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PRINCIPLES OFMANAGEMENT
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THE DEFINITION OF MANAGEMENT
Management is the attainment oforganizational goals in an effective and
efficient manner through planning,organizing, leading, and controllingorganizational resources. There aretwo important ideas in this definition:
The attainment of organizational goalsin an efficient and effective manner;and
The four functions of planning,organizing, leading, and controlling.
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Organizational effectiveness is thedegree to which the organization achievesa stated objective. It means theorganization succeeds in accomplishingwhat it tries to do.
Organizational efficiency refers to theamount of resources used to achieve an
organizational goal. It is based on theamount of raw materials, money, andpeople necessary for producing a givenvolume of output.
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OTHER DEFINITIONS
Management is the art of securingmaximum results with minimum effort soas to secure maximum prosperity and
happiness for both employer and employeeand give the public the best possibleservice.- John Mee.
Management is simply the process ofdecision making and control over the action
of human beings for the expressed purposeof attaining pre- determined goals. Stanley Vance
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Management is the accomplishment ofresults through the efforts of otherpeople.- Lawrence Appley.
Management is the art of getting thingsdone through results through and withpeople in formally organized groups.-Knootz.
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Differnce between Administration and
Management
1. Level inOrganization
2. MajorFocus
1.Top Level
2. Policyformulation &objectivedetermination
Middle andLower Level
2. Policyexecution forobjectiveachievement
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3. Nature offunctions
4. Scope offunction
3.Determinative
4. Broad andconceptual
3.Executive
4. Narrowandoperational
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5. Factorsaffectingdecisions
6. EmployeeEmployerrelation
5. Mostlyexternal
6.Entrepreneurs and owners
5. Mostlyinternal
6. Employees
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Management: Science or Art
Science is based on logicalconsistency, systematic
explanation, critical evaluation andexperimental analysis.
Art is concerned with theunderstanding of how particular
work can be accomplished.
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Under science, one learns the why ofa phenomena, under art, one learns
the how of it.
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Management: Both Science and
Art
Thus a successful manager, a personrequires the knowledge of
management principles and also theskills of how the knowledge can beutilised.
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Nature of Management
Multidisciplinary
Relative, not absolute principles
Universality of management Management is intangible
Management is dynamic
Management is both a science andan art.
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THE FOUR MANAGEMENT
FUNCTIONS
Planning is the management functionconcerned with defining goals for futureorganizational performance and deciding
on the tasks and resources needed toattain them. It defines where theorganization wants to be in the futureand how to get there.
Organizing is the management functionconcerned with assigning tasks,grouping tasks into departments, andallocating resources to departments.Organizing follows planning and reflectshow the organization tries to accomplish
the plan.
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Leading is the management function thatinvolves the use of influence to motivateemployees to achieve the organizations
goals. It involves motivating entiredepartments and divisions as well asthose individuals working immediatelywith the manager.
Controlling is the management function
concerned with monitoring employeesactivities, keeping the organization ontrack toward its goals, and makingcorrections as needed.
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Functions of Management
Planning
Leading
Controlling Organizing
Use influence tomotivate employees
Select goals andways to attain
them
Assign responsibilityfor task
accomplishment
Monitor activities andmake corrections
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Planning Function
Definition
Defines goals for future organizational
performance Decides tasks and use of resources
needed
Corporate Examples
Planning AOL Time Warner TheLord of the Rings
Lack of planning Merry-Go-Round
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Leading Function
Definition
The use of influence to motivateemployees to achieve theorganizations goals.
Corporate Examples Michael Dell,
Meg Whitman of eBay, Cara Kakudaof Nextel
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Controlling Function
Definition
Monitoring employees
activities
Determining whether theorganization is on targettoward its goals
Making corrections asnecessary
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Controlling Function
Lack of Control can lead toOrganizational Failure
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The Process of Management
Planning
Leading
Resources
Controlling Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence tomotivate employees
Select goals and
ways to attain
them
Assign responsibilityfor task
accomplishment
Monitor activities
and make
corrections
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An organization is a social entitythat is goal directed and deliberatelystructured. Social entity means twoor more people. Goal directedmeans the organization is designedto achieve some outcome or goalsuch as make a profit. Deliberatelystructured means tasks are dividedand responsibility for theirperformance is assigned to
organization members.
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The managers responsibility is tocoordinate resources in an effective andefficient manner to accomplish the
organizations goals. Organizationaleffectiveness is the degree to which theorganization achieves a stated goal, orsucceeds in accomplishing what it tries todo. Organizational efficiency refers to
the amount of resources used to achievean organizational goal. It is based on thehow much raw materials, money, andpeople are necessary for producing agiven volume of output.
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The ultimate responsibility ofmanagers is to achieve high
performance, which is theorganizations ability to attain itsgoals by using resources in anefficient and effective manner.
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Managerial Roles
Planning
Organizing andStaffing
Organizer
Staffing
Coordinator
Resourceallocator
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Figurehead
Spokesperson
Negotiator Motivator and
coach
Team builder
Technicalproblem solver
Task delegator
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Management Skills
Exhibit 1.2
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Management Types - Vertical
Managerial Levels in the Organizational Hierarchy
Managerial Levels in the Organizational Hierarchy
Exhibit 1.3
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MANAGEMENT SKILLS
Conceptual skill is the cognitive ability to see theorganization as a whole and the relationships amongits parts. It involves the managers thinking,information processing, and planning abilities, andmeans the ability to think strategicallyto take the
broad, long-term view. Conceptual skill is especially important for top
managers.
Human skill is the managers ability to work with andthrough other people and to work effectively as agroup member. It is demonstrated in the way a
manager motivates, facilitates, coordinates, leads,communicates, and resolves conflicts. Asglobalization, workforce diversity, uncertainty, andsocietal turbulence increase, human skills becomeeven more crucial.
Human skill is important for managers at all levels,and particularly those who work with employees
directly on a daily basis.
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Technical skill is the understanding of andproficiency in the performance of specifictasks. This includes mastery of themethods, techniques, and equipment
involved in specific functions such asengineering, manufacturing, or finance.Technical skill also includes specializedknowledge, analytical ability, andcompetent use of tools and techniques tosolve problems in that specific discipline.
Technical skill is most important at lowerorganizational levels and become lessimportant than human and conceptual skillsas managers are promoted.
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Hawthorne studies
Started in 1895 Four experimental & threecontrol groups Test pointed to factors other than illumination for
productivity 1st Relay Assembly Test Room experiment, was
controversial, test lasted 6 years Interpretation, money not cause of increased
output Factor that increased output, Human Relations
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Management and Organization
Management philosophies andorganization forms change over
time to meet new needs
Some ideas and practices from thepast are still relevant and applicable
to management today
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Management Perspectives Over Time
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Classical Perspective: 3000 B.C.
Rational, scientificapproach to management
make organizationsefficient operatingmachines
Scientific Management
Bureaucratic Organizations
Administrative Principles
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CLASSICAL THOUGHT OF
MANAGEMENT
SCIENTIFIC MANAGEMNT: F.W.TAYLOR
BUREAUCRATIC APPROACH: MAXWEBER
PRINCIPLES OF MANAGEMENT:FAYOL
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SCIENTIFIC MANAGEMENT
Scientific management isconcerned with knowing exactly
what you want men to do and thensee in that they do it in the bestand cheapest way
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Elements and Tools of scientificmanagement
Principles of scientific management
El t d T l f i tifi
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Elements and Tools of scientific
management
Separation of Planning and Doing
Functional Foremanship
Job Analysis Time study
Motion study
Fatigue study
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Production in-charge
Speed boss
Inspector Maintenance foreman
Gang boss
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Standardization
Scientific selection & Training of
Workers Financial Incentives
Economy
Mental Revolution
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Principles of scientific management
Replacing Rule of thumb withscience
Harmony in Group action Co-operation
Maximum Output
Development of workers
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Fayols
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Scientific ManagementContributions Demonstrated the importance of compensation for
performance. Initiated the careful study of tasks and jobs. Demonstrated the importance of personnel and their
training.
Criticisms Did not appreciate social context of work and higher
needs of workers.
Did not acknowledge variance among individuals. Tended to regard workers as uninformed and ignored
their ideas
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Planning
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1. Define present situation.
2. Establish goals and objectives.
3. Analyze environment in terms of aidsand barriers to goals and objectives.
4. Develop action plans to reach goals
and objectives.
A Framework for
Planning