UNIT I (MBA 1st sem)

MPOB

Why Study Management?

Universality of Management management is needed
in all types and sizes of organizations at all organizational levels in all work areas

management functions must be performed in all organizations

consequently, have vested interest in improving management

Prentice Hall, 2002

1-2

Management is

Getting work done through others

Efficiency

Effectiveness

Basic Purpose of Management

EFFICIENTLY
Using resources wisely and And in a cost-effective way

EFFECTIVELY

Making the right decisions and successfully implementing them

Figure 1.1

Nature Of Mgt
Goal Oriented Economic Resources Distinct Process Integrative force Intangible Force

Four Functions of Management

Figure 1.2

Levels of Management
Top Level Management

CEO COO CIO General Mgr Plant Mgr Regional Mgr

Middle Level Management

First-Line Management

Office Manager Shift Supervisor Department Manager Team Leader

Types of Managers

Figure 1.3

Relative Amount of Time That Managers Spend on the Four Managerial Functions

Figure 1.4

Managerial Roles and Skills

Mintzberg identified three categories of roles Decisional, Informational, Interpersonal

Decisional Roles
Roles associated with methods managers use in planning strategy and utilizing resources. Entrepreneurdeciding which new projects or programs to initiate and to invest resources in. Disturbance handlermanaging an unexpected event or crisis. Resource allocatorassigning resources between functions and divisions, setting the budgets of lower managers. Negotiatorreaching agreements between other managers, unions, customers, or shareholders.

Informational Roles
Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization. Monitoranalyzing information from both the internal and external environment. Disseminatortransmitting information to influence the attitudes and behavior of employees. Spokespersonusing information to positively influence the way people in and out of the organization respond to it.

Interpersonal Roles
Roles that managers assume to provide direction and supervision to both employees and the organization as a whole.
Figureheadsymbolizing the organizations mission and what it is seeking to achieve. Leadertraining, counseling, and mentoring high employee performance. Liaisonlinking and coordinating the activities of people and groups both inside and outside the organization.

Managerial Skills
Technical Skills Human Skills Conceptual skills

Core skills and their use in the different levels

Managerial levels
Lower
Middle

Top

Conceptual skills Human skills Technical skills

Who is a Professional Manager ?

Who is in charge of the business affairs, Who resolves conflicts and problems positively,

Who develops effective customer relationships.

Who directs a business or other enterprise, Who controls expenditures and resources,

Tasks of a Professional Manager

1. Deciding the basic mission of firm. 2. Unrelenting existence and growth. 3. Sustaining firms effectiveness, profit creation and adopting technological advancements. 4. Confronting the test of increasing competition and transformation. 5. Managing for novelty and modernity. 6. Edifying human organization.

Tasks of a Professional Manager

7. Keeping hold of talent and inculcating sense of devotion. 8. Sustaining headship value. 9. Maintaining equilibrium between inventiveness and conventionality. 10. Pushing back managerial obsolescence. 11. Enduring the mounting communal disparagement and opinionated antagonism. 12. Safeguarding relations with various general public fragments.

Responsibilities
Towards customer the king, Towards understanding the organizational context, Towards shareholders, Towards people working in the organization, Towards administering the activities and resources, Towards purveyors, whole-sellers, distributors and retailers Towards competitors, Towards employees union, Towards commanding regime, Towards the social order.

CORPORATE EXAMPLES
Nestle India does not favors shortterm profits at the expense of longterm business development. Wipro Technologies Ltd. the hard work and contributions never go unnoticed at Wipro.

Question?
What is the specific set of abilities that allows one manager to perform at a higher level than another manager? A. Skill-sets B. SKAs C. Competencies D. Skill traits

Question?
What is a group of people who work together and possess similar skills or use the same knowledge, tools, or techniques? A. Organization B. Department C. Team D. Presentation Group

Assignments
Q1 Difference Between Management & Administration. Q2 Management a science or an art ? Q3 Is Management a Profession? Q4 Management is an art of getting work through other people.

MGT Theories
The development of mgt thought can be grouped in four major periods Classical Neo classical System Approach Modern approach

Figure 2.1 Chronological Development of Management Perspectives

Management Theory
Classical Approaches
Frederick Taylor: Scientific Management (1886) Frank and Lillian Gilbreth: Time/motion studies (later 1800s) Henri Fayol: 14 Principles of Management (1880s-1890s) Max Weber : Bureaucracy (1920s)

Behavioral Approaches
The Hawthorne Experiment (1927) MacGregors Theory X and Theory Y (1960)

Quantitative Approaches Contemporary Approaches

Ouchis Theory Z (1981) Contingency Management

Figure 2.2 Subfields of the Classical Perspective on Management

Focuses on the individual workers productivity

Focuses on the functions of management

Focuses on the overall organizational system

Scientific Management: Taylor

Frederick W. Taylor (1856-1915)
Father of Scientific Management.
attempted to define the one best way to perform every task through systematic study and other scientific methods.

believed that improved management practices lead to improved productivity.

Three areas of focus:

Task Performance
Supervision Motivation

Task Performance
Scientific management incorporates basic expectations of management, including:
Development of work standards Selection of workers Training of workers Support of workers

Supervision
Taylor felt that a single supervisor could not be an expert at all tasks.
As a result, each first-level supervisor should be responsible only workers who perform a common function familiar to the supervisor. This became known as Functional Foremanship.

Motivation
Taylor believed money was the way to motivate workers to their fullest capabilities.
He advocated a piecework system in which workers pay was tied to their output. Workers who met a standard level of production were paid a standard wage rate. Workers whose production exceeded the standard were paid at a higher rate for all of their production output.

Taylors Principles of Management

The one best way.
Management using scientific observation

Scientific selection of personnel

Put right worker in right job, find limitations, train

Financial incentives
Putting right worker in right job not enough A system of financial incentives is also needed

Functional foremanship
Division of labor between manager and workers Manager plans, prepares, inspects Worker does the actual work Functional foremen , specialized experts, responsible for specific aspects of the job

Henri Fayol
First came up with the five basic functions of managementPlanning, Organizing, Staffing, Directing, Communicating, and Controlling First wrote that management is a set of principles which can be learned. Developed Fourteen Principles of Management

HENRI FAYOLs FOURTEEN PRINCIPLES OF MANAGEMENT