any company because higher

authority can ask about

completing of any work and

make you accountable also

Authority without responsibility is corruption

Responsibility without authority is failure


33/66

Discipline means obey the

order of higher

administrator .

This principle explains the

cultural and ethical value ofOld India where if a person

learnt from his master , he

used to obey every duty of

his master . Discipline in work and in

employee is key of success .


34/66

This principle states thatorders should be given fromone higher authority for thecontinuity of work.

If there are 2 higherauthority who give order toone subordinate, thensubordinate will misguideand he will not do any work.

If two authority are in samerank , then Co. shouldpromote or transfer one ofthem .


35/66

Direction : It is justguidance without any orderor there is not the provisionof penalty or punishment.

Command: If employee willnot follow it , it is possiblethat employer will givepunishment for not obeying.

Direction is more powerful

tool in the hand of managerbecause with this managercan make democraticenvironment


36/66

In any undertaking,

the interests of

employees should not

take precedence over

the interest of the

organization as a

whole.


37/66

If company wants to develop

employee and increase production ,

then company should provide not

only high salary but also provides

large number perquisites toemployees.

Salary which does not cover cost of

living(High food & property prices)

will result in employeedissatisfaction & turnover.


38/66

This principle explains that

all the high powers relating

to making plans and taking

decisions must be in few

hands and centralisation ofpower is good way to

promote business with high

speed.

If all powers aredecentralised , then it may

be possible that it is

misused.


39/66

The line of authority in an

organization-often

represented today by the

neat boxes and lines of the

organization chart

Runs in order of rank from

top management to the

lowest level of theenterprise.


40/66

Materials and people should

be in the right place at the

right time. People, in particular, should

be in the jobs or positions

they are most suited to.


41/66

Initiatives are those

motivations which are

helpful for employee to

do all work with better

way. All employees feel happy

, if some higher authority

initiates them to do any

work by themselves.


42/66

Promoting team spirit

will give the

organization a sense of

unity


43/66


44/66

Suresh Raina


45/66

Hugo munsterberg (1912)

Application of psychology to industry and

management.

Walter Dill scott(1910,1911)

Application of psychology to advertising,

marketing, and personal


46/66

Max

weber(translations

1946,1947)

Theory ofbureacucracy

Vilfredo pareto

(1896-1917)

Referred to as the

father of the socialsystems approach

to organization

and mangement


47/66

Elton mayo and FJ

Roethlisberger(193

3)

Famous studies at

the Hawthorone

plant of the

western electriccompany on the

influence of social

attitudes and

relationships ofwork groups on

performance.


48/66

Chesterd Barnard

The functions ofthe Executive(1938)

The task ofmanagement is tomaintain a systemof cooperative

effort in a formalorganization.

Suggested acomprehensive

social systemsapproach tomanaging


49/66

Major contributors include Chris Argyris,

Robert R blake. C West Chruchman, Ernest

Dalem Keith Davis, Mary Parker Follett,

Frederick Herzberg, G C Homans, Harold

Koontz, Rensis Likert, Douglas McGregor,

Abraham H Maslow, Lyman W porter, herbert

simon, George A steiner, Lyndall Urwick,

Norbert Wiener and Joan Woodward


50/66

Peter F drucker(1974): very prolific writer on

many general management topics

W Edwards Deming(after world war II):

introduced quality control in japan

Laurence peter (1969): Observed that

eventually people get promoted to a level

where they are incomponent.

William Ouchi (1981): discussed selected

Japanese managerial practices adapted in

the US environment

Thomas peters and Robert Waterman 1982:identified characteristics of companies they

considered excellent.


51/66


52/66

Case situation

Why?

Failure Successes

CHARACTERISTICS

CONTRIBUTIONSLIMITATIONS

Studies experience

through cases.

Identifies successes

and failures.

Studies experiencethrough cases.

Identifies successes

and failures.

ILLUSTRATION

1.EMPIRICAL , OR CASE, APPROACH


53/66

2. INTERPERSONAL BEHAVIOR APPROACH

CHARACTERISTICS

CONTRIBUTIONS

Focus on interpersonalbehavior, human

relations, leadership, and

motivation. Based on

individual psychology.

LIMITATIONS

Ignores planning,

organizing, and

controlling.

Psychological

training is not

enough to become an

effective manager.

ILLUSTRATION

Focus of study


54/66

CHARACTERISTICS

CONTRIBUTIONS

Emphasis on behavior ofpeople in groups. Based

on sociology and social

psychology. Primarily

study of group behavior

patterns. The study of

large groups is often

called "organization

behavior."

LIMITATIONS

Often not integrated

with management

concepts, principles,

theory, and

techniques. Need for

closer integration

with organization

structure design,

staffing, planning,

and controlling.

ILLUSTRATION

3. GROUP BEHAVIOR APPROACH

Study of Study of groups

Group interacting with each

other


55/66

CHARACTERISTICS

CONTRIBUTIONS

Concerned with bothinterpersonal and group

behavioral aspects lead-

ing to a system of

cooperation. Expanded

concept includes any

cooperative group with a

clear purpose.

LIMITATIONS

Too broad a field for

the study of

management. At the

same time, it

overlooks many

managerial concepts,

principles, and

techniques.

ILLUSTRATION

4. COOPERATIVE SOCIAL SYSTEMS APPROACH

CommonGoal


56/66

CHARACTERISTICS

CONTRIBUTIONS

Technical system hasgreat effect on social

system (personal atti-

tudes, group behavior).

Focus on production,

office operations, and

other areas with close

relationships between the

technical system and

people.

LIMITATIONS

Emphasis only on

blue-collar and

lower-level office

work. Ignores much

of other managerial

knowledge.

ILLUSTRATION

5. SOCIOTECHNI CAL SYSTEMS APPROACH


57/66

CHARACTERISTICS

CONTRIBUTIONS

Focus on the making ofdecisions, persons or

groups making decisions,

and the decision-making

process. Some theorists

use decision making as a

springboard to study all

enterprise activities. The

boundaries of study are

no longer clearly defined.

ILLUSTRATION

6. Decision Theory ApproachLIMITATIONS

There is more to

managing than

making decisions.

The focus is at the

same time too

narrow and too wide.


58/66

CHARACTERISTICS

CONTRIBUTIONS

Systems concepts have

broad applicability,.Systems have boundaries,

but they also interact with

the external environment;

i.e., organizations are

open systems. Recognizes

importance of studying

interrelatedness of

planning, organizing, and

controlling in an

organization as well as

the many subsystems.

ILLUSTRATION

LIMITATIONS

Analyses of the

interrelatedness ofsystems and

subsystems as well

as the interactions of

organizations with

their external

environment. Can

hardly be considered

a new approach to

management..

7. SYSTEMS APPROACH


59/66

1. How to find people 'whose mental qualities best fit them

for the work they are to do?2. Under what psychological conditions the greatest and

most satisfactory output can be obtained from the work

of every person?

3. How a business can influence workers in such a way as toobtain the best possible results from them?

He stressed that his approach was even more strongly

aimed at workers and that through it he hoped to Reduce their working time,

Increase their wages, and

Raise their "level of life.


60/66


61/66

CHARACTERISTICS

CONTRIBUTIONS

Preoccupation with

mathematical models.Many aspects in

managing cannot be

modeled. Mathematics is

a useful tool, but hardly a

school or an approach to

management.

ILLUSTRATION

LIMITATIONS

Managing is seen as

mathematicalprocesses, concepts,

symbols, and

models. Looks at

management as a

purely logical

process, expressed in

mathematical

symbols and

relationships.

8. MATHEMATICAL Oil " MANAGEMENT SCIENCE" APPROACR


62/66

CHARACTERISTICS

CONTRIBUTIONS

Managerial practice

depends on circumstances(i.e., a contingency or a

situation). Contingency

theory recognizes the

influence of given

solutions on

organizational behavior

patterns.

ILLUSTRATION

LIMITATIONS

Managers have long

realized that there isno one best way to

do things. Difficulty

in determining all

relevant contingency

factors and showing

their relationships.

Can be very

complex.

9. CONTINGENCY OR SITUATIONAL APPROACH


63/66

CHARACTERISTICS

CONTRIBUTIONS

Original study consisted

of observations of fivechief executives. On the

basis of this study, ten

managerial roles were

identified and grouped

into (7) interpersonal, (2)

informational, and (3)decision roles.

ILLUSTRATION

LIMITATIONS

Original sample was

very small. Some

activities are not

managerial.

Activities are

evidence of

planning, organizing,

staffing, leading, and

controlling. But

some important

managerial activities

were left out (e.g.,

appraising

managers).

10. MANAGERIAL ROLES APPROACH


64/66

CHARACTERISTICS

CONTRIBUTIONS

The seven S's are (i)

strategy, (2) structure, (3)systems, (4) style, (5)

staff, (6) shared values,

(7) skills.

ILLUSTRATION

LIMITATIONS

Although this

experienced

consulting firm now

uses a framework

similar to the one

found useful by

Koontz et al. since

1955 (see Table 2-2)

and confirms its

practicality, the

terms used are not

precise and topics

are not discussed in

depth.

11. MCKINSEY'S 7-S FRAMEWORK


65/66

THE OPERATIONAL OR MANAGEMENT PROCESS


66/66

APPROACH

Pom Dinesh

Documents

Transcript of Pom Dinesh