Explain F.W. Taylors Scientific Management. Evaluate his contribution to Management Thoughts Q1 MANAGEMENT THEORY BY F.W.

TAYLOR Frederick Winslow Taylor (20 March 1856-21 March 1915), widely known as F. W. Taylor, was an American mechanical engineer who sought to improve industrial efficiency. He is regarded as the father of scientific management, and was one of the first management consultants. He is sometimes called as Father of Scientific Management. Scientific Management It is the art of knowing what exactly you want from your men to do & then seeing that it is done in best possible manner. In simple words it is just an application of science to management.

MANAGEMENT THEORY BY TAYLOR Analyzing the work One best way to do it. He is remembered for developing time and motion study. He would break a job into parts and measure each of 100 th of a minute. The efforts of his disciples (most notably H.L.Gantt) made the industry to implement these ideas.

The fundamental principles underlying the scientific approach to managing (according to F.W. Taylor)Applying rules of thumb with science (organized knowledge) Obtaining harmony in group action, rather than disorder. Achieving Cooperation of human beings, rather than chaotic individualism Working for maximum outputs, rather than restricted output. Developing all workers to the fullest extent possible for their own and their companys highest prosperity.

His principles of management The four principles of management. 1. The development of a true science. 2. The scientific selection of the workman. 3. The scientific education and development of the workman. 4. Intimate and friendly cooperation between the management and the men. Criticism for scientific management The main argument against Taylor is this reductionist approach to work dehumanizes the worker. The allocation of work "specifying not only what is to be done but how it is to done and the exact time allowed for doing it" is seen as leaving no scope for the individual worker to excel or think.

1. The belief that increased output would lead to less workers. 2. Inefficiencies within the management control system such as poorly designed incentive schemes and hourly pay rates not linked to productivity. 3. Poor design of the performance of the work by rule-of-thumb.

Explain the contribution of Henry Fayol. Q2. Contribution by Henry Fayol

14 Principles and Management teaching by Henry Fayol i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii. xiv. Division of work Authority & Responsibility Discipline Unity of command Unity of Direction Subordination of Individual interest to general interest Remuneration of personnel Centralization Scalar Chain Order A place for everything & everything in its place Equity is a combination of kindliness & Justice Stability of tenure of personnel Initiative Espirit de Corps

Planning bridges the gap between where we are and whre we want to go- Discuss Q3. What is Planning? Explain different steps involved in planning function by discussing suitable example 1. Planning involves selecting from among alternative future courses of action for the enterprise as a whole and for every department or section within it. 2. Planning bridges the gap between from where we are to where we want to go. 3. Planning is an intellectually demanding process 1. Steps of Planning 1. 2. 3. 4. 5. 6. 7. 8. Being Aware of opportunity Setting Objectives or goals Considering planning premises Identifying alternatives Comparing Alternatives in light of goals sought Choosing an Alternative Formulating supporting plans Numberizing plans by making Budgets

 Vision Involves thinking strategically about 1. Firms future business plans 2. Where to go Tasks include 1. 2. 3. 4. Mission 1. Defines current business activities 2. Highlights boundaries of current business 3. Conveys Who we are, What we do, and Where we are now Company specific, not genericso as to give a company its own identity Q4. What is Motivation & Explain Herbergs two factor theory of motivation Creating a roadmap of the future Deciding future business position to stake out Providing long-term direction Giving firm a strong identity

Maslows The Hierarchy of Needs Theory He identifies five levels of needs, which are best seen as a hierarchy with the most basic need emerging first and the most sophisticated need last. People move up the hierarchy one level at a time. Gratified needs lose their strength and the next level of needs is activated. As basic or lower-level needs are satisfied, higher-level needs become operative. A satisfied need is not a motivator. The most powerful employee need is the one that has not been satisfied.

Level I - Physiological needs the most basic human needs. They include food, water, and comfort. The organization helps to satisfy employees' physiological needs by a paycheck.

Level II - Safety needs the desires for security and stability, to feel safe from harm. The organization helps to satisfy employees' safety needs by benefits. (Provide insurance, permanent in job)

Level III - Social needs the desires for affiliation.

They include friendship and belonging The organization helps to satisfy employees' social needs through sports teams, parties, and celebrations. The supervisor can help fulfill social needs by showing direct care and concern for employees.

Level IV - Esteem needs the desires for self-respect and respect or recognition from others. The organization helps to satisfy employees' esteem needs by matching the skills and abilities of the employee to the job. The supervisor can help fulfill esteem needs by showing workers that their work is appreciated.

Level V - Self-actualization needs the desires for self-fulfillment and the realization of the individual's full potential. The supervisor can help fulfill self-actualization needs by assigning tasks that challenge employees' minds while drawing on their aptitude and training.

Herzberg's Two-Factor Theory He describes needs in terms of satisfaction and dissatisfaction. Motivators, scale ranges from no satisfaction to satisfaction. Hygiene, scale ranges from dissatisfaction to no dissatisfaction. A managers poor handling of hygiene (maintenance factors) is the prim ary cause of unhappiness on the job. Motivation factors are the primary cause of job satisfaction

Motivation factors Satisfaction comes from motivators that is from job content, such as achievement, (Success) recognition, (appreciation) advancement, (development) responsibility, (extra liability) the work itself, growth possibilities. Herzberg uses the term motivators for job satisfiers since they involve job content and the satisfaction that results from them Motivators are considered job turn-ons. Motivators correspond to Maslow's higher-level needs of esteem and selfactualization

Hygiene/ Maintenance factors Dissatisfaction occurs when the following hygiene factors, are not present on the job: 1. 2. 3. 4. 5. 6. 7. pay, status, job security, working conditions, company policy, peer relations, supervision.

Herzberg uses the term hygiene for these factors because they are preventive in nature. Hygiene factors can be considered job stay-ons because they encourage an employee to stay on a job. Once these factors are provided, they do not necessarily promote motivation; but their absence can create employee dissatisfaction. Hygiene factors correspond to Maslow's physiological, safety, and social needs in that they are extrinsic, or peripheral, to the job.

Describe Various Technique of Decision Making Q5. A decision may be defined as a choice made from available alternatives. Four decision-making activities: 1. The manager identifies the existence of a problem or an opportunity to improve a situation. 2. The manager generates a set of alternate courses of action. 3. The manager selects one of the alternatives. 4. The manager implements the selected course of action. The Steps of Rational Decision Making 1. 2. 3. 4. 5. 6. Recognize and Define the Decision Situation Identify Appropriate Alternatives Evaluate Each Alternative Select the Best Alternative Implement the Selected Alternative Evaluate the Results and follow-up

Decision Making Environments 1. Certainty: A state of certainty exists only when the manager knows the available alternatives as well as the conditions and consequences of those actions. 2. Risk: A state of risk exists when the manager is aware of all the alternatives, but is unaware of their consequences. 3. Uncertainty: Most significant decisions made in todays complex environment are formulated under a state of uncertainty, where there is an unawareness of all the alternatives and so also the outcomes even for the known alternatives. 4. Ambiguity: The most difficult decision situation is the state of ambiguity, in which the problem to be resolved or the goals to be reached are not clear. Quantitative Decision Making Tools 1. Payoff Matrix Payoff Matrix depicts the probable value of each of the decision alternatives, by displaying the various outcomes and the probabilities of their occurrence. 2. Decision Tree Decision Tree is graphic representation of the sequence of decisions required in determining the expected values of alternative courses of action. 3. Queuing Models Queuing Models are used by managers to control various sorts of waiting lines.

Quantitative Decision Making Tools 1. Distribution Models

Distribution Model helps the marketing manager deal with the problems of product distribution. 2. Inventory Models Inventory Model helps the manager determine how much inventory to maintain. 3. Game Theory Game Theory is a technique for the application of computers to the measurement of outcome under a variety of contingencies. Q.6 DECISION MAKING 1. Definition:-The decision making process includes identifying and defining the nature of the situation i.e. problem, identifying acceptable alternative courses of action, choosing the best one, and placing it into operation 2. A decision may be defined as a choice made from available alternatives. 3. Decision is a choice whereby a person forms a conclusion about a situation. 4. The purpose of decision making is to direct human behavior towards a future goals. Decision Making Process 1. 2. 3. 4. 5. 6. Defining and analyzing the problem Finding relevant facts Developing alternative solutions Evaluating and selecting the best solution Implementing the selected solution Evaluating the decisions effectiveness

Q7.Expain various TECHNIQUES OF CONTROL Budgetary Control 1. Budget is a blue print of a projected plan of action of a business for a definite period of time. 2. Objectives of budgets are planning, co-ordination and control 3. Budgetary control is the control of operations with the aid of financial plan. 4. It involves continuous comparison of actual with the budgeted figures. 5. Eg :- financial budget, revenue budget, departmental budget Cost Control 1. Cost of production should be minimum. 2. Types of Cost like material cost, labour cost, overheads are focused. 3. The proper cost analysis gives the standard cost. 4. Actual cost incurred are compare with standard cost and variances are found out. 5. Find out the root cause of such variances and steps are taken to rectify them. Management Information system (MIS) 1. Definition :- Assemblage of facilities and personnel for collecting, processing, storing, retrieving and transmitting information required by management in the performance of its functions.

2. The role of MIS is to systematically generate relevant data and process such data into information which would be useful to manager for decision making, planning and controlling. 3. MIS incorporates past, present and projected information both quantitative and non-quantitative 4. It provides information for all types of decisions Strategic, Operational and administrative. Management audit 1. It is the periodic assessment of the organization's managerial planning, organizing, directing and controlling in relation to the normal expectation of a successful organization. 2. Such an audit expose the areas where improvements ought to be made. Quantity & Quality Control 1. Quantity control relates to control over (materials) Production programs, Sales programs, Purchase programs etc. 2. Quality control means recognition and removal of unidentifiable causes of defects and variations from the set standards. 3. Quality control involves control over raw material, spare and finished products 4. It requires proper inspection tool like Statistical quality control (SQC). 5. SQC helps to prevent defects, to secure accuracy in measurement, to spot the errors and to take immediate corrective action. 6. SQC is therefore preventive as well as remedial Span of Control 1. It indicates the number of people reporting directly to a given position. 2. Ratio between superior and subordinates. 3. Factors governing span of control are ability of manager, ability of employees, type of work, well defined authority and responsibility, levels of management, staff assistance.

Q.7 Define ORGANIZATION STRUCTURE and its types It simply means the systematic arrangement of the people working of organization in order to achieve pre-decided goals. It is concerned with the establishment of positions (persons) and the relationship between positions. The structure provides an appropriate frame work for authority and responsibility relationships between various positions. Need for organization structure The organization structure facilitates in fixing the responsibility department wise, section wise or on individual basis. It is necessary for the establishment of authority.

It It It It

promotes division of work and leads to specialization . avoids confusion, duplication, wastage and inefficiencies. facilitates the flow of information and decision making from one level to another. defines the positions and units with in the organization.

Types of organization structure Line or military or scalar organization. 1. It is based upon relative authority and responsibility. 2. It is direct and people at different level know to whom they are accountable, assign duties, dismiss and take disciplinary action against them Functional or staff organization. 1. F.W.Taylor discovered this method of dividing the work of management in such a way that each man in the factory should have as few functions as possible to perform. 2. Under this type of organization workers or subordinates, instead of coming in contact with only one immediate superior, receive daily work orders from several specialists or officers. Line and staff organization. 1. The combination of line organization with expert staff constitutes the type of organization known as line and staff organization. 2. In this method, the line maintains discipline & stability and staff provides expert information 3. The line delegates the authority by which the staff performs these functions and the performance must be acceptable to the line before action is taken. 4. Each department is headed by a line officer who is to decide, plan, execute and control business operations on the guidelines indicated by the staff experts associated with his dept. Committee organization. Project organization. Matrix organization.

Explain communication process? 1. Communication is a process of passing information and understanding from one person to another. 2. Communication is a two-way process of giving and receiving information through any number of channels 3. Simple communication model Sender-> Message -> Receiver

Senders send the message through :

1. Writing 2. Speaking Receivers receives the message through : 1. Reading 2. Listening

The Communications Process

Sender Encoding Message Media Decoding Receiver

Noise Feedback
Major Parties :- Sender & Receiver Major Communication Tools :- Message & Media Major Communication functions :- Encoding, Decoding, Response & Feedback
A Communication Process normally answers, 1. 2. 3. 4. 5. Who (Sender) Says what (Message) In what channel (Media) To whom (Receiver) With what effect (Feedback)

Response

PRINCIPLES OF COMMUNICATION Whether one is speaking informally to a colleague, addressing a conference or meeting, writing a newsletter article or formal report, the following basic principles apply: 1. 2. 3. 4. 5. 6. 7. 8. 9. Know your audience. Know your purpose. Know your topic. Predict objections. Achieve credibility with your audience. Follow through on what you say. Communicate a little at a time. Present information in several ways. Develop a practical, useful way to get feedback.

10. Use multiple communication techniques. (oral, written, visual) Q.Discuss the various Barriers to Effective Communication& ways to overcome the same Barriers to Successful Communication 1. 2. 3. 4. Physical Barriers Semantic and Language Barriers Socio-psychological Barriers Organizational Barriers

Physical Barriers 1. Defects in the Medium : devices used for transmitting messages like telephone, postal system, electronic media may fail. 2. Noise in the environment : Noise is any disturbance which occurs in the transmission process. Eg.:- In a factory oral communication is very difficult because of the noise of the machines. Semantic and Language Barriers 1. Semantic means pertaining to or arising from the different meaning of words. 2. Language is the most important and powerful tool of communication hence it needs skill in handling. Socio-psychological Barriers 1. Problems of understanding and response to communication arise partly from socially learnt attributes (family background) and partly from our personal attributes (intelligence, education, experience) called socio psychological barriers. 2. These barriers are self centered attitude, selective perception, Filtering, Status block, closed mind, Poor communication skill. Organizational Barriers 1. The movement of paper gets held up in the system. 2. Loss of information due to lack of understanding. 3. Too much dependence on written communication. Overcoming Barriers 1. 2. 3. 4. Constant organizational efforts Health centers The responsibility of authority person Semantic and language barriers can be overcome only by careful use of language and by using words which have clear meaning 5. Personal barriers can be overcome by making a conscious efforts and by training for better communication