• Management Concept, Nature, Importance, Management Art

UNIT- I • MANAGEMENT CONCEPT, NATURE, IMPORTANCE, MANAGEMENT ART AND SCIENCE, MANAGEMENT AS A PROFESSION, MANAGEMENT VS ADMINISTRATION, MANAGEMENT SKILLS, LEVELS OF MANAGEMENT, CHARACTERISTICS OF QULAITY MANAGERS • EVOLUTION OF MANAGEMENT: EARLY CONTRIBUTION,TAYLOR ND SCIENTIFIC MANAGEMENT, FAYOL’S ADMINISTRATIVE MANAGEMENT, BUREAUCRACY, HAWHRONE EXPERIMENTS AND HUMAN RELATIONS, SOCIAL SYSTEM APPROACH, DECISION THEORY APPROACH

MANAGEMENT - CONCEPT Traditionally management meant getting things done by others. In this context C.S.Geroge views," management consists of getting things done through others, a manager is one, who accomplishes objectives by directing the efforts of  others”.

NATURE       

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Management is goal oriented or purposive activity Management is group activity Management is a universal process or pervasive activity Management is multi-disciplinary Management is ongoing activity/continuous process Management is a social process Coordination of human and physical resources or management integrates human and physical resources Activating employees Management is both a science and an art

IMPORTANCE     

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Achieving business objective Optimum use of business resources Effective leadership and motivation Effective organization and co-ordination Establishing clear authority and responsibility Solution of labour problems Fulfilling social responsibility

MANAGEMENT:ART AND SCIENECE 

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MANAGEMENT AS AN ART Practical knowledge Personal skill or application is personalized Concrete result Constructive objectives Perfection through practice

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MANAGEMENT AS SCIENCE Universally accepted principles A method of scientific enquiry Establishing relationship between causes and their effects Verifiability of the principles Predictability of results

MANAGEMENT AS A PROFESSION 

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Specialized body of knowledge and skill Formal training Social responsibility Code of conduct

DIFFERNCE BETWEEN MANAGEMENT AND ADMINISTRAT ADMINISTRATION ION Points of  difference

administration

management

1.Primary functions

Formulation of  policies

Implementing of  policies

2.Type of  functions

Decision making executive

3.Nature of  functions

Decides what &  Concerned with when to be done who should do it and how should it be done

4.Level of  functions

Top level

Middle level

5.Phyical involvement

Thinking function

Doing function

6.influence

Influenced by external forces such as public opinion, government policies etc

Influenced by internal forces within the enterprises

MANAGEMENT SKILLS

TOP LEVEL

CONCEPTUAL SKILLS

HUMAN SKILLS

LOWER LEVEL TECHINCAL SKILLS

MIDDLE

LEVELS OF MANAGEMENT

CHARACTERSTICS OF QULAITY MANAGERS           

Education Training Leadership Personality Scientific outlook Ability to do and get work done Self confidence Honest Politeness Technical proficiency Human touch

EVOLUTION OF MANAGEMENT MANAGEMENT THOUGHTS

CLASSICAL APPROACH •SCIENTIFIC MANAGEMENT •ADMINISTRATIVE MANAGEMENT

NEO CLASSICAL APPROACH •HUMAN RELATIONS APPROACH •SOCIAL SYSTEM APPROACH •DECISION THEORY APPROACH

MODERN APPROACH •SYSTEM APPROACH •CONTINGENCY APPROACH

SCIENTIFIC MANAGEMENT 

In words of F.W Taylor," scientific management is the art of knowing exactly what you want your men to do and then seeing that they do it in the cheapest way.

ELEMENTS AND TOOLS OF SCIENTIFIC MANAGEMENT     

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SEPERATION OF PLANNING AND DOING FUNCTIONAL FOREMENSHIP JOB ANALYSIS STANDARDISATION SCIENTIFIC SELECTION AND TRAINING OF WORKERS FINANCIAL INCENTIVES ECONOMY MENTAL REVOLUTION

PRINCIPLES OF SCIENTIFIC MANAGEMENT    

HAMONY ON GROP ACTION COOPERATION MAXIMUM OUTPUT DEVELOPMENT OF WORKERS

FAYOL’S ADMINISTRATION MANAGEMENT  

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DIVISION OF WORK PARITY OF AUTHORITY AND RESPONSIBILITY DISICIPLINE UNITY OF COMMAND UNITY OF DIRECTON SUBORDINATION OF INDIVIDUAL INTEREST TO GENERAL INTEREST FAIR REMUNERATION TO EMPLOYEES CENTRALISATION AND DECENTRALISATION SCALAR CHAIN ORDER  EQUITY STABILTY OF TENURE OF PERSONNEL INITIATIVE ESPRIT DE CORPS

BUREAUCRACY Bureaucracy is an administrative system designed to accomplish large scale administrative tasks by systematically coordinating the work of many individuals

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FEATURES Administrative class Hierarchy Division of work Official rules Impersonal relationships Official record

ELTON MAYO THE HAWTHORNE EXPERIMENTS AND HUMAN RELATIONS 

Studies carried out at the Hawthorne Plant of the Western Electric Company in Chicago between 1927 and 1932

EXPERIMENTS  

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ILLUMINATION EXPERIMENTS RELAY ASSEMBLY TEST ROOM EXPERIMENTS MASS INTERVIWING PROGRAMME BANK WIRING OBSERVATION ROOM EXPERIMENTS

IMPLICATIONS OF HAWTHRONE EXPERIMENTS      

SOCIAL FACTORS IN OUPUT GROUP INFLUENCE CONFLICT LEADERSHIP SUPERVISION COMMUNICATION

SOCIAL SYSTEM APPROACH  

Introduced by vilfredo pareto Developed by Chester barnard

CONTRIBUTION OF BARNARD        

CONCEPT OF ORGANISATION FORMAL AND INFORMAL ORGANISSATION ELEMENTS OF ORGANISATION ORGANISATION AUTHORITY FUNCTIONS OF THE EXCUTIVE MOTIVATION EXCUTIVE EFFECTIVENESS ORGANISATIONAL ORGANISATIONAL EQULLIBRIUM

BUSINESS ETHICS &  SOCIAL RESPONSIBILITY BUSINESS ETHICS:

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business ethics is a specialized study of  the moral standards that apply to business policies, institutions, organizations, and behavior.

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SOCIAL RESPONSIBILITY :

social responsibility of the business is to follow those lines of action, which are desirable in terms of the objectives and values of our society.

ETHICS TOOLS     

Codes of Ethics Codes of Conduct Policies and Procedures Resolving Ethical Dilemmas Training