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Management

The document provides an introduction to organizational behaviour and management. It discusses key topics including defining management, factors reshaping management, levels of management, and skills needed by managers. Classical and modern management theories are outlined, including those proposed by Taylor, Fayol, and Drucker. The roles and functions of management such as planning, organizing, leading, and controlling are defined. Characteristics of effective management and debates on the universality of management are also presented in the document.

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12 views

Management

The document provides an introduction to organizational behaviour and management. It discusses key topics including defining management, factors reshaping management, levels of management, and skills needed by managers. Classical and modern management theories are outlined, including those proposed by Taylor, Fayol, and Drucker. The roles and functions of management such as planning, organizing, leading, and controlling are defined. Characteristics of effective management and debates on the universality of management are also presented in the document.

Uploaded by

pubgpubg816
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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ORGANISATIONAL BEHAVIOUR

INTRODUCTION TO MANAGEMENT
UNIT -1
TOPICS
• Who managers are / What the do
• Define Management
• Why is it important to study Management
• Factors that are reshaping and redefining management
ORGANISATION
• Consciously coordinated social entity with identifiable boundary that
functions on a continuous basis to achieve common goals.
• Is family an organization?
COMMON CHARACTERISTICS OF
ORGANISATION

STRUCTURE
GOALS PEOPLE
TWO TYPES OF EMPLOYEES
LEVELS OF MANAGEMENT
LEVELS OF MANAGEMENT
• Top Managers
• Make decisions about the Organisation
• Example President/CEO

• Middle Managers
• Manage the activities of lower managers
• Example Division Managers

• First Line Managers


• Direct Non managerial employees
• Example - Supervisor
WHAT IS MANAGEMENT
• Process of getting work done effectively and efficiently to meet the
organizational goals, with and through the people

• Efficiency – Efficient use of resources


• Doing things right

• Effective – Tasks that help organization reach its goals


• Doing right things
EFFECTIVENESS/ EFFICIENCY
SKILLS NEEDED BY MANAGERS
• Conceptual Skills
• Used to analyse and diagnose complex situations

• Political Skills
• Used to build a power base and establish connection

• Interpersonal Skills
• Used to work with, understand, and motivate individuals and groups

• Technical Skills
• Involve job specific knowledge and techniques required to perform tasks
NATURE OF MANAGEMENT
MANAGEMENT IS GOAL ORIENTED
MANAGEMENT IS UNIVERSAL
MANAGEMENT IS AN INTEGRATIVE FORCE
MANAGEMENT IS A SOCIAL PROCESS
MANAGEMENT IS MULTIDISCIPLINARY
MANAGEMENT IS A CONTINUOUS PROCESS
MANAGEMENT IS INTANGIBLE
MANAGEMENT IS AN ART AS WELL AS SCIENCE

• Management knowledge is applied differently


• Creative
• Has well defined literature for gathering knowledge
• Personal skills
• Science – Based on principles and theories
• Cause and Effect relationship
EVOLUTION OF MANAGEMENT THOUGHT
• Industrial Revolution 1700-1800s
• Electricity/ Power
• Transportation
• More labour
EVOLUTION OF MANAGEMENT
• CLASSICAL THEORY- 1900 to 1930

• NEO CLASSICAL THEORY- 1930 to 1960

• MODERN THEORY -1960


EVOLUTION OF MANAGEMENT
• CLASSICAL THEORY
• Bureaucracy,
• Scientific Management
• Administrative Management

• NEO CLASSICAL THEORY


• Human Relations Approach
• Behavioral Sciences Approach

• MODERN THEORY
• Quantitative Approach to Management (Operations Research);
• Systems Approach to Management
• Contingency Approach to Management
TAYLOR (1856 –1915)
• Frederick W Taylor –
FATHER OF SCIENTIFIC MANAGEMENT- SCIENTIFIC
MANAGEMENT THEORY

✔ SCIENCE, NOT RULE OF THUMB


✔ COOPERATE WITH THE WORKER
✔ DIVIDE THE WORK AND RESPONSIBILITY
ELEMENTS OF SCIENTIFIC MANAGEMENT
1. Work Study – Standardisation / Benchmarking

2. Standardisation of tools and equipment- Work Efficiency

3. Scientific selection, placement and training

4. Development of functional foremanship

5. Introducing costing system

6. Mental system
POSITIVE IMPACTS OF THIS
PRINCIPLE
1. IMPROVED EFFICIENCY

2. STANDARDIZATION

3. REDUCED WASTE

4. INCREASED SAFETY

5. BETTER DECISION-MAKINGCONTINUOUS
IMPROVEMENT.
NEGATIVE IMPACTS OF THIS
PRINCIPLE
• Huge Cost

• Mechanistic/ Demotivating

• Bureaucratic

• Inflexible

• Not good for teams


HENRY FAYOL (1841 – 1925)
• FATHER OF MODERN MANAGEMENT
• GENERAL THEORY OF ADMINISTRATION
• 14 PRINCIPLES OF MANAGEMENT
• EMPHASISES ON TOP LEVEL MANAGEMENT
HENRY FAYOL
• FATHER OF MODERN MANAGEMENT
• GENERAL THEORY OF ADMINISTAATION
• 14 PRINCIPLES OF MANAGEMENT
• EMPHASISES ON TOP LEVEL MANAGEMENT
14 PRINCIPLES
Management Function
PROCESS
• EVALUATE
• LEADING
• ORGANISE
• PLAN
Planning

• PLANNING IS ALL PERVASIVE

• HIGHLY SPECIALISED- ORG, DIV, DEPT, TEAM

• CREATE DETAILED ACTION PLAN AIMED AT


SOME ORGANISATIONAL GOAL
Planning
• Planning encompasses four elements:
1. Evaluating environmental forces (e.g. economy)
and organizational resources (e.g. financial of the
company)
2. Establishing a set of organizational goals.
3. Developing strategies and plans to achieve the
stated goals
4. Formulating a decision-making process
• FOR EXAMPLE – MARKETING MANAGER HAS A GOAL OF INCREASING SALES FOR DECEMBER
STEPS TO BE TAKEN

• INCREASE ADVERTISEMENT IN A REGION


• PLACING ITEMS ON SALE
• CONTACTING PROSPECTIVE CUSTOMERS THROUGH
SALES REP
• CONTACTING PREVIOUS CUSTOMERS
Work Planning in Construction
ORGANISING

• DETERMINE HOW TO DISTRIBUTE RESOURCES AND ORGANISE EMPLOYEES


ACCORDING TO THE PLAN
Organizing

• Organizing is identifying jobs to be done,


hiring people (staffing) to do them,
establishing departments, delegating or
pushing authority down to subordinates,
establishing a chain of command (channel
of authority and communication) and
coordinating the work of subordinates.
Organizing
• THREE ELEMENTS ESSENTIAL TO ORGANIZING :
✔ IDENTIFY DIFFERENT ROLES –ORG STR
✔ DELEGATE AUTHORITY-ASSIGN WORK
✔ PROVIDE DIRECTION
Organizational Chart – Protext Construction (M) Sdn. Bhd.

Sources: http://www.protexttunnel.com/
Leading

• CONNECTING WITH PEOPLE ON INTERPERSONAL


LEVEL
Leading

• LEADING MEANS INFLUENCING OTHER PEOPLE TO


GET THE JOB DONE, MAINTAINING MORALE,
MOULDING COMPANY CULTURE AND MANAGING
CONFLICTS AND COMMUNICATION.
Leading
• Managers must be able to make
employees participate in achieving an
organization’s goals.
• Three components make up the leading
function:
1. Motivating employees
2. Influencing employees
3. Communicating/Encouraging
Controlling
• Controlling is setting standards (e.g. quality),
comparing actual performance with the
standards and then taking corrective action as
required.
• Controlling means monitoring employees
activities, determining whether the
organization is on target toward its goals and
making correction as necessary
Controlling
• In order to achieve organization goals, a
simple controlling is needed which includes:
1. Gather information that measures
recent performance
2. Compare present performance to pre-
established standards
3. Determine modifications to meet pre-
establish standards
MAX WEBERs BUREAUCRACY THEORY

• OPPOSED PARTICULARISM (TRADITIONAL AUTHORITY)


• PROMOTED BUREAUCRACY
• CLEAR ORGANISATIONAL HIERARCHY
• DEFINED AUTHORITY
• RULES FOR DECISION MAKING SHOULD BE CLEAR
THREE POWERS
• TRADITIONAL DOMINATION – BELONGING TO A CLASS -
PARTICULARISM
• CHARASMATIC DOMINATION – PERFORMANCE - EMOTIONAL
• RATIONAL DOMINATION – BY LAW/ RULE
CHARACTERISTICS
• WELL DEFINED HIERACHY
• CHAIN OF COMMAND
• DIVISION OF LABOUR
• SOP/RULES AND REGULATION
• COORDINATION BTW MANAGERS / WORKERS
• MERITOCRACY
• MANAGEMENT OF RECORDS
PETER DRUCKER (1909-2005)–
FATHER OF MODERN BUSINESS MANAGEMENT
• Decentralization means that managers should empower
employees by delegating tasks.
• MBO involves superiors and their subordinates working
together to set common goals, identify employees’ areas of
expertise and define measurable expected results.
• The SMART method means that those goals need to be
specific, measurable, achievable, relevant, time-specific and
recorded.
• Knowledge Worker
4 ESSENTIAL PRINCIPLES OF
MANAGEMENT BY PD

• Humans
• Define organisational goals, values, objectives and
mission
• Must enable organisation and its people to grow and
develop over time
• Results only exist outside the organisation
IS THE MANAGERS ROLE UNIVERSAL

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