Basics of management science

1. Click to edit Master title style 1 101 Management Science 1 Dr. Anupama Chaudhari Associate Professor KCES’s Institute of Management and Research, Jalgaon

2. Click to edit Master title style 2 Management and Principles of Management 2 1.1. Management: Concept, Nature, Importance 1.2. Management: Art and Science & as a Profession, Management Vs Administration, Levels of Management & their respective functions, Managerial Skills & roles. 1.3. Evolution of Management: Introduction to Scientific Management by Taylor, Administrative Management by Fayol, Contribution of Peter Drucker, Decision Theory Approach, Contingency Approach, Human behavior Approach

3. Click to edit Master title style 3 Management • DEFINITIONS: “Management is the art of getting things done through and with people in formally organized groups” --- Koontz “Management is the art of getting things done through and with people” --- Mary Parker “Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way” - -- F.W. Taylor “Management is the accomplishment of results through the efforts of other people” --- Lawrence “Management is to manage is to forecast and plan, to organize, to command, to coordinate and control”. -- Henry Fayol (1916) 3

4. Click to edit Master title style 4 Objective of Management 4 Managerial Concerns – Efficiency “Doing things right” – Getting the most output for the least inputs – Effectiveness “Doing the right things” – Attaining organizational goals

5. Click to edit Master title style 5 5

6. Click to edit Master title style 6 Nature of Management 6 • Multidisciplinary • Management is a Situational in Nature • Management: Science or Art • Relative, not absolute Principles • Dynamic nature of Principles • Universality of management • Management as profession

7. Click to edit Master title style 7 Features of Management 7 • Management is all Pervasive or Universal • Management is a Goal Oriented Process • Management is an Intangible Force • Management is Multi Dimensional • Management is a continuous process • Management is a Group Activity • Management is Dynamic Function

8. Click to edit Master title style 8 8 Importance of Management Effective utilisation of Resources Development of Resources It ensures continuity in the organization Integrating various interest groups Stability in the society

9. Click to edit Master title style 9 9 Management as an Science • Universally accepted principles • Experimentation and observance • Cause and effect relationship • Test of validity and predictability https://youtu.be/WeqAivattEU

10. Click to edit Master title style 1010 Management as a Arts • Practical knowledge • Creativity • Perfection through practice • Goal oriented https://youtu.be/WeqAivattEU

11. Click to edit Master title style 1111 Management as a Profession • Specialized knowledge • Formal education and training • Social obligations • Code of conduct • Representative association https://youtu.be/WeqAivattEU

12. Click to edit Master title style 1212

13. Click to edit Master title style 1313 Basis of comparison Management Administration Introduction It is an art of taking work from other individuals by giving directions to them. It implies complete perseverance of the plans and policies of the enterprise. Structure Structure of management is of executive nature. Administration's structure is of deterministic nature. Extent Management is exacting the discharge of policies. Administration is exacting the assurance of primary objectives and policies. Position Management is a low and middle-ranked function. Administration is a high ranked function. Authority Decisions of the management are controlled by aims and policies of an enterprise. Administrative decisions are controlled by a common belief and other outside forces. Management of human exertion Precisely it is not concerned with the management of human exertion. It is seriously concerned with the control of human resolution in the accomplishment of the plan. Procedure Management concludes the distribution of work amidst various employees and how it is to be done. Administration concludes what work is to be allocated to the distinctive employees of the enterprise. Objectives Supervising and coordinating are the primary objectives of the management. Planning and regulating are the major objectives of the administration. Proficiency Professional and personal proficiency is required in it. Visionary and personal proficiency is needed in it. Control Management mainly have control over business concerns. Administration has a control in government or national sectors.

14. Click to edit Master title style 1414 LEVELS OF MANAGEMENT

15. Click to edit Master title style 15 LEVELS OF MANAGEMENT 15

17. Click to edit Master title style 17 Managers Roles 17 – Roles are specific actions or behaviors expected of a manager. – Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

19. Click to edit Master title style 19 MINTZBERG’s MANAGERIAL ROLES 19

20. Click to edit Master title style 20 FIVE MANAGERIAL SKILLS Technical Skills Knowledge of and proficiency in activities involving methods, processes and procedures Conceptual Skills The ability to coordinate and integrates all of an organization’s interest s and activities Interpersonal and Communication skills Convey ideas and information to others and receive information and ideas from others effectively Decision Making Skills Make decisions that will lead the organization to the attainment of its goals Diagnostic and Analytical Skills Ability to visualize the best response to a situation 20

21. Click to edit Master title style 21 CLASSICAL MANAGEMENT PERSPECTIVE 21

22. Click to edit Master title style 22 Scientific Management (Fredrick Winslow Taylor , 1911) 22 • “Father” of scientific management, Published Principles of Scientific Management. • Contributions: 1. Work is done in principles of science. 2. Scientific selection, training, and development of workers. 3. Standardized method or One Best Way of doing the job . 4. Productivity increased with selection of right person on the job with correct tools and equipment. 5. Division of labour 6. Providing an economic incentive to the worker.

23. Click to edit Master title style 23 Scientific Management Theory 23 • Taylor developed his theory on the basis of his work experience in three companies: Midvale Steel works, Simond Rolling mills and Bethlehem Steel company. He is regarded as Father of Scientific Management. • He focused on finding the best way to do the job by eliminating wastage of men and material. He developed time and motion studies to find optimum time and nature of operations for successful completion of tasks. • He also introduced differential wage rate system to pay more to productive workers.

24. Click to edit Master title style 24 Principles of Taylor’s theory 24

25. Click to edit Master title style 25 Administrative Management 25 • Classical organization theory concerned about the need to find guidelines for managing complex organizations such as factories. • Henri Fayol is the founder of the classical management theory. • Fayol believed that sound management practice falls into certain patters that can be identified and analyzed. • Fayol was interested in the Total Organization and focused on management, which he felt had been the most neglected of business operations.

28. Click to edit Master title style 28 Contribution of Peter Drucker 28 • Peter Drucker has varied experience and background which include psychology, sociology, law, and journalism. He has developed solutions to number of managerial problems. Therefore, his contributions cover various approaches of management. His main contribution includes: • Nature of Management • Management functions • Organization structure • Federalism • Management by Objectives • Organizational changes

29. Click to edit Master title style 29 Decision Theory Approach 29 • The decision theory approach: focuses on the decision- making process and people involved in it. • It helps the manager to take the effective decision in order to grow his business. • This uses logical concepts to take the decision. When managers will calculate risks and uncertainties, that time he can take the positive decision that will affect his business. • The facts help the managers to understand the risks level, if the risks level is high then the manager will not take that decision, if the risks level is low then the manager can take the decision

30. Click to edit Master title style 30 Features of Decision Theory Approach 30 • Management is decision making. • Members of Organisation decision makers and problem solvers. • Decision making - control point in management • Increasing efficiency - the quality of decision • MIS, process & techniques of decision making are the subject matter of study.

31. Click to edit Master title style 31 Behavioural Approach 31 • This theory puts more emphasis on individual’s attitudes, behaviours and on the group processes. In this approach of management human factor remain central focus. This approach can be studied into two phases – • a. Human Relation Movement • b. Behavioural Science Approach • Major contributors to this approach were Elton Mayo, Abraham Maslow and Dugulas Mcgregor

32. Click to edit Master title style 32 BEHAVIORAL MANAGEMENT PERSPECTIVE 32 • Develops theories about human behavior based on scientific methods. • Draws learning from sociology, psychology, anthropology, economics, and other disciplines to understand employee behavior and interaction in an organizational setting. • A field of study that researches actions (behavior) of people at work is called organizational behavior (OB).

33. Click to edit Master title style 33 MASLOW’s NEED HEIRARCHY 33 • Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of Human Motivation". Maslow subsequently extended the idea to include his observations of humans' innate curiosity.

34. Click to edit Master title style 3434 Maslow suggested that the various levels are interdependent and overlapping, each higher level need emerging before the lower level need has been completely satisfied. Since one need does not disappear when another emerges, all needs tend to be partially satisfied in each area. Behavioral Approach to Management

35. Click to edit Master title style 35 Behavioral Approach to Management • Douglas McGregor based on his experiences as a manager and consultant, formulated Theory X and Theory Y. • Theory X is a relatively pessimistic and negative view of workers and is consistent with the views of scientific management. • Theory Y is more positive and represents the assumptions made by human relations advocates.

37. Click to edit Master title style 37 Systems approach 37 • A system is an interrelated set of elements functioning as a whole. • A system functions by acquiring inputs from the external environment, transforming them in some way, and discharging outputs back to the environment. • Some ideas in systems theory significantly affected management thinking. They include: • Open and closed systems • entropy • synergy • subsystem interdependencies

39. Click to edit Master title style 39 CONTINGENCY APPROACH 39 • Classical perspective assumed a universalist view. Management concepts were thought to be universal; i.e., whatever worked—leader style, bureaucratic structure—in one organization would work in another. • In contingency approach, each situation is believed to be unique. Learning about management is possible by experiencing a large number of case problem situations. • There are no simplistic or universal rules for managers to follow.

Basics of management science

Basics of management science

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados(20)

Similar a Basics of management science

Similar a Basics of management science(20)

Mais de anupama12369

Mais de anupama12369(9)

Último

Último(20)

Basics of management science