MANAGEMENT MANAGEMENT SCIENCESCIENCE

PREPARED BYPREPARED BY

Prof.N.Prasanna BalajiProf.N.Prasanna Balaji

UNIT-IUNIT-I

Introduction to Introduction to ManagementManagement

INDEX INDEX UNIT 1 PPT SLIDESUNIT 1 PPT SLIDES

S.NO. TOPIC LECTURE NO. S.NO. TOPIC LECTURE NO. • Introduction to ManagementIntroduction to Management L1L1• Concepts of Management of Organiztion L2Concepts of Management of Organiztion L2• importanceimportance L3L3• Taylor’s Scientific L4Taylor’s Scientific L4• FUNCTIONS OF MANAGEMENT L5FUNCTIONS OF MANAGEMENT L5• Fayol’s Principle of Management L6Fayol’s Principle of Management L6• Mayo’s Hawthorne ExperimentsMayo’s Hawthorne Experiments L7L7• Maslow’s theory of Human NeedsSMaslow’s theory of Human NeedsS L8L8

DEFINITIONDEFINITION HHenri Fayol(1916):To manage is to enri Fayol(1916):To manage is to

forecast and plan ,to organize, to forecast and plan ,to organize, to command, to coordinate and controlcommand, to coordinate and control

Peter. F. Drucker(1955):Management is Peter. F. Drucker(1955):Management is concerned with the systematic concerned with the systematic organization of economic Resources and organization of economic Resources and its task is to make these resources its task is to make these resources productive.productive.

Nature and FeaturesNature and Features Management is a social processManagement is a social process It also denotes a ‘a body of people’ It also denotes a ‘a body of people’

involved in decision making involved in decision making It is inexact scienceIt is inexact science It is an art and also scienceIt is an art and also science It is professionIt is profession It is inter-disciplinaryIt is inter-disciplinary It is complexIt is complex

IMPORTANCEIMPORTANCE It facilitates the achievements of goals It facilitates the achievements of goals

through limited resourcesthrough limited resources It ensures smooth sailing in case of It ensures smooth sailing in case of

difficultiesdifficulties It ensures continuing in the organizationIt ensures continuing in the organization It ensures economy and efficiencyIt ensures economy and efficiency It focus on group effortsIt focus on group efforts It is the key to the economic growthIt is the key to the economic growth

Taylor’s Scientific Management Taylor’s Scientific Management TheoryTheory

F.W.Taylor –Father of Scientific F.W.Taylor –Father of Scientific ManagementManagement

Taylor demonstrated the benefits of Taylor demonstrated the benefits of increased productivity and earnings increased productivity and earnings through an experiment at through an experiment at “Bethlehem Steel Works”.“Bethlehem Steel Works”.

FUNCTIONS OF FUNCTIONS OF MANAGEMENTMANAGEMENT

According to Luther GullickAccording to Luther Gullick P-----PlanningP-----Planning O------OrganizingO------Organizing S-----StaffingS-----Staffing D----DirectingD----Directing Co---CoordinatingCo---Coordinating R---ReportingR---Reporting B---BudgettingB---Budgetting

Fayol’s Principle of Fayol’s Principle of ManagementManagement

Henri Fayol contributed 14 principles to Henri Fayol contributed 14 principles to managementmanagement

1.1. Division of WorkDivision of Work2.2. AuthorityAuthority3.3. DisciplineDiscipline4.4. Unity of commandUnity of command5.5. Unity of directionUnity of direction6.6. Subordination of individual interest to Subordination of individual interest to

group interestgroup interest

Fayol’s Principle of Fayol’s Principle of ManagementManagement

77..RemunerationRemuneration8.Centralization of authority8.Centralization of authority9.Scalar chain9.Scalar chain10.Order10.Order11.Equity11.Equity12.Stability of tenure of personnel12.Stability of tenure of personnel13.Initiative13.Initiative14.Espirit de corps (Team work)14.Espirit de corps (Team work)

Mayo’s Hawthorne ExperimentsMayo’s Hawthorne Experiments

Mayo known for his famous experiment Mayo known for his famous experiment at Hawthorne plant of the western at Hawthorne plant of the western electric company, Chicago, USA, for electric company, Chicago, USA, for evaluating the attitudes and evaluating the attitudes and Psychological reaction of workers on Psychological reaction of workers on the job situations.the job situations.

Maslow’s theory of Human NeedsSMaslow’s theory of Human NeedsS

According to him humans have 5 According to him humans have 5 needsneeds

1.1. Physiological needsPhysiological needs2.2. Safety needsSafety needs3.3. Affiliation or acceptance needsAffiliation or acceptance needs4.4. Esteem needsEsteem needs5.5. Self-actualisation needsSelf-actualisation needs

Douglas McGregor’s Theory X and Douglas McGregor’s Theory X and Theory YTheory Y

Theory X:Theory X: Assumptions Assumptions1.1. Employees are lazyEmployees are lazy2.2. They require constant guidance and They require constant guidance and

supportsupport3.3. Some times they require even coersion Some times they require even coersion

and controland control4.4. Given an opportunity they would like to Given an opportunity they would like to

avoid responsibilityavoid responsibility5.5. They do not show any ambition but They do not show any ambition but

always seak securityalways seak security

Theory YTheory YAssumptionsAssumptions::1.1. Some employees consider work as natural as play Some employees consider work as natural as play

as restas rest2.2. They employees are capable of directing and They employees are capable of directing and

controlling performance on their own. They are controlling performance on their own. They are much committed to objectives of the organization.much committed to objectives of the organization.

3.3. Higher rewards make these employees more Higher rewards make these employees more committed to organization.committed to organization.

4.4. Most of them are highly imaginative, creative, and Most of them are highly imaginative, creative, and display ingenuity in handling organizational issues.display ingenuity in handling organizational issues.

5.5. Give an opportunity , they not only accept Give an opportunity , they not only accept responsibility but also look for opportunities to out responsibility but also look for opportunities to out perform others.perform others.