Management, Personal Management, Division of Labour
1.
2. Management
The term ‘Management’ stems from the word
Manage
Manage word is derived from French word
‘menaze’
Meanaze= House keeping
Meaning in broader sense:
Proper utilization of people and other resources in an
organization to accomplish desired objectives
3. Definition of management
Koontz and Weihrich (1988):
The process of designing and maintaining an
environment in which individuals, working
together in groups, accomplish efficiently selected
aims to carrying out the managerial functions of
Planning, Organizing, Staffing, Leading and
Controlling
4. Definition of management
Scanlan (1973): Management involves the
coordination and integration of all resources (both
human and technical) to accomplish specific
results.
The five basic functions which have historically
formed the core of studying management are
Planning
Decision making
Organizing
Directing
Controlling
5. Features of management
Management is a universal process which is applied in all types
of organizations: Social, Commercial and Educational
The essence of management is the integration of resources:
human and physical etc.
It is a social process as it deals with sensitive human beings
It is a dynamic activity as it deals with sensitive human beings
Management is multidisciplinary approach: it has been
developed by the disciplines of social science like Sociology,
Psychology, etc
It is a science as well as an art
6. Management and
Administration
Point of distinction Administration Management
Nature Thinking function (what is to be
done and when)
Doing function (who
should do it and how)
Scope Determines broad objective and
policies
Implements plans and
achieve goal through
people
Level Top level function Middle and lower level
function
Skill needed Conceptual and human skills Technical human skills
Usage Mostly in government, military,
educational, social organization
Mostly in business
organization
7. Levels of management
In most of the organizations, there are generally
three levels of management
Top level management
Middle level management
Lower level management
8. Top level management
It consists of Board of Directors, Managing Directors, General
Managers, Secretaries.
Top level management establishes goals and policies for an
enterprise and devotes more time on the planning and
functions, develop basic financial structure of an organization,
provides guidance and directions
It also approves the decisions of middle level management
9. Middle level management
It generally consists of heads of functional development viz.,
branch manager, production manager, sales manager, chief
cashier etc.
Receive order and instruction from top management and
execute the plans in accordance with the policies and
directives of the top management.
Middle level management officers participate in employment
and training of lower level management.
Devote more time on the organization and inspire lower level
managers towards better performance
10. Lower level management
Also known as supervisor or operative level of management
Consists of Supervisors, Foreman, Section officers
Lower level manager guide and direct the workers under the
instructions from middle level managers
Activities include:
Arranging of the job and tasks to various workers
Guide and instruct workers for day to day activities
Arrange necessary materials, machine, tools etc for getting the
things done
Prepare periodical reports about the performance of the
staff/workers
Maintain interpersonal relations and motivation of staff
Communicate workers problems, suggestions to the higher level etc
11. Functions of management
Henry Fayol was the first management thinker to outline the
five basic functions carried out by the managers.
Five basic functions:
Planning
Organizing
Staffing
Directing
Controlling
12. Planning
Selecting missions and objectives and the actions to achieve
them. It requires decision making i.e. Choosing future course
of action from among alternatives.
Planning may be short term, medium term and long term
period
Panning includes
Determination of objectives
Forecasting
Search for alternatives course of action and their
evaluation
Budgeting
13. Organizing
It is assembling and arranging the resources, particularly the
human resources in the best possible manner. It is designed to
clarify who is to do what and who is responsible for what
results and to remove obstacles to performance.
It involves
Determination of objectives
Division of activities
Fitting individuals to specific jobs
Developing relationship in terms of authorities and
responsibilities
Coordination of tasks
14. Staffing
Positioning right people to right jobs at right time. It also
includes recruiting, selecting, promoting, planning the career,
compensating and training of personnel to accomplish their
tasks efficiently.
It involves:
Proper manpower planning, recruitment and selection of
people
Fixing remuneration
Arranging training
Appraisal and recognition of personnel
15. Directing
It activates and motivates the organization members to work
effectively and efficiently for the attainment of organizational
goal.
Planning, organizing and staffing are merely preparation of
the work, but directing actually starts the work. The sub-
functions of directing are Communication, leadership,
Motivating and supervision
Communication : It is the pr0cess of passing information and
understanding from one person to another
Leadership: It is the process by which a manger guides and
influences the work of his sub-ordinates
16. Directing
Motivating: Inspiring the subordinates to work
enthusiastically towards accomplishment of organizational
goals.
Supervision: Managers have to personally watch direct and
control the performance of subordinates
17. Controlling
Measurement and appraisal of the activities performed by the
subordinates to ensure that the objectives and plans devised
are being accomplished. It is concerned with monitoring. It
may identify the negative deviations, if any, and correct it in
accordance with the plan
Controlling includes:
Fixing appropriate standards
Measurement of actual performance
Comparing actual and planned performance
Taking corrective actions
18. According to Koontz and Weihrich
The basic management functions are
Planning
Organizing
Staffing
Leading and
Controlling
In business organizations these basic ,anage,emt functions can
be followed rigidly
19. Principles of Management
Principle is a fundamental truth that provides understanding
and guidance to thinking and practice
By means of principles of management, a manager can avoid
fundamental mistakes in his/her job
Henry Fayol stated important principles of management which
can be applied in all functions, sizes of organizations
20. Fayol’s Principles of Management
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Remuneration
7. Centralization
8. Scalar chain
9. Equity
10. Initiative
11. Esprit de corps
12. Order
13. Subordination of individual interest to the general interest
14. Stability of tenure of personnel
21. Fayol’s Principles of Management
Division of work: This is the specialization which economists
consider necessary for managerial and technical functions
Authority and responsibility: Authority is the discretionary
power to carryout assignment and responsibility is the
obligation to accomplish the activities
Discipline: It is the obedience to authority, respect for
superiors, adherence to rules and dedication to one’s job
Unity of command: Each employee should recive orders
from one superior only
22. Fayol’s Principles of Management
Division of work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Remuneration
Centralization
Scalar chain
Equity
Initiative
Esprit de corps
Order
Subordination of individual interest to the general interest
Stability of tenure of personnel
29. PERSONNEL MANAGEMENT
A manager gets things done through other people
Human resources use material resources such as land, money,
machinery, equipments, materials
4M: Man, Money, Machine and Materials
Responsibility of managers: To ensure that the employees utilize
these resources in optimum manner
Minimum wastages of resources and maximum returns on
investment made in resources.
30. PERSONNEL MANAGEMENT
Enterprise spends considerable amount of money on
Recruitment, Training, Remuneration, Motivation etc., of its
employee.
Unless the employee work with devotion, their performance will
be poor. They will not make effective utilization of material
resources.
The effective utilization of human resources is even more
important.
31. PERSONNEL MANAGEMENT
Management is said to be effective, when enterprise is utilizing
its Human and Natural resources effectively to achieve its
objectives.
But at the same time it does not mean that Human Resources
should be utilized only as a resources.
Employees are human being with emotions and aspirations of
their own.
It is also the duty of management to treat employees with dignity
and sense of belongings
32. Relation b/w Personal and General
Management
Personnel management is the sub-area of the general
management.
It concentrates on the human activity element of the general
management.
It is concerned primarily with manpower resource
"Personnel management is the planning, organizing, directing
and controlling of procurement, development, compensation,
integration and maintenance of people for the purpose of
contributing to organization, individual and social goals."
33. Functions of Personnel
Management
Personnel manager has to perform the managerial
functions such as
Planning
Organizing
Directing
Motivating and
Controlling personnel working in his department.
34. Functions of Personnel
Management
Additional operative functions.
Procurement - recruitment, selection, placement and induction
of the new employees
Development - performance appraisal, promotion, transfer of
employees
Compensation - remuneration in the form of wages, salaries,
bonus
Integration - integrating the organizational, social and
individual goals
Maintenance - health and safety, favorable work environment,
employee benefits and services, labour welfare work, worker
participation in management.
35. Functions of Personnel
Management
Every work whichever type it may be, to whichever category it
may belong is characterized by certain inherent criteria known
as work specifications.
Procedure for securing, organising and combining the important
facts related to work enable the personnel department to assess
the quality and characteristics of the operator in performing the
same, is regarded as an essential basis of work analysis.
The man entrusted with this work is popularly known as work
analyst.
37. Identification of work
Organization structure is developed to achieve objectives
Works necessary for the accomplishment of objectives
Total work is classified or divided systematically because no one
can handle total work alone.
Identification and classification of work enables managers to
concentrate attention on important works
While identifying and classifying works, management must ensure
All necessary works are performed
There is no unnecessary duplication in performing activities and
Different workers are performed in a co-ordinated manner.
38. Work Study
This is the tool in the hands of the management for achieving
higher productive efficiency in the organization.
Work-study can be broadly classified into
Methods study and
Work measurement
39. Methods Study
Definition: The systematic procedure for analyzing the
existing methods of doing work including the various human
movements involved in it with the main objective of evolving
the best or the most economical methods of doing the work.
Procedure adopted can be categorized as:
Selection of the work to be studied
Collection of data and recording of the relevant facts about the existing
methods
Critical examination of the data collected
Development of most practical, economic and effective method, having
due regard to all contingents circumstances.
Installation of the new methods and maintaining it by regular routine
check.
40. Techniques followed in Methods
Study
Operation Process Chart - graphical representation by linear
diagrams
Flow Process Chart - shows in addition to above the
transportation required, distance travelled storage and delays
Flow Diagram - same as above but here symbols are used
String Diagram - using string and pins on the template models
Multiple Activity Charts - also known as simo chart
(simultaneous motion chart)
41. Work Measurement
This is the technique of assessing the time content
of the work performed by an operator
The technique involves the determination of the
proper time required for the work and so popularly
known as time study.
42. Optimization of labour input
Obtain the most efficient or optimum use of labour.
Labour must be confined with the other factors of production
and cannot be discussed in isolation.
Proper labour management policy will depend on particular
farming situation.
Alfred Marshall " labour is any exertion of mind or body
undergone partly or wholly with a view to earning some good
or other than pleasure derived directly from work.
43. Characteristics of labour
Labour is not a commodity
Labour is inseparable from the labourer
Labour is more perishable than any other commodity
Labour is less mobile
Supply of labour is independent of its demand
It is difficult to calculate the cost of production of labour
Labourer sells his service and not himself
Labourer does not have same bargaining power as their employers
Labourer is not a machine - have ones own liking , feelings , wishes,
thoughts etc.,
Labourers differ in efficiency
44. Types of Labour
Hired/Casual - Seasonal
For special jobs
Temporary - Skilled
Unskilled
Permanent –
Skilled (e.g. Technician, Clerks,)
Unskilled (eg. Assistants, Attendants)
45. Supervision of labour and supervisors
Supervision
Supervision is referred to as “the key stone in the
organizational arch", supporting the structural member
which ties together the management and workers
Supervision is a part of a manager's job at all levels. The
vertical relationship among the different kind of mangers is
called the management level
46. The top and middle management is considered to be the upper level management
and first level managers are referred as supervisors (lower level management)
47. Supervising the supervisors
The first line management play an important role in the
organization their supervision is also important.
This is carried out by the middle level management - called
the "supervisor of the supervisors".
Middle management is the link between the Top
management and First line management
49. Division of labour
Dividing large tasks into smaller packages of work to be
distributed among several people
This work specialization allows an employee to master a task in
the shortest time with a minimum skill
Making of an article is split up into several processes and each
process is entrusted to a separate set of workers. This is known
as division of labour
It is simply a form of specialisation of labour
The division of labour is associated with efficiency of labour.
50. Types in division of labour
Simple division of labour
Complex division of labour
Territorial division of labour
51. Types in division of labour
Simple division of labour
A work is done by the combined efforts of a group of workers. It is difficult
to say how much Work each one did.
Ex. carrying a heavy object, led by a number of people.
Complex division of labour
Work is split up into different processes and each worker is assigned a
definite part of the work.
This is the division of labour proper.
Ex. Manufacturing of pins, making of bread etc.,
Territorial division of labour
This term refers to certain localities or cities or towns specialised in the
production of some commodities.
Eg. Cricket bat manufacturing at Srinagar, Mysore Sandal Soap: Karnataka.
52. Advantages of division of
labour
Advantages to the producer
Increase in mechanization
Increase in production
Increase in inventions
Reduction in production cost
Economic use of machinery
Savings of time
Advantages of specialization
53. Advantages of division of
labour
Advantages to the worker
Reduction in training period
Allocation of work according to ability
Increase in workers efficiency
Increase in mobility of labour
Organization of workers
54. Disadvantages of division of
labour
Disadvantages to the worker
Monotony of work
Narrow outlook of workers
Decline in mobility of labour
Sense of irresponsibility
55. Disadvantages of division of
labour
Disadvantages to the society
Exploitation of women and children
Physical and moral deterioration of workers
Struggle between workers and employers
Sense of irresponsibility