Why do Organizations Exists?

Organization come into existence to help society satisfy its needs, society has at least fundamental needs. society & help society adapt to its environment.
2. Goal achievement need or political org.political org. ensures that society attains its

1. Adaptation need or production organization-This org makes goods that are consumed by

goals & values.

3. Patterns maintenance need or socializing org there are our religious, cultural &

educational institutions which helps to pass our values, traditions,language,customs & belief of a society.
4. Integration need or stability maintenances- there are police departments & judicial

system designed to settle conflicts. Definition of organization 1st perspective Its a system that transforms inputs (leg-raw matterial,capital,human ideas & efforts)into the goods & services required to serve a societal needs. 2nd perspective Org. are social systems two or more people with a conscious ,common purpose, linked by a communication and command system possessing both the ability and willingness to contribute to the attainment of the organizational goals. Social technical systemis an org thats is both a social & technical system i.e..as technical system they are the machine that transforms input into output & as social system they have a network of people integration. Work organizationsare system that import resource from outside the org. convert them into products or services and export the result to their consumers. Organizational nestingmeans org embedded within org. e.g..different collage under Delhi university. Institutional level needsof an org. makes the org. integrate with the external environment & delving something thats the environment values. Technical core needs --are the needs of an org. to accomplish the day to day activities associated with producing a product or delivering a services.

Administrative level needshelps an org. to integrate the institutional level with the technical core and the diverse work systems within the technical core.

NATURE OF MANAGEMENT Acc. To the sociological perspective Its a group of org. member who occupy the social positions responsible for making sure the org. achieves its goal. Acc. To process prospective. Management in an activity concerned with managing people ,work and system in the pursuit of org. goal. Its involves planning ,organizing ,directing ,directing,& controlling org. resource in the pursuit of org. goal. Manager are the org. assigned the primary responsibility for carrying out the management process

MANAGEMENT, SCIENCE, THEORY AND PRACTICE

MANAGEMENT is the process of designing and maintaining an environment in which individuals working together in groups efficiently accomplish selected items. 1. As managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling. 2. Management applies to any kind of organization. 3. It applies to managers at all organizational levels. 4. The aim of all managers is the same: to create surplus. 5. Managing is concerned with productivity; this implies effectiveness and efficiency.

FUNCTIONS OF MANAGERS Planning- involves selecting missions and objectives and the actions to achieve them; it requires decision making, which is choosing future course of action from the alternatives. Organizing- People working together in groups to achieve some goal must have roles to play, much like the parts actors fill in drama, whether these roles are the ones they develop themselves, are accidental or haphazard, or are defined and structured by someone who want to make sure that people contribute in a specific way to group effort, and they Directing-managing interpersonal activities ,leading ,and motivating , employees to work effectively & efficiently to pursue org. goal. Controlling-monitoring the behavior of org. members & the effectiveness of org. to determine whether organizational goal are being achieved & taking corrective action if necessary.

Why org. needs manager? Its through management that specific goals are set, plans of action are formulated people are encouraged and behavior is regulated & its the managers who achieve this work by planning, organizing, directing, & controlling. Type of manager
1. Org. responsibility served- manager carrying out institutional level responsibility focus

onvision formulation to involved in technical core manager day to day production , marketing, accounting activity of the org. manager with responsibility for administrative need integrates the diverse activities like production & marketing.

2. Hierarchy distinctions- -first level managerthese manager at the lowest level in the

organization. Second level managerthese manager who direct first level manager & so on.
3. Function areathese managers responsible for the org. functions of production,

marketing, finance, accounting, HR.

4. Line & staff----line manager are those who have direct responsibility for purchasing the

org. production & services. Staff manager are these whose responsibility is to support line manager.
5. Production, process and territory managersproduction division likes GM tech &

automobile geographical territories like north , south etc. process employed line welding, assembly, cutting.
6. Task & project managersthese are assigned responsibility for a particular org. task or

project. 7. Self & team managers 8. Org. type distinction

Variations into mangers job 1. Time prospective 2. Time location difference 3. Org. scope 4. Skills needed (A).. CONCEPTUAL SKILLS MANAGERIEL ROLE.. 1. INTERPERSONAL ROLES 2. INFORMATIONAL ROLE 3. DECISIONAL ROLE TECHNICAL SKILLS.(B) HUMAN SKILLS(C)

PHILOSOPHIES AND APPROCHES TO MANAGEMENT PRACTICES according to classic school of management theorya basic set of levels and principle guide the correct ways

of performing work, there was one best way to manage a complex industrial org. it also believed that economic rationality controlled the behavior of employees and that people made logical and rational decisions when trying to minimize personal returns from a work experience. SCIENTIFIC MANAGEMENTis that kind of management which conducts a business or affaire by standards established by facts or truly gained through systematic observation, experiments or reasoning.
1. CHARLES BABBAGEhe abdicated division of labour. He also believed in time studies

to determine how long it should take to perform each task. 2. F.W.TAYLOR HE PRESCRIBED
A. Develop the science of work by using time, motions and fatigue studies to identify one

best way. B. Emphasize an absolute adherence to work standards. C. Scientifically select, place & time of work.
D. Apply a financial incentive system i.e. by typing pay output.

E. Develop and maintain friendly labour management relations.

3. HENRY GANTT.. he promoted the idea that employees should receive a minimum daily

wage whether or not they achieved their daily work objectives. ADMINISTRATIVE MANAGEMENT & HENRY FAYOL.( 14 PRINCIPLE) (TAKE FROM PPTS)

BUREAUCRATIC ORG. & MASC WEBER: GOALS: speed, precision, orders, unambiguity, continuity & predictability STRUCTURE OF BUREACRATIC MODEL Division of labour based on functional specialization A well defined hierarchy of authority exists A system of rules specified the right & duties of employees. Employment is intended to reflect a life time commitment to a career.

HOW THORNE STUDIES---

It focused on the relationship b/w worker productivity and such factor as the illumination of the workplace, the length of coffee bred, the length of the workday, and the nature of pay plans. But the results of these studies were often inconsistent with expectations and led to the conclusion that social factors might be as powerful a determinant of worker productivity as financial motivations.

THE BEHAVIOURAL SCHOOL OF MANAGEMENT 1. ROBERT OWEN - treat workers with respective & dignity - provide better working condition - reduce hours of work - restrict the use of children as a source of labour. 2. CHESTER BARNARD He sensisitized manager to the informal org. ability to aid communication, provide leadership & strengthen feeling of integrity & self respect.

THE HUMAN RELATIONS MODELits a management model that views the employee as socially motivated and operates from the assumption that a social need satisfied a worker needs to be recognized, accepted and included. Work family programs such as parented leave & flextime fall within this model. ABRAHAM MASLOW (PPT) DREGLOS MC GREGOR:-He presented his ideas through Z THEORY i.e. theory x & theory y. According to theory x a management views workers inherently disliking work, lacking work related motivation, resistant to change, dull & indifferent to the needs of the org.

According to theory Y a management views the worker as liking work, motivated to achieve objectives, capable of reflections & self-control & for him the efforts at work is as natural as play. HUMAN RESOURCE MODEL--- its the belief that through employee investment in organizational decision making, performance would be enhanced, leading to employee satisfaction, commitment & motivation for further involvement. HIGH INVOLVEMENT MANAGEMENTas a participative process that uses the entire capacity of workers designed to encourage employee commitment to org. success. Contemporary management theories propose that there is no best way to practice management. Instead, managers must develop diagnostic skills to assess each situation, identify the appropriate management style for that situation and to be flexible enough to match their behavior to that demanded by the situation. The information they draw on to perform this balancing act is considered the fruit of the science of management. The manner with which they apply this knowledge is an art. PATTERNS OF MANAGEMENT ANALYSIS OTHER MANAGEMENT PERSPECTIVES.-1. CONTINGENCY PERSPECTIVES---the belief that the technique appropriate for a

manager to use depend on the specific situation. For manager this challenge has 3 aspects.
(1) Manager must develop diagnostic skills that enable them to identity situational

demands. (2) The total quality management perspective

(3) Total quality management. Its a theory of management based upon an integration of the

best Japanese & American practices. it proposed. A. LONG TERM EMPLOYMENT B. COLLECTIVE DECISION MAKING C. INDIVISUAL RESPONSIBILITY D. SLOW EVALUATION & PROMOTION E. IMPLICIT, INFOMAL CONTROL FORMALIZED MEASURES. WITH EMPLICIT

F. MODERETELY SPECIALIZED CAREER PATH G. HOLISTIC CONCERN, INCLUDING FAMILY.

ADD PAGE NO. 12 FIRST OPERATION- All operations are input-transformation-output processes INPUTTRANSFORMATION PROCESSOUTPUT The operation are distinguished on the basis of a- Volume of their output
b- Variety of their output

1- If volume is high are friels that the variety is low 2- If variety is high are friels that the volume is low

LOCATIONOnce it has decided about the type of operation that is to be performance it becomes important that the location where it would be performed becomes important.

Factors that have to be considered for deciding about the location are1. Labour cost 2. Land cost 3. Energy cost 4. Transportation cost
5. Community factor

6. Labour skills 7. Suitability of the size 8. Range of the location 9. Covenciuec for customer

LAY OUT: ONCE THE LOCATION HAS BEEN SELECTED THEIR IT BECOMES VERY INPOTANT TO FOCUS ON THE LAYOUT OF THE SIZE. THE FOUR BASIC LAYOUT.. 1. FIXED- POSION LAYOUT 2. PROCESS-LAYOUT 3. PROCESS LAYOUT 4. PRODUCT LAYOUT

PRODUCTIVITY Its as measurements of how well true resources are used. PRODUCTIVITY= OUTPUT/INPUT Its a relative measure. This helps the management to know whether they are working as per what was planned or how it empress with the other player is the market place. OUALITY: - is consistence performance to customers expectations. A predictable degree of infirmity and dependability at low cost and suited to the market. There five approaches to quality:-1.THE TRASCENDENT APPROACH. 2.THE MANUFACTURING BASED APPROACH
3. THE USES BASED APPROACH

4.THE PRODUCT BASED APPROACH 5.THE VALUE BASED APPROACH

PROCESS OF MANAGEMENT:- PLANNING,ORGANIZING,STAFFING PLANNING--- its involves selecting mission and objective and the action to achieves them; it requires decision making, which is, choosing from the alternatives available the future courses of action. It bridges the gap from where we are to where we want to go.

OBJECTIVE SETTING 1. SOCIAL ECONOMIC PURPOSE 2. MISSION 3. OVER ALL OBJECTIVE (LONG RANGE,STRATEGY) 4. MORE SPECIFICATION OVERALL OBJECTIVES(I.E. IN KEY RESULT AREAS) 5. DIVISION OBJECTIVES 6. DEPATMENT & UNIT OBJECTIVES
7. INDIVISUAL

OBJECTIVEES DEVELOPMENT

A)

PERFORMANCE(B)

PERSONAL

HIERARCHY OF OBJECTIVE--- the board of director & top level managers are involved in determining the purpose the mission and the overall objective of the firms well as more specification overall objectives in the key result areas. Middle level manager such as vice president or manager of marketing or production managers are involving in the setting of key result area objective, division objectives and department objective. Lower level manager is concerned with setting objective of department of subordinates. In the top down approach, upper level managers determine the objectives for subordinates initiate the setting of objectives for their position and present them to their superior. Top down approach suggests that total organization needs direction through corporate objective providing by the CEO while as per bottom up approach top mgt. needs to have information from lower level in the form of objectives. Actually either approach alone is insufficient.

EXTERNAL ENVIRONMENT An organization operates in a pluralistic society in which many organized groups like (a) technological (b) social (c) political and legal (d) ethical and (e) economic represent various interests. Each group has an impact on other groups and exerts some power over the business. Working within a pluralistic society has several implications for business.

1.various groups keep business power in balance. 2.Business interests can be expressed by joining groups such as Chamber of Commerce. 3.Business participates in projects with other responsible groups for the purpose of bettering society e.g. towards the renewal of inner cities. Technological environment is one of the important factor in external environment as it includes inventions, techniques and vast store of organized knowledge. It influences how we do things, how we design, produce, distribute and sell goods as well as services.

SOCIAL RESPONSIBILITY It means seriously considering the impact of the companys actions on society. Earlier business firms were exclusively economic but today due to interdependencies of different groups in our society, the social involvement of business has increased. Toshiba corp. a leader in high technology, takes environmental protection seriously by considering how its products are disposed when the usefulness diminishes and need to be discarded or recycled. Social audit is commitment to systematic assessment of and reporting on some meaningful part of company activities that have a social impact. One audit is required by the government like pollution control, product performance requirements and equal employment standards. The other kind of social audit concerns a great variety of voluntary social programs. For example, General Electric developed a matrix that facilitates the analysis of expectations of customers, investors, employees, communities and other claimants in the following areas: product and technical performance, economic performance, employment performance, environment and natural resources, community welfare and development and government business relations as well as international trade and development. ETHICS IN MANAGING It is defined as the discipline dealing with what is good and bad and with moral duty and obligation. Business ethics is concerned with truth and justice and has variety of aspects such as the expectations of society, fair competition, advertising, public relations, social responsibilities and corporate behavior in the home country as well as abroad. ETHICAL THEORIES 1. UTILITARIAN THEORY suggests plans or actions should produce the greatest good for the greatest number of people.

2. Theory based on rights holds that all people have basic rights e.g. free speech 3. Theory of justice demands that decision makers be guided by fairness and equity as well as impartiality. CODE is a statement of policies, principles or rules that guide behavior.