Management-1. Prof.Dr.ir.SrinivasKumar

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Management-1. Prof.Dr.ir.SrinivasKumar"

Transcription

1 Management-1 Prof.Dr.ir.SrinivasKumar

2 Why Study Management? 2

3 Why study Management? Majority of managers, CEOs in companies are Engineers! You will either manage or be managed! 3

4 Where do you need Management? 4

5 Introduction to Management Organization A deliberate arrangement of people to accomplish some specific purpose Profit seeking National Defense Discovery of knowledge Coordinations Social needs 5

6 What is Management? A set of activities planning and decision making, organizing, leading, and controlling directed at an organization s resources human, financial, physical, and information with the aim of achieving organizational goals in an efficient and effective manner. 6

7 Efficiency versus Effectiveness Efficiency: Operating in such a way that resources are not wasted Successful Management Effectiveness: Doing the right things in the right way at the right times Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company. Used with permission. 7

8 Who are Managers? Simple definition: Someone who coordinates and oversees the work of other people so that organisational goals can be accomplished. Employee Employee Employee Manager 8

9 The Manager Someone whose primary responsibility is to carry out the management process. Someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources. 9

10 Management in Organizations Inputs from the environment Human resources Financial resources Physical resources Information resources Planning and decision making Organizing Goals attained Efficiently Effectively Controlling Leading 10

11 Management Process 11

12 Skills and The Manager Technical Skills Interpersonal Skills Fundamental Management Skills Conceptual Skills Diagnostic Skills Communication Skills Decision-Making Skills Time-Management Skills 12

13 Fundamental Management Skills Technical Skills necessary to accomplish or understand the specific kind of work being done in an organization. Interpersonal The ability to communicate with, understand, and motivate both individuals and groups. Conceptual The manager s ability to think in the abstract. Diagnostic The manager s ability to visualize the most appropriate response to a situation. 13

14 Fundamental Managment Skills Communication The manager s abilities both to convey ideas and information effectively to others and to receive ideas and information effectively from others. Decision-Making The manager s ability to recognize and define problems and opportunities correctly and then to select an appropriate course of action to solve the problems and capitalize on opportunities. Time-Management The manager s ability to prioritize work, to work efficiently, and to delegate appropriately. 14

15 Managment Skill mixes in Organization 15

16 Sources of Management Skills 16

17 Managment: Science or Art? The Science of Management Assumes that problems can be approached in rational, logical, objective, and systematic ways. Requires technical, diagnostic, and decision-making skills and techniques to solve problems. The Art of Management Decisions are made and problems solved using a blend of intuition, experience, instinct, and personal insights. Requires conceptual, communication, interpersonal, and timemanagement skills to accomplish the tasks associated with managerial activities. 17

18 Management History D Greeks C Babylonians G Venetians B Egyptians E Romans A Sumerians F Chinese 3000 B.C B.C B.C B.C B.C. 500 B.C. A.D. 500 A.D A.D A Used written rules and regulations for governance B Used management practices to construct pyramids C Used extensive set of laws and policies for governance D Used different governing systems for cities and state E Used organized structure for communication and control F Used extensive organization structure for government agencies and the arts G Used organization design and planning concepts to control the seas 18

19 Management Theories Scientific Management General Administrative theory Quantitative approach Classical theories Rational functional Systems approach Organisational behavior Contingency approach Contemporary theories Social Reality 19

20 Management Perspectives: An Integrative Framework Systems Approach Recognition of internal interdependencies Recognition of environmental influences Contingency Perspective Recognition of the situational nature of management Response to particular characteristics of situation Classical Management Perspectives Methods for enhancing efficiency and facilitating planning, organizing, and controlling Behavioral Management Perspectives Insights for motivating performance and understanding individual behavior, groups and teams, and leadership Quantitative Management Perspectives Techniques for improving decision making, resource allocation, and operations Effective and efficient management 20

21 Classical Management Perspective Scientific Management Concerned with improving the performance of individual workers (i.e., efficiency). Grew out of the industrial revolution s labor shortage at the beginning of the twentieth century. Administrative Management A theory that focuses on managing the total organization rather than individuals. 21

22 Scientific Management In Principles of Scientific Management (1911) Fredrick Winslow Taylor, the Father of scientific management utilizes scientific methods to define the one best way for a job to be done: Putting the right person on the job with the correct tools and equipment. Having a standardized method of doing the job. Providing an economic incentive to the worker. 22

23 Scientific Management Taylor s 4 principles of management: 1. Management collection of information about work practices and methods (job analysis) 2. Scientific selection and training of workers 3. Cooperation with workers so as to ensure science of work unites with scientifically selected workers 4. Division of work and responsibility between management and workers. 23

24 Scientific Management Frank and Lillian Gilbreth Focused on increasing worker productivity through the reduction of wasted motion Timed worker motions to optimise performance Gilbreths contribution to scientific management analysing jobs improving efficiency acknowledging the principle of one best way 24

25 Scientific Managmenet THERBLIGS Search Find Select Grasp Hold Position Assemble Use Disassemble Inspect Transport loaded Transport unloaded Pre-position for next operation Release load Unavoidable delay Avoidable delay Plan Rest to overcome fatigue 25

26 Scientific Management Emphasised: speed of production low cost production availability of an unskilled workforce Encouraged: standardised quality product procedures non-decisional workforce Today s use of scientific management: Doing time and motion studies to increase productivity Hiring the best qualified employees Designing incentive systems based on output 26

27 Administrative Management Theory Focuses on managing the whole organization rather than individuals. Henri Fayol ( ) Was first to identify the specific management functions of planning, organizing, leading, and controlling. Lyndall Urwick ( ) Integrated the work of previous management theorists. Max Weber ( ) His theory of bureaucracy is based on a rational set of guidelines for structuring organizations. 27

28 Administrative Theory Weber s Ideal bureaucracy 28

29 Classical Management Perspective Contributions Established foundation in mgt. theory Identified important management processes, functions and skills that are still recognised today Focused attention on management as a valid subject of scientific inquiry Limitations More appropriate for stable and simple rather than dynamic and complex organisations Universal procedures Overlooked social needs of workers and the human desire for job satisfaction 29

30 Behavioral Theorists Robert Owen late 1700s Hugo Munsterberg early 1900s Mary Parker Follett early 1900s Chester Barnard 1930s 30

31 Hugo Munsterberg Key Management Roles Interpersonal Roles Informational Roles Decisional Roles Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance handler Negotiator Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company. Used with permission. 31

32 Hawthorne Studies Changed the dominant view that employees were no different from other machines Findings Productivity unexpectedly increased under imposed adverse working conditions. The effect of incentive plans was less than expected. Conclusion Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives: 32

33 Human Relations View of Management Individual Needs and Motives Supervisor Social Context Task Individual Responses Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company. Used with permission. 33

34 Maslow s 5 Needs Hierarchy SELF- ACTUALISATION ESTEEM Need for reputation, prestige, and recognition from others LOVE The desire to be loved and to love. Contains the needs for affection and belonging SAFETY Consists of the need to be safe from physical and psychological harm. PHYSIOLOGICAL Most basis need. Entails having enough food, air and water to survive Motivational context 34

35 Theory X and Y: McGregor Theory X Assumptions People do not like work and try to avoid it. People do not like work, so managers have to control, direct, coerce, and threaten employees to get them to work toward organizational goals. People prefer to be directed, to avoid responsibility, and to want security; they have little ambition. 35

36 Theory X and Y: McGregor Theory Y Assumptions People do not dislike work; work is a natural part of their lives. People are internally motivated to reach objectives to which they are committed. People are committed to goals to the degree that they receive personal rewards when they reach their objectives. People will both seek and accept responsibility under favorable conditions. People can be innovative in solving problems. People are bright, but under most organizational conditions their potentials are underutilized. 36

37 Organizational Behavior A contemporary field focusing on behavioral perspectives on management. Draws on psychology, sociology, anthropology, economics, and medicine. Important topics in organizational behavior research: Job satisfaction and job stress Motivation and leadership Group dynamics and organizational politics Interpersonal conflict The structure and design of organizations 37

38 Behavioral Managment Perspective Contributions Provided important insights into motivation, group dynamics, and other interpersonal processes. Focused managerial attention on these critical processes. Challenged the view that employees are tools and furthered the belief that employees are valuable resources. 38

39 Behaviroral Management Perspective Limitations Complexity of individuals makes behavior difficult to predict. Many concepts not put to use because managers are reluctant to adopt them. Contemporary research findings are not often communicated to practicing managers in an understandable form. 39

40 Quantitative Management Quantitative Management Emerged during World War II to help the Allied forces manage logistical problems. Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems. 40

41 Quantitative Management Perspective Management Science Focuses on the development of representative mathematical models to assist with decisions. Operations Management Practical application of management science to efficiently manage the production and distribution of products and services. 41

42 Systems Perspective of Management The organisation as an open system 42

43 Systems Perspective of Management A set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Basic Types of Systems Closed systems: not influenced by nor interact with their environment (system input and output is internal). Open systems: dynamic interaction with environments by taking/ transforming inputs into outputs and distributing into their environments Synergy: Subsystems are more successful working together in a cooperative and coordinated fashion than working alone. The whole system (subsystems working together as one system) is more productive and efficient than the sum of its parts. 43

44 System Perspective of Management Entropy A normal process in which an organizational system declines due to failing to adjust to change in its environment Entropy can be avoided and organization reenergized through organizational change and renewal. 44

45 Implications of Systems approach Coordination of the organisation s parts is essential for proper functioning of the entire organisation. Decisions and actions taken in one area of the organisation will have an effect in other areas of the organisation. Organisations are not self-contained and, therefore, must adapt to changes in their external environment. 45

46 Contingency Perspective Universal Perspectives Include the classical, behavioral, and quantitative approaches. An attempt to identify the one best way to manage organizations. The Contingency Perspective Suggests that each organization is unique. The appropriate managerial behavior for managing an organization depends (is contingent) on the current situation in the organization. 46

47 Contingency Perspective Problem or Situation Important Contingencies Solution or Action A Solution or Action B Solution or Action C Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company. Used with permission. 47

48 Contemporary Management Challenges Flexible Flexibility work Globalisation Sustainability, Regionalisation Ethics, Social Responsibility Entrepreneurship Partnerships Major Trends & Issues Speed High Speed & Quality Logistics ICT IT and and E-Business E-commerce Customer Focus Rationalisation

49 Sustainability in Management Sustainable development challenges organisations to: meet the needs of the present without compromising the ability of future generations to meet their own needs WCED, 1987 People Profit Today s Management Challenge Planet 49

50 References Fundamentals of Management by Ricky Griffin,2012, 6th ed, South Western Cengage Learning. Management by Stephen P.Robbins., Mary Coulter,11th ed,2012, Pearson publications. Journals, News papers., Magazines,...

2012 South-Western, Cengage Learning, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama

2012 South-Western, Cengage Learning, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama 2012 South-Western, Cengage Learning, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama Learning Objectives After studying this chapter, you should be able

More information

Chapter Learning Objectives After studying this chapter you should be able to:

Chapter Learning Objectives After studying this chapter you should be able to: Chapter Learning Objectives After studying this chapter you should be able to: 1. Define management, describe the kinds of managers found in organizations, identify and explain the four basic management

More information

Theories of Managemenet -

Theories of Managemenet - Theories of Managemenet - MANAGEMENT YESTERDAY AND TODAY momazic@efzg.hr Rewards/Challenges of Modern Manager The purpose of this lecture The knowledge of management history will help you understand contemporary

More information

MANAGEMENT Evolution of Management

MANAGEMENT Evolution of Management MANAGEMENT Evolution of Management Eszter Daruka Teaching Assistant BUTE Department of Management and Corporate Economics 2014 Fall 2014.09.19. 1 Outline The Evolution of Management Summary 1. The Classical

More information

GDM 101 MANAGEMENT FUNDAMENTALS. Introduction to Management. Session No.01 Part II. Senior Lecturer: Mrs J.S.Senevirathne

GDM 101 MANAGEMENT FUNDAMENTALS. Introduction to Management. Session No.01 Part II. Senior Lecturer: Mrs J.S.Senevirathne GDM 101 MANAGEMENT FUNDAMENTALS Session No.01 Part II Introduction to Management Senior Lecturer: Mrs J.S.Senevirathne Department of Business Administration Faculty of Management Studies and Commerce University

More information

Traditional and Contemporary Issues and Challenges

Traditional and Contemporary Issues and Challenges Lesson 2 Traditional and Contemporary Issues and Challenges Chapter summary This chapter summarizes the history of management and identifies the major challenges facing managers today. First, the historical

More information

2. Specify the functions and roles of successful managers. 5. Explain the behavioral perspective in analyzing management issues.

2. Specify the functions and roles of successful managers. 5. Explain the behavioral perspective in analyzing management issues. Chapter 1 - - - Management and Its Evolution Chapter Overview This chapter provides students with an overview of the field of management. The chapter begins with a discussion of what management is and

More information

Development of Management Thoughts

Development of Management Thoughts Development of Management Thoughts Organized endeavors, directed by people, responsible for planning, organizing, leading and controlling activities have been in existence for thousands of years. Management

More information

The Evolution of Management Theories. Semester 2 By: Michelle Ratnasothy

The Evolution of Management Theories. Semester 2 By: Michelle Ratnasothy The Evolution of Management Theories Semester 2 By: Michelle Ratnasothy Various changes in the environment have influenced the way we do business. Hence there is a shift from the Traditional approach (of

More information

BBA -Core1: Historical Perspective of Management Multiple Choice Questions

BBA -Core1: Historical Perspective of Management Multiple Choice Questions BBA -Core1: Historical Perspective of Management Multiple Choice Questions 1. Who defined management as the art of knowing exactly what you want men to do and then see that they do it in the best and cheapest

More information

Chapter 3. Management History and Practice

Chapter 3. Management History and Practice Chapter 3 Management History and Practice Chapter Overview This chapter examines the evolution of management thought and applies several of the main theory tracks to the arts. This chapter also reviews

More information

Lecture 1 L P Rupasena EVOLUTION OF MANAGEMENT THEORY

Lecture 1 L P Rupasena EVOLUTION OF MANAGEMENT THEORY Lecture 1 L P Rupasena EVOLUTION OF MANAGEMENT THEORY Learning Objectives List different approaches/theories of management Describe the types of models most useful in management science Explain the underline

More information

THE EVOLUTION OF MANAGEMENT THINKING

THE EVOLUTION OF MANAGEMENT THINKING THE EVOLUTION OF MANAGEMENT THINKING I. ARE YOU A NEW-STYLE OR AN OLD-STYLE MANAGER? Management philosophies and organizational forms change over time to meet new needs. This exercise helps students determine

More information

An Overview of Organizational Behavior

An Overview of Organizational Behavior CHAPTER 1 An Overview of Organizational Behavior MULTIPLE CHOICE QUESTIONS Ans: D Page: 3 Group Ans: A Page: 3 Group Page: 4 AACSB: Communication Analytic skills Group Page: 4-5 Group 1. No matter how

More information

Evaluation of Management Thoughts

Evaluation of Management Thoughts Evaluation of Management Thoughts chapter two The Evolution of Management Thought McGraw-Hill/Irwin. Learning Objectives Describe how the need to increase organizational efficiency and effectiveness has

More information

History of Management. A Brief History of Management. The Universal Process Approach. The universal process approach. The operational approach

History of Management. A Brief History of Management. The Universal Process Approach. The universal process approach. The operational approach History of Management A Brief History of Management The universal process approach The operational approach The behavioral approach The systems approach The contingency approach The attributes of excellence

More information

Department of Management Studies (MBA) Lectures on. Evolution of Management Theory

Department of Management Studies (MBA) Lectures on. Evolution of Management Theory Department of Management Studies (MBA) Lectures on Evolution of Management Theory Contribution of Charles Babbage Famous for his book On the Economy of machinery and Manufacturers (1932). Emphasized that,

More information

The Different Approaches and Systems of Management

The Different Approaches and Systems of Management Lesson:-12 The Different Approaches and Systems of Management Students, you should know that the year 1911, the year Frederick Winslow Taylor s Principles of Scientific Management was published, is generally

More information

Chapter 2 The History of Management

Chapter 2 The History of Management Chapter 2 The History of Management MGMT3 Chuck Williams Designed & Prepared by B-books, Ltd. 1 In the Beginning After reading the next section, you should be able to: 1. explain the origins of management.

More information

Management Part I. Basics of Management, Evolution of Management, Motivation Fall

Management Part I. Basics of Management, Evolution of Management, Motivation Fall Management Part I Basics of Management, Evolution of Management, Motivation 2015 Fall Contents 1 Basics of Management 3 1.1 Outline 3 1.2 Definitions 3 1.2.1 Organisation 3 1.2.2 Management 4 1.3 Management

More information

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR Overview ORGANIZATIONAL BEHAVIOR Lesson 2 In last lecture we tried to understand the term of organizational behavior its need and its impact on the organization. The focus in this discussion is to have

More information

Management and Organizational Behavior. Historical Foundations. Classical Approaches. Historical Foundations of Management - 2

Management and Organizational Behavior. Historical Foundations. Classical Approaches. Historical Foundations of Management - 2 Management and Organizational Behavior Historical Foundations of Management - 2 Historical Foundations Classical Approaches to Management Behavioral Approaches to Management Modern Approaches to Management

More information

UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR

UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this

More information

Management History. Managerial Function. Contributions to Time 5000 BC Sumerians Yes Record keeping.

Management History. Managerial Function. Contributions to Time 5000 BC Sumerians Yes Record keeping. Management History Management has been practiced a long time. Organized endeavors directed by people responsible for planning, organizing, leading, and controlling activities have existed for thousands

More information

The Evolution of Motivation

The Evolution of Motivation The Evolution of Motivation Everyone talks about motivation - the purpose of this post is to briefly track the key concepts and theories. The framework for modern management is firmly rooted in the concepts

More information

Frederick Taylor: The Father of Scientific Management

Frederick Taylor: The Father of Scientific Management Chapter 11 Motivation A person s internal drive to act. Intrinsic reward the good feeling you have when you have done a job well Extrinsic reward something given to you b someone else as a recognition

More information

PRINCIPLES OF MANAGEMENT II BTS

PRINCIPLES OF MANAGEMENT II BTS PRINCIPLES OF MANAGEMENT II BTS 1) Who coined the term scientific management? a) Elton mayo b) b) Henry fayol c) c) F.W taylor d) d) Chris argyris 2) F.W Taylor s important writing includes : a) Shop management

More information

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc.

ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. "... the number-one-selling organizational behavior (OB) textbook in the United States

More information

The Extracted MBA. extractedmba.com

The Extracted MBA. extractedmba.com The Extracted MBA extractedmba.com The Extracted MBA The extracted mba A topical reference for the contemporary MBA Kelly Vinal FIRST EDITION Universal Publishers Parkland, Florida Upublish.com Kelly

More information

1 INTRODUCTION TO MANAGEMENT

1 INTRODUCTION TO MANAGEMENT 1 INTRODUCTION TO MANAGEMENT Objectives This chapter will help you to: define management trace the historical development of management identify the main contributors to management theory understand the

More information

Management: Theory and Practice

Management: Theory and Practice CHAPTER 1 Management: Theory and Practice WHAT IS MANAGEMENT? Management, in simple terms, can be defined as the attainment of organizational goals in an effective and efficient manner through: Planning,

More information

Organization Theory and Public Management

Organization Theory and Public Management A 398489 Organization Theory and Public Management JONATHAN R. TOMPKINS University of Montana THOMSON WADSWORTH Australia Canada Mexico Singapore Spain United Kingdom United States Contents PREFACE XIII

More information

CHAPTER 2. History of Human Relations & Organizational Behaviour

CHAPTER 2. History of Human Relations & Organizational Behaviour In this Chapter, we shall understand: 1. Concepts of Human Relations/Organizational Behaviour 2. Interdisciplinary nature of Organizational Behaviour 3. Why Organization Behaviour? 4. Theories X and Y?

More information

Chapter 8. Human Resources. Operations Management - 5 th th Edition. Roberta Russell & Bernard W. Taylor, III. Lecture Outline

Chapter 8. Human Resources. Operations Management - 5 th th Edition. Roberta Russell & Bernard W. Taylor, III. Lecture Outline Chapter 8 Human Resources Operations Management - 5 th th Edition Roberta Russell & Bernard W. Taylor, III Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Lecture

More information

Motivational aspects of work in organizations

Motivational aspects of work in organizations Motivational aspects of work in organizations MOTIVATION It s not that I m lazy, it s that I just don t care. Amy Bucher, Ph.D. (amy.bucher@gmail.com) Definition The act or process of stimulating to action,

More information

Strategic Management and Leadership. Prepared by Mr Rabeel Sabar

Strategic Management and Leadership. Prepared by Mr Rabeel Sabar Strategic Management and Leadership Prepared by Mr Rabeel Sabar Strategy Defined as: A plan of action designed to achieve a longterm or overall aim (Oxford, 2011) Strategy in Business World Defined as:

More information

Is defined as the act of getting people together to accomplish desired goals, leading and organizing them.

Is defined as the act of getting people together to accomplish desired goals, leading and organizing them. MANAGEMENT Is defined as the act of getting people together to accomplish desired goals, leading and organizing them. HISTORY Management is generally considered to be a late modern term. However, some

More information

"learned influences on human behaviour that lead us to pursue particular goals because they are valued".

learned influences on human behaviour that lead us to pursue particular goals because they are valued. What is Motivation? What is Motivation? Buchanan defines motivation as follows: "Motivation is a decision-making process, through which the individual chooses the desired outcomes and sets in motion the

More information

What Is Organizational Behavior

What Is Organizational Behavior What Is Organizational Behavior Comportamiento Organizacional 1 Trends in in the Changing Environment of of Human Resource Management Globalization Technological Advances Deregulation Trends in the Nature

More information

General Theories of Management

General Theories of Management Lesson Four General Theories of Management Classical (fayol and Urwich), Human Relations Approach (Follett and Likert) Contrasting Approaches What is management? It looks like a simple and obvious question,

More information

Motivation Through Needs, Job Design, and Satisfaction

Motivation Through Needs, Job Design, and Satisfaction Chapter Seven Motivation Through Needs, Job Design, and Satisfaction 7-2 Motivation Defined Motivation: Psychological processes that cause the arousal direction, and persistence of voluntary actions that

More information

University Of Mumbai. Faculty of Commerce. T.Y.B.Com Business Management Paper-I Management and Organization Development

University Of Mumbai. Faculty of Commerce. T.Y.B.Com Business Management Paper-I Management and Organization Development University Of Mumbai Faculty of Commerce T.Y.B.Com Business Management Paper-I Management and Organization Development Objectives: a) To make the students aware of the universality of management and need

More information

SCIENTIFIC MANAGEMENT APPROACH BEHAVIORAL APPROACH TO MANAGEMENT SYSTEM APPROACH TO MANAGEMENT

SCIENTIFIC MANAGEMENT APPROACH BEHAVIORAL APPROACH TO MANAGEMENT SYSTEM APPROACH TO MANAGEMENT SCIENTIFIC MANAGEMENT APPROACH BEHAVIORAL APPROACH TO MANAGEMENT SYSTEM APPROACH TO MANAGEMENT Scientific Management is often called Taylorism. The core ideas of scientific management were developed by

More information

Paper s Information. Compare and Contrast: Theories of Management. Paper Type: Essay. Word Count: 2000 words. Referencing Style: APA Style

Paper s Information. Compare and Contrast: Theories of Management. Paper Type: Essay. Word Count: 2000 words. Referencing Style: APA Style 1 Paper s Information Topic: Compare and Contrast: Theories of Management Paper Type: Essay Word Count: 2000 words Pages: 8pages Referencing Style: APA Style Education Level: Graduate 2 Running Head: Compare

More information

Chapter 2 The Evolution of Management Thinking

Chapter 2 The Evolution of Management Thinking Chapter 2 The Evolution of Management Thinking Chapter Outline I. Management and Organization II. Classical Perspective A. Scientific Management B. Bureaucratic Organizations C. Administrative Principles

More information

BUS 255 ORGANIZATIONAL BEHAVIOR IN BUSINESS

BUS 255 ORGANIZATIONAL BEHAVIOR IN BUSINESS COURSE DESCRIPTION: BUS 255 ORGANIZATIONAL BEHAVIOR IN BUSINESS Prerequisites: ENG 090 and RED 09 or DRE 098; or satisfactory score on placement test Corequisites: None This course covers the impact of

More information

8. Organizational behavior

8. Organizational behavior 8. Organizational behavior Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization for the purpose of applying

More information

B240 Principles and Practices of Management

B240 Principles and Practices of Management B240 Principles and Practices of Management Sample materials 2 Learning OU Style Sample Materials What is management and what do managers do? Let s begin by thinking about what management is. We ll then

More information

Police Organization and Administration. CJ 3600 Professor James J. Drylie Week 4

Police Organization and Administration. CJ 3600 Professor James J. Drylie Week 4 Police Organization and Administration CJ 3600 Professor James J. Drylie Week 4 Organizational Theory To better understand organizations it is important to ask the question cui bono, or who benefits Blatt

More information

Organizational Communication: Approaches and Processes

Organizational Communication: Approaches and Processes Organizational Communication: Approaches and Processes SIXTH EDITION Katherine Miller Texas A&M University * WADSWORTH t% CENGAGE Learning- Australia Brazil Japan Korea Mexico Singapore Spain United Kingdom

More information

Introduction to Human Resources Management. The historical development of Human Resources Management

Introduction to Human Resources Management. The historical development of Human Resources Management Introduction to Human Resources Management The historical development of Human Resources Management 1 Icebreaker exercise Reflective exercise Imagine yourself you are working from home weaving baskets

More information

Individual at Workplace Motivation and Job satisfaction Stress management Organizational culture Leadership & Group dynamics

Individual at Workplace Motivation and Job satisfaction Stress management Organizational culture Leadership & Group dynamics Individual at Workplace Motivation and Job satisfaction Stress management Organizational culture Leadership & Group dynamics Industrial and organizational psychology is the scientific study of employees,

More information

PRINCIPLES OF MANAGEMENT - MGT503 Table of Contents

PRINCIPLES OF MANAGEMENT - MGT503 Table of Contents PRINCIPLES OF MANAGEMENT - MGT503 Table of Contents Ch# Title Page 1 Historical overview of Management 1 2 Management and Managers. 5 3 Managerial Roles in Organizations.. 7 4 Managerial Functions i.e.

More information

UNIVERSITY ACADEMIC THESIS MANAGING PEOPLE AND ORGANISATIONS ASSIGNMENT TYPE: ESSAY

UNIVERSITY ACADEMIC THESIS MANAGING PEOPLE AND ORGANISATIONS ASSIGNMENT TYPE: ESSAY UNIVERSITY ACADEMIC THESIS MANAGING PEOPLE AND ORGANISATIONS ASSIGNMENT TYPE: ESSAY Question: Identify and compare the contributions of Taylor, Fayol and Mayo to management today Name: Edmond Ng Date:

More information

whether you intend to work in HRM or not, most of these elements will affect you at some point in your

whether you intend to work in HRM or not, most of these elements will affect you at some point in your MGT - 501 T his subject/course is designed to teach the basic principles of Human Resource Management (HRM) to diverse audience/students, including those who are studying this as a supporting subject for

More information

Arab British Academy for Higher Education STAFF MOTIVATION

Arab British Academy for Higher Education STAFF MOTIVATION STAFF MOTIVATION Motivation is an important function in any manager's job. His functions of organising, directing and staffing have a direct bearing on this subject. For many years, the monastic theory

More information

Motivation Theory. Scientific Management -FW Taylor The Science of Work Spec Issue 2 Sept 2012 Page 1

Motivation Theory. Scientific Management -FW Taylor The Science of Work Spec Issue 2 Sept 2012 Page 1 W J E C B U S I N E S S S T U D I E S A L E V E L R E S O U R C E S. Motivation Theory 2008 Spec Issue 2 Sept 2012 Page 1 Labour is by far the most complex resource employed by firms. Capital is predictable,

More information

QCF Syllabus. Organisational Behaviour. Unit Reference Number H/502/4794 Guided Learning Hours 160 Level 5 Number of Credits 18

QCF Syllabus. Organisational Behaviour. Unit Reference Number H/502/4794 Guided Learning Hours 160 Level 5 Number of Credits 18 QCF Syllabus Organisational Behaviour Unit Title Organisational Behaviour Unit Reference Number H/502/4794 Guided Learning Hours 160 Level 5 Number of Credits 18 Unit purpose and aim(s): This unit aims

More information

UNIT - 1 MANAGMENT DEVELOPMENT Lesson:-01 Nature of Management

UNIT - 1 MANAGMENT DEVELOPMENT Lesson:-01 Nature of Management UNIT - 1 MANAGMENT DEVELOPMENT Lesson:-01 Nature of Management Chapter overview: Nature, scope and process of management, historical evolution of management thought, different approaches and systems of

More information

One Stop Shop For Teachers

One Stop Shop For Teachers PROGRAM CONCENTRATION: CAREER PATHWAY: COURSE TITLE: Government & Public Safety JROTC Air Force Leadership Education IV Air Force Junior ROTC Curriculum The Georgia Performance Standards for the Air Force

More information

Dr.Karthik Mohandoss H UMAN RESOURCE M ANAGEMENT

Dr.Karthik Mohandoss H UMAN RESOURCE M ANAGEMENT HUMAN RESOURCE MANAGEMENT 103209 CHAPTER I 1 I NTRODUCTION TO H UMAN RESOURCE M ANAGEMENT LEARNING OUTCOMES At the end of this chapter you will be able to understand and have knowledge about The definition

More information

UNIT-1 ============================================================================== UNIVERSITY SYLLABUS

UNIT-1 ============================================================================== UNIVERSITY SYLLABUS 1 UNIT-1 ============================================================================== UNIVERSITY SYLLABUS Introduction: Concept, Development, application and scope of Industrial Management. Productivity:

More information

MOTIVATION IN WORK ENVIRONMENT

MOTIVATION IN WORK ENVIRONMENT MOTIVATION IN WORK ENVIRONMENT Introduction Main needs and expectations to be taken into account in considering the motivation of people at work are described below. Most of the working people have their

More information

Management levels. Middle-level managers

Management levels. Middle-level managers MANAGEMENT LEVELS 2 Management levels Managers are organizational members who are responsible for the work performance of other organizational members. Managers have formal authority to use organizational

More information

PLAN INTRODUCTION 1. DEFINITION OF MANAGEMENT 2. HISTORY OF MANAGEMENT 3. BASIC FONCTIONS OF MANAGEMENT 4. SKILLS OF THE MANAGER

PLAN INTRODUCTION 1. DEFINITION OF MANAGEMENT 2. HISTORY OF MANAGEMENT 3. BASIC FONCTIONS OF MANAGEMENT 4. SKILLS OF THE MANAGER PLAN INTRODUCTION 1. DEFINITION OF MANAGEMENT 2. HISTORY OF MANAGEMENT 3. BASIC FONCTIONS OF MANAGEMENT 4. SKILLS OF THE MANAGER 5. JUNIOR MANAGERS AND SENIOR MANAGERS CONCLUSION INTRODUCTION Management

More information

Chapter 3 Part II Human Relations Theory

Chapter 3 Part II Human Relations Theory Chapter 3 Part II Human Relations Theory Underlying metaphor: Organizations are the sum of human relationships. It argues that employees want to be led, but also want to feel they are part of some larger

More information

Principles of Management. Mason Carpenter, Talya Bauer, and Berrin Erdogan

Principles of Management. Mason Carpenter, Talya Bauer, and Berrin Erdogan Principles of Management Mason Carpenter, Talya Bauer, and Berrin Erdogan Chapter 1 Introduction Learn who managers are and about the nature of their work Know why you should care about leadership, entrepreneurship,

More information

2.5 Motivation. Unit 2.5 Motivation

2.5 Motivation. Unit 2.5 Motivation Unit 2.5 Motivation Task 1 Complete the missing words willingness objectives financial non-financial absenteeism turnover quantity quality Maslow physiological self-actualization hygiene factors Task 2

More information

Executive Development Programme- June 2012

Executive Development Programme- June 2012 Session 1- Role of a Manager and Concept of Team Leadership By the end of the session, participants will be able to: 1. Differentiate between management and leadership. 2. Define the role of a manager

More information

INTRODUCTION TO INDUSTRIAL ORGANIZTIONAL PSYCHOLOGY

INTRODUCTION TO INDUSTRIAL ORGANIZTIONAL PSYCHOLOGY SUBJECT INTRODUCTION TO INDUSTRIAL ORGANIZTIONAL PSYCHOLOGY SESSION 1 INTRODUCTION TO INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY Subject: Introduction Industrial Organizational Psychology Session 1 What Is Industrial

More information

Chapter 1. Introduction to Management and Organizations

Chapter 1. Introduction to Management and Organizations Chapter 1 Introduction to Management and Organizations The 21 st century has brought with it a new workplace, one in which everyone must adapt to a rapidly hanging society with constantly shifting demands

More information

THE EVOLUTION OF MANAGEMENT THOUGHT

THE EVOLUTION OF MANAGEMENT THOUGHT THE EVOLUTION OF MANAGEMENT THOUGHT Second Edition DANIEL A. WREN The University of Oklahoma JOHN WILEY AND SONS New York Chichester Brisbane Toronto CONTENTS PART ONE EARLY MANAGEMENT THOUGHT A PROLOGUE

More information

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR Fact Sheet ORGANIZATIONAL BEHAVIOR TEST INFORMATION This test was developed to enable schools to award credit to students for knowledge equivalent to that, which is learned, by students taking the course.

More information

Motivation Overview. Introduction

Motivation Overview. Introduction Introduction Some people believe that managers can directly motivate their staff. Others believe that motivation comes entirely from within and that managers can only provide an environment within which

More information

Principles of Healthcare Management

Principles of Healthcare Management Principles of Healthcare Management Dr Yodi Mahendradhata,MSc,PhD Center for Health Service Management, FM GMU 65,000 people converge daily 2,500 doctors -> 9,000 examinations/consultations daily 4,600

More information

1.0 FUNDAMENTALS OF ENGINEERING MANAGEMENT

1.0 FUNDAMENTALS OF ENGINEERING MANAGEMENT 1.0 FUNDAMENTALS OF ENGINEERING MANAGEMENT 1.1 INTRODUCTION TO MANAGEMENT In most aspect of our lives we are member of one organization or another a college, a sport team, a musical, religions or theatre

More information

Organisation and Communication. Bilyana Martinovski/GU/LING

Organisation and Communication. Bilyana Martinovski/GU/LING Organisation and Communication Bilyana Martinovski/GU/LING bilyana.martinovski@gmail.com 0733-800074 Definition (Miller'06) Organisation: social collective of individuals who cooperate in different activities

More information

EMBA CURRICULUM - FIRST YEAR

EMBA CURRICULUM - FIRST YEAR EMBA CURRICULUM - FIRST YEAR EMBA 0010 Professional Development Activities This required non-credit course is intended to provide opportunities to understand management skills and achieve a greater understanding

More information

Unit. Concept of Management 1.1. INTRODUCTION 1.2. NATURE OF MANAGEMENT

Unit. Concept of Management 1.1. INTRODUCTION 1.2. NATURE OF MANAGEMENT Unit 1 Concept of Management 1.1. INTRODUCTION The knowledge of Management Science is very much essential for an engineer as he is the man who deals with utilization of useful resources of the country

More information

Management Theory. Dr. Stephen W. Hartman New York Institute of Technology

Management Theory. Dr. Stephen W. Hartman New York Institute of Technology Management Theory Dr. Stephen W. Hartman New York Institute of Technology Introduction and Main Points Civilization is the product of those who came before us. The evolution of modern management thinking

More information

Motivation in Theory. We need to look at these in turn

Motivation in Theory. We need to look at these in turn Motivation in Theory The problem of keeping workers happy has been a problem for businesses for a long time This has led to a number of people producing theories as to what keeps workers motivated The

More information

Understanding the Complexity of Organizations 1. Organizational Theory: Understanding the Complexity of Organizations. Scott Thor

Understanding the Complexity of Organizations 1. Organizational Theory: Understanding the Complexity of Organizations. Scott Thor Understanding the Complexity of Organizations 1 Organizational Theory: Understanding the Complexity of Organizations Scott Thor Understanding the Complexity of Organizations 2 Abstract What is organizational

More information

Chapter 1 Organizational Behavior and Opportunity. 2. Identify four action steps for responding positively in times of change.

Chapter 1 Organizational Behavior and Opportunity. 2. Identify four action steps for responding positively in times of change. Chapter 1 Organizational Behavior and Opportunity 1. Define organizational behavior. 2. Identify four action steps for responding positively in times of change. 3. Identify the important system components

More information

CHAPTER 1 ORGANISATIONAL BEHAVIOUR

CHAPTER 1 ORGANISATIONAL BEHAVIOUR CHAPTER 1 ORGANISATIONAL BEHAVIOUR Concept and Definition of Organisational Behaviour Organisational behaviour (OB) is concerned with the understanding, prediction and control of human behaviour in organisations.

More information

LEARNING OBJECTIVES. To explain the historical development of works psychology or I/O Psychology. SA ODAH AHMAD/JPMPK/FEM

LEARNING OBJECTIVES. To explain the historical development of works psychology or I/O Psychology. SA ODAH AHMAD/JPMPK/FEM FEM 3104 LEARNING OBJECTIVES To explain the historical development of works psychology or I/O Psychology. HISTORY OF I/O PSYCHOLOGY Forces that influenced the birth of I/O psychology: The Early Years (1900-1916)]:

More information

Organizational Behaviour An Introductory Text

Organizational Behaviour An Introductory Text David Buchanan Leicester Business School, De Montfort University Andrzej Huczynski Department of Business and Management, University of Glasgow Organizational Behaviour An Introductory Text : fifth edition..

More information

What Can We Do With a System of Profound Knowledge?

What Can We Do With a System of Profound Knowledge? CQI Learning Lunch What Can We Do With a System of Profound? Host - Dennis Sergent 517-381-5330 May 17th, 2011 10:30 AM to 1:00 PM University Club of Michigan State 3435 Forest Road, Lansing, MI 48909

More information

Chapter 5: Motivation Concepts Lecture Outline

Chapter 5: Motivation Concepts Lecture Outline Chapter 5: Motivation Concepts Lecture Outline I. INTRODUCTION Motivation is a problem in the U.S. workforce. Poorly motivated workers express themselves through detrimental behaviors such as absenteeism

More information

Chapter 1: Introduction to Management

Chapter 1: Introduction to Management Chapter 1: Introduction to Management What is Organization? - A deliberate arrangement of people to accomplish some specific purpose - Example of organization: Institutes, schools, religious organization

More information

Human Resource Management (HRM)

Human Resource Management (HRM) Chapter Five (part 2) Human Resource Management (HRM) 1 Last class: FROM Scope Management KA TO Time Management KA Time management: - tasks, - task sequences, - all times (early start, late start, etc.)

More information

FUNCTIONS OF MANAGEMENT STYLES OF LEADERSHIP TYPES OF MANAGER LEVELS OF MANAGEMENT

FUNCTIONS OF MANAGEMENT STYLES OF LEADERSHIP TYPES OF MANAGER LEVELS OF MANAGEMENT FUNCTIONS OF MANAGEMENT STYLES OF LEADERSHIP TYPES OF MANAGER LEVELS OF MANAGEMENT 1. Planning involves selection of goals 1. An Autocratic style means that the 1. Functional Managers is manager 1. Top

More information

Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key

Level 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what

More information

SCHOOLS OF MANAGEMENT THOUGHT

SCHOOLS OF MANAGEMENT THOUGHT Structure SCHOOLS OF MANAGEMENT THOUGHT 4.0 Objectives 4.1 Introduction 4.2 Historical Perspective 4.3 Theory in Management 4.4 Classification of Management Theories 4.5 Classical Management Theory 4.5.1

More information

EVOLUTION OF MANAGEMENT THOUGHT

EVOLUTION OF MANAGEMENT THOUGHT Compiled By: Zelalem L. Page 1 CHAPTER 2 EVOLUTION OF MANAGEMENT THOUGHT Application of management knowledge is as old as human civilization but development of management thought and theory is relatively

More information

Leading and Managing Individuals and Teams

Leading and Managing Individuals and Teams Chapter 8 Leading and Managing Individuals and Teams KEYKNOWLEDGE Leadership,managementandsupervision There are numerous definitions of leaders, managers and supervisors but straightforward ones are: Leaders

More information

Farooq Ahmad MBA (Management) MS (Human Resource Management) Nursing Management & Administration

Farooq Ahmad MBA (Management) MS (Human Resource Management) Nursing Management & Administration Farooq Ahmad MBA (Management) MS (Human Resource Management) Nursing Management & Administration Inform student about management skills Application of management skills in nursing Management skill for

More information

Introduction to Industrial Engineering Dewi Hardiningtyas, ST., MT., MBA.

Introduction to Industrial Engineering Dewi Hardiningtyas, ST., MT., MBA. Introduction to Industrial Engineering Dewi Hardiningtyas, ST., MT., MBA. What is Engineering? What is Industry? Engineering The application of scientific and mathematical principles to practical ends

More information

FEEDBACK TUTORIAL LETTER

FEEDBACK TUTORIAL LETTER FEEDBACK TUTORIAL LETTER 2 ND SEMESTER 2016 ASSIGNMENT 2 ORGANISATIONAL COMMUNICATION OCO521S 1 Organisationl Communication (OCO 521S) Feedback tutorial letter for Assignment 2, 2016 ASSIGNMENT 1 QUESTION

More information

UNIT 4 OVERVIEW OF ORGANISATIONAL BEHAVIOUR

UNIT 4 OVERVIEW OF ORGANISATIONAL BEHAVIOUR UNIT 4 OVERVIEW OF ORGANISATIONAL BEHAVIOUR Structure 4.0 Objectives 4.1 Introduction 4.2 Concept of Organisational Behaviour 4.3 Genesis of Organisational Behaviour 4.4 Needs for Study of Organisational

More information

Business Management and Leadership (MS)

Business Management and Leadership (MS) Business Management and Leadership (MS) ACADEMIC DIRECTOR: B. Loerinc Helft CUNY School of Professional Studies 101 West 31 st Street, 7 th Floor New York, NY 10001 Email Contact: B. Loerinc Helft, b.loerinc.helft@cuny.edu

More information