MANAGEMENT

• MEANING.

• FUNCTIONS.

• RESPONSIBILITIES.

• DEVELOPMENT.
 MEANING
• MANAGER

• SERIES OF FUNCTIONS

• BODY OF KNOWLEDGE.
 DEFINITION
• MANAGEMENT IS THE GOVERNING BODY WITH A SET OF

PRINCIPLES AND RULES AIMED TOWARDS ACHIEVING THE GOALS

OF THE ORGANISATION WITH THE OPTIMAL USE OF THE AVAILABLE

RESOURCES THROUGH THE PROCESS OF PLANNING, ORGANISING,

DIRECTING AND CONTROLLING.

 RESPONSIBILITIES
• OPTIMAL USE OF RESOURCES ( MAJOR M’S OF THE COMPANY )

• EFFECTIVE LEADERSHIP & MOTIVATION.

• ESTABLISHING SOUND INDUSTRIAL RELATIONS ( INHOUSE AND OUTSIDE ).

• ACHIEVING ORGANISATIONAL GOALS ( SHORT TERM AND LONG TERMS ).

• CHANGE & GROWTH ( OF THE COMPANY AND INDIVIDUAL ).

• IMPROVING STANDARD OF LIVING ( OF STAFF AND SOCIETY ).

 FUNCTIONS
1. PLANNING.

2. ORGANISING.

3. STAFFING ( RECRUITMENT – SELECTION – TRAINING – COMPENSATION )

4. DIRECTING ( LEADERSHIP – MOTIVATION – COMMUNICATION –

SUPERVISION ).

5. CONTROLLING ( SET – MEASURE – COMPARE – CORRECT – RESET ).

 MAJOR CONTRIBUTORS
• F. W. TAYLOR – SCIENTIFIC MANAGEMENT.

• HENRI FAYOL – CLASSICAL MANAGEMENT

SCHOOL.

• ELTON MAYO – HUMAN RESOURCE APPROACH.

• SYSTEM THEORY.

• CONTINGENCY APPROACH.
 F.W.TAYLOR
• ADVOCATED SCIENTIFIC MANAGEMENT APPROACH.
• FIRST TO THINK FOR PLANNED WORK .
• DESIGNED MANAGERIAL THINKING INTO SET OF PRINCIPLES.

• BASED ON JOB ANALYSIS.

• ACHIEVING GOALS THROUGH :

1. STANDARDISATION.
2. SCIENTIFIC SELECTION & TRAINING OF WORKERS ( RIGHT MEN FOR
RIGHT JOB ).
3. MONETORY INCENTIVES.
4. FUNCTIONAL FOREMANSHIP ( PLAN & DIRECT ).
5. LABOUR MANAGEMENT CO-OPERATION.
 SCIENTIFIC MANAGEMENT -
LIMITATIONS

• EXPLOITATIVE DEVICE ( PRODUCTIVITY V/s STD. OF LIVING. )

• DEPERSONALISED WORK ( REPEATATION OF JOB ).

• UNPSYCHOLOGICAL ( IGNORANCE TO MASLOW’S THEORY )

• UNDEMOCRATIC (DISTINGUISHED WORK FOR STAFF & WORKERMEN)

 Henry Fayol
• FRENCH MINING ENGINEER

• CLASSIFIED THE BUISNESS OPERATIONS INTO 6 GROUPS.

• PLANNING/ORGANINSING.COMMANDING,CO ORDINATING, COMMANING AS MAIN

ELEMENTS OF MANAGEMENT.

• GAVE 14 PRINCIPLES OF MANAGEMENT.

• ALSO KNOWN AS MANAGEMENT PROCESS SCHOOL / OPERATIONAL APPROACH /

TRADITIONAL APPROACH / THE UNIVERSALIST APPROACH OR THE CLASSIST
APPROACH.

• CLASSIFICATION OF WORK :

1. TECHNICAL ( PRODUCTION )
2. COMMERCIAL ( PROCUREMENT )
3. FINANCIAL
4. SECURITY
5. ACCOUNTING
6. MANAGERIAL ( PLANNING - ORGANINSING – COMMANDING – CO-ORDINATING –
CONTROLLING )
 PRINCIPLES OF MANAGEMENT BY HENRY
FAYOL
1. DIVISION OF WORK.
2. AUTHORITY & RESPONSIBILITY.
3. DISCIPLINE.
4. UNITY OF COMMAND
5. UNITY OF DIRECTION
6. SUBORDINATION OF INDIVIDUAL INTEREST TO COMMON
GOAL.
7. RENUMERATION OF PERSONNEL.
8. ORDER (EVERYTHING IN PLACE/ PLACE FOR EVEYTHING)
9. CENTRALISATION
10. SCALAR CHAIN ( FLOW OF INFORMATION )
11. EQUITY.
12. STABILITY OF WORK.
13. INITIATIVE
14. ESPRIT DE CORPS – TEAM SPIRIT.
 LIMITATIONS
1. NOT SUITABLE FOR MODERN ENVIRONMENT OF
INSTABILITY.
2. FEW TERMS NOT CLEARLY DEFINED.
3. HUMAN ATTRIBUTES NOT COVERED.
4. ASSUMED THESE PRINCIPLES TRUE FOR ALL
KINDS OF ORGANISATION.
5. NO GUIDELINES FOR THE CONDITIONS UNDER
WHICH THESE PRINCIPLES ARE TO BE APPLIED.
 ELTON MAYO
• HUMAN RESOURCE APPROACH / HUMAN
RELATIONS OR THE HUMAN BEHAVIOUR
SCHOOL.
• BASED ON MASLOW’S THEORY
• KEY IDEAS :
1. REDESIGN JOB.
2. GREATER TRUST IN EMPLOYEES.
3. INTEGRATE INDIVIDUAL AND ORGANISAIONAL
GOALS.
4. ALLOW SELF MONITORING OF WORK.
5. PRACTISE SELF DIRECTION, SELF CONTROL AND
CREATIVITY.
 LIMITATIONS TO ELTON MAYO’S THEORY

• EMPLOYEES GOALS MAY BE DIFFERENT FROM COMPANY’S

GOALS.

• FEW EMPLOYEES MAY NOT ACHIEVE SELF ACTUALISATION

LEVEL.

• THEORY DOES NOT TAKE INTO ACCOUNT / TECHNICAL

ASPECT.

• EMPHASISED ONLY ON HUMANISING ORGANISATION.

 SYSTEMS APPROACH
• VIEW ORGANISATION AS AN ENTIRE ENTITIY COMPOSED OF SMALL
INTERRELATED PARTS

• ALL PARTS SHALL BE COORDINATED INTERNALLY TO ACHIEVE THE GOALS.

• MANAGERS MAINTAIN GOOD BALANCE OF TECHNICAL / ADMINISTRATIVE

AND HUMAN THINGS WHILE TAKING DECISION.

• SYSTEM VOCABULARY :
SYSTEM – SET OF INTERRELATED PARTS.
SUB SYSTEM – GOAL / TECHNICAL / STRUCTURAL / MANAGERIAL / PSYCOLOGICAL
SYNERGY – WHOLE IS GREATER THAN THE SUM OF ITS PARTS.
OPEN AND CLOSED SYSTEM – INTERACTION WITH ENVIRONMENT.
FLOW – INFORMATION / MATERIAL / ENERGY
FEEDBACK – CENTRAL TO SYSTEM CONTROL
 LIMITATIONS OF SYSTEM APPROACH

• OVER EMPHASIS ON ‘ONENESS’ COORDINATION

AND HARMONY.

• DOES NOT CONSIDER THE CONFLICT INSIDE THE

ORGANISATION.

• DOES NOT IDENTIFY SITUATIONAL DIFFERENCES

AND FACTORS.
 CONTINGENCY APPROACH
BASIC PRINCIPLE :

• DIFFERENT SITUATION / TASK OR PEOPLE REQUIRES

DIFFERENT DECISIONS.
• BRINGS TOGETHER THE BEST OF ALL THEORIES.
• SEEKS TO IDENTIFY EXACT NATURE OF INTER RELATIONS
AND INTERACTION.
• SPECIFICALLY IDENTIFIES INTERNAL AND EXTERNAL
VARIABLES THAT TYPICALLY INFLUENCE MANAGERIAL
ACTIONS AND ORGANISATIONAL PERFORMANCE.
• SUGGESTS ORGANISATIONAL DESIGNS AND MANAGERIAL
ACTIONS MORE SUITABLE FOR SPECIFIC PURPOSE.