7/27/2019 Pom Dinesh
1/66
Dinesh K AP/EEE
7/27/2019 Pom Dinesh
2/66
7/27/2019 Pom Dinesh
3/66
Specific behaviors
associated with thetask of
management
7/27/2019 Pom Dinesh
4/66
A manager usually
relates to two ormore roles
simultaneously.
7/27/2019 Pom Dinesh
5/66
A figurehead role
A leader roleA liaison role
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
7/66
7/27/2019 Pom Dinesh
8/66
Managers also take
on a leadership roleto get things done
within organizations.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
10/66
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
12/66
Monitor
Disseminatorspokesperson
7/27/2019 Pom Dinesh
13/66
As monitors
managers scan theenvironment both
inside and outsidethe organization.
7/27/2019 Pom Dinesh
14/66
7/27/2019 Pom Dinesh
15/66
Dissemination role
managers regularly inform
staff about the companysdirection and sometimes
about specific technicalissues.
7/27/2019 Pom Dinesh
16/66
In their spokesperson role,
managers deliver specific
information to individualsand groups located outside
their department andorganization.
7/27/2019 Pom Dinesh
17/66
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
21/66
Negotiating is continual
for managers
They negotiate withsuppliers for better
delivery, lower prices, andhigher quality inputs.
7/27/2019 Pom Dinesh
22/66
Dinesh K AP/EEE
7/27/2019 Pom Dinesh
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)
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
25/66
Called for scientific selection of workers and
harmonious cooperation between labor
and management.
Stressed need for training
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
27/66
Henry fayol refered to as the father of
modern management theory. Divided
industrial activities into six groups:
TechnicalCommercial
Financial
Security
Accounting
Managerial
7/27/2019 Pom Dinesh
28/66
MANAGERS
ACTIVITIES
Financial
Security
Accounting
Managerial
Technical
Commercial
Planning
OrganizationCommand
Coordination
Control
FAYOL'S ACTIVI TIES IN INDUSTRIAL UNDERTAKING.
7/27/2019 Pom Dinesh
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).
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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 .
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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 .
7/27/2019 Pom Dinesh
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 .
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
36/66
In any undertaking,
the interests of
employees should not
take precedence over
the interest of the
organization as a
whole.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
42/66
Promoting team spirit
will give the
organization a sense of
unity
7/27/2019 Pom Dinesh
43/66
7/27/2019 Pom Dinesh
44/66
Suresh Raina
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
51/66
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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.
7/27/2019 Pom Dinesh
60/66
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
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
7/27/2019 Pom Dinesh
65/66
THE OPERATIONAL OR MANAGEMENT PROCESS
7/27/2019 Pom Dinesh
66/66
APPROACH