MODULE - 2 Introduction and Evolution of Management: Concept, Definition ,Skills, organization, Scientific Management, Fayols 14 Principles, Hawthorne Experiment, Systems Approach, Contingency Approach
MANAGEMENT as a PROCESS
Management is a process involving certain functions and activities that managers must perform. Managers also use principles in managing which are generally accepted tenets that guide their thinking and action. This is what managers do.
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MANAGEMENT as a DISCIPLINE
Classifying Mgmt as a discipline implies that it is an accumulated body of knowledge that can be learned. Thus Mgmt is a subject with principles, concepts and theories.
MANAGEMENT as PEOPLE
It implies people who guide, direct, and thus manage organizations. The perspective of management as people refers to, and emphasizes the importance of the employees who managers work with and manage in accomplishing an organization's objectives.
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MANAGEMENT as a CAREER
People who devote their working lives to the process of management actually pursue management as career.
MANAGEMENT is a process undertaken by one or more persons to coordinate the activities of other persons to achieve results not attainable by any one person acting alone.
Planning
Setting goals: long-term goals, intermediate goals, short-term goals Developing strategies: how to reach the goals? Determining resources: capital & manpower Setting standards: target, e.g. save $1million.
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Organizing
Allocating resources, assign tasks, establish procedures Preparing organization chart Recruiting, selecting, training & developing employees Matching the job with employees: effectiveness & efficiency
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Directing/Leading
Guiding & motivating Giving assignments Explaining routines Clarifying policies Providing feedback
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Controlling
Establish standards Measuring results Monitoring performance Taking corrective action
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Levels of Management
Top management: responsible for overall performance & effectiveness, formulate strategies, set polices, CEO( Strategic Planning &Long-term goals)
Middle management: implement strategies, policies, decision made by top management, Plant Manager, Division head( Tactical Planning, Intermediate goals)
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Levels of Management
Supervisory (first-level): Working & supervising worker, interact with suppliers, Foreman, Section leader( Operational, Planning & Short-term goals)
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Managerial Skills
Conceptual skills: mental ability to think & see beyond the present situation, Top management Technical skills: ability to use the knowledge, tools & techniques, help employees solve work-related problems accounting, engineering, sales, First-line management Human relations skills: able to understand and interact with people, all level management
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Managerial Skills
Decision-making skills: ability to define problems & selecting the best courses of action. Time management skills: efficient and productive use of time
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Levels of Management
Strategic Planning & Long-term goals Top Managers
Tactical Planning & Intermediate goals Middle Managers Operational Planning & Short-term goals
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First-line/Front-line Managers
Chapter 5
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Flat organization structure instead of tall, wide span of control Departmentalization: replaced by matrix organization Decentralization rather than centralization.
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The development of a true science of management, so that the best method for performing each task could be determined. The scientific selection of workers, so that each worker would be given responsibility for the task for which he or she was best suited. The scientific education and development of the worker. Intimate, friendly cooperation between management and labour.
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1. Division of Labour: The most people specialize, the more efficiently they can perform their work, e.g., modern assembly line. 2. Authority: Besides formal authority, managers musty have personal authority to compel obedience. 3. Discipline: Members in an org. need to respect the rules & agreements that govern the org. 4. Unity of Command: Each employee must receive instructions from only one person. 5. Unity of Direction: Operations within the org. having the same objective should be directed by only one manager.
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6. Subordination of individual interest to the common good. 7. Remuneration: Compensation for worm done should be fair to both employees and employers. 8. Centralization: decreasing the role of subordinates in decision making is centralization; increasing their role is decentralization. He believed that managers should retain final responsibility but at the same time give the subordinates enough authority to do their jobs properly. The problem is to find the proper degree of centralization in each case. 9. Hierarchy: The line of authority in an org. runs in order of rank from top management to the lowest level of the enterprise. 10. Order: Materials & people should be in the right place at the right time.COURSE : PPM 37 BIMTECH FOUNDATION
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11.Equity: managers should be both friendly and fair to their subordinates. 12.Stability of Staff: A high employee turnover rate undermines the efficient functioning of an org. 13.Initiative: Subordinates should be given the freedom to conceive and carry out their plans, even though some mistakes may result. 14.Esprit de Corps: Promoting team spirit will give the org. a sense of unity.
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The Hawthorne experiments: The Human Relations movement grew out of a famous series of studies conducted at the Western Electric companys Hawthorne plant near Chicago from 1924 to 1933. These studies attempted to investigate the relationship between level of lightning in the workplace& worker productivity.
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Inventing & Reinventing organizations: It advocates the ways to unleash the creative potential of their employees & themselves. For e.g., Peters concept of liberation management challenges the kind of rigid organization structures that inhibit peoples creativity. Hammer & Champsy proposed reengineering the corporation, i.e. when an org. conducts a significant reassessment of what it is all about. Cultures & Multiculturalism: Various perspectives & values that people of different cultural backgrounds bring to their organizations are not only a fact of life but a significant source of contributions Quality:, TQM should be in every managers vocabulary
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