Principles Of Management by Aryan College(Nisha),Ajmer,Rajasthan

M anagement ? ,[object Object],[object Object],[object Object],[object Object],[object Object]

B asics … ,[object Object],[object Object],[object Object],[object Object],[object Object]

Imp o rtance of M g mt. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

C ase… ,[object Object],[object Object],[object Object]

C ase S tudy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

C ase S olution ,[object Object],[object Object],[object Object],[object Object],[object Object]

Skills of a Manager / Making of a Complete Manager ,[object Object],[object Object],[object Object],[object Object]

W hy M gmt :: Basic Economic Problems ,[object Object],[object Object],[object Object],[object Object],[object Object]

We n eed management for E ffective…………. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

And for …… ,[object Object],[object Object],[object Object],[object Object]

D efinitions ,[object Object],[object Object],[object Object]

S ome more … ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

F eatures of management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

F eatures.... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

F eatures ….. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Management as an Art ,[object Object],[object Object],[object Object],[object Object],[object Object]

Mgmt as a Science ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mgmt as a Profession ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

But in management………….. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Practical approach… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Criticism of professional managers ,[object Object],[object Object],[object Object],[object Object]

Hence management is…. ,[object Object],[object Object],[object Object],[object Object]

Management & Administration ,[object Object],[object Object],[object Object],[object Object]

Admin is broader & higher ,[object Object],[object Object],[object Object]

British School of Thought ,[object Object],[object Object]

Mgmt &Admin are synonymous ,[object Object],[object Object],[object Object]

Contd… ,[object Object],[object Object],[object Object]

Conclusion ,[object Object],[object Object],[object Object],[object Object]

Distinction b/w mgmt & admin ,[object Object],[object Object],[object Object],[object Object]

Significance of mgmt ,[object Object],[object Object],[object Object],[object Object]

Business institutions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Imp for society ,[object Object],[object Object],[object Object],[object Object]

Contd… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Imp for the nation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Significance in the Indian context ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd…. ,[object Object],[object Object],[object Object],[object Object],[object Object]

Contd… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Process of mgmt ,[object Object],[object Object],[object Object],[object Object]

Managerial roles ,[object Object],[object Object],[object Object],[object Object],[object Object]

Interpersonal roles ,[object Object],[object Object],[object Object],[object Object]

Informational roles ,[object Object],[object Object],[object Object]

Fayol’s Principles of Mgmt ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd……… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Other principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Development of mgmt thought ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Mgmt in Ancient civilisations ,[object Object],[object Object],[object Object],[object Object],[object Object]

Contd……. ,[object Object],[object Object],[object Object],[object Object]

Medieval Period ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd… ,[object Object],[object Object]

Period of industrial revolution ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Emergence of research & study ,[object Object],[object Object]

Period of systematised mgmt ,[object Object]

Philosophy of Taylor ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contribution of Taylor’s sc.mgmt ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Criticism of Taylor’s Sc Mgmt ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Era of Administrative Thought ,[object Object],[object Object],[object Object],[object Object]

Contd…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Criticism of Fayol’s administrative thought ,[object Object],[object Object],[object Object],[object Object]

Organisational thought/approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Advantages of organisational approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Era of Behavioral Thought ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Stage 1-emergence of industrial psychology ,[object Object],[object Object],[object Object],[object Object],[object Object]

Stage 2-Hawthorne studies ,[object Object],[object Object],[object Object]

Contd….. ,[object Object],[object Object],[object Object],[object Object]

Conclusions of Hawthorne studies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Human Relations movement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contribution ,[object Object],[object Object],[object Object],[object Object],[object Object]

Criticism ,[object Object],[object Object],[object Object],[object Object]

Behavioural Science Approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object]

Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object]

Modern Schools of Thought ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Disadvantages ,[object Object],[object Object],[object Object],[object Object]

Systems approach ,[object Object],[object Object],[object Object],[object Object]

Types of systems ,[object Object],[object Object],[object Object]

Characteristics of Systems Approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Advantages ,[object Object],[object Object],[object Object],[object Object]

Contingency approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Procedure ,[object Object],[object Object],[object Object],[object Object]

Excellent Company’s approach ,[object Object],[object Object],[object Object],[object Object],[object Object]

8 Common attributes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Planning ,[object Object],[object Object]

Nature /concept of planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Process of planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Types of planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Decision - Making ,[object Object],[object Object],[object Object],[object Object],[object Object]

Nature of Decision-Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Importance of dm ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Process of decision making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Rationality in decision making ,[object Object],[object Object],[object Object]

Bounded /Limited rationality ,[object Object],[object Object]

Human & Environmental limitations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]

Management by Objectives ,[object Object],[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Process of MBO ,[object Object],[object Object],[object Object]

Contd…. ,[object Object],[object Object],[object Object],[object Object]

Advantages of MBO ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd …. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Organising - concept ,[object Object],[object Object],[object Object],[object Object],[object Object]

As a group of persons ,[object Object],[object Object]

As a structure of relationships ,[object Object],[object Object],[object Object]

As a function/ process ,[object Object],[object Object],[object Object],[object Object],[object Object]

Nature of organising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Importance of organising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Social importance/ significance ,[object Object],[object Object]

Process of Organising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Organisational structure ,[object Object],[object Object],[object Object]

Forms of organisational srtuctures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Line organisations ,[object Object],[object Object]

Suitability ,[object Object],[object Object],[object Object],[object Object],[object Object]

Line & Staff organisations ,[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Functional organisations ,[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object]

Project organisations ,[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Matrix organisations ,[object Object],[object Object]

Committee organisation ,[object Object],[object Object],[object Object]

Departmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Bases of departmentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Functions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

By Product ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

By Customer ,[object Object],[object Object],[object Object],[object Object],[object Object]

By Geographical Territory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

By Process/Equipment ,[object Object],[object Object],[object Object],[object Object],[object Object]

Composite /combination deptm ,[object Object],[object Object],[object Object]

Authority ,[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Centralisation of Authority ,[object Object],[object Object]

Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Decentralisation ,[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object]

Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contingency factors in decentralisation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Span of Control ,[object Object],[object Object],[object Object]

Graicunas theory of relationships ,[object Object],[object Object],[object Object],[object Object],[object Object]

Formula ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Factors determining span of control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd.. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Motivation ,[object Object],[object Object],[object Object]

Contd.. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Importance of motivation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd.. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Maslow’s Need Heirarchy Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Merits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contd.. ,[object Object],[object Object],[object Object],[object Object]

Demerits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Herzberg’s Two Factor Theory ,[object Object],[object Object],[object Object],[object Object],[object Object]

Hygeine factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Motivators ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Explanation ,[object Object],[object Object],[object Object],[object Object],[object Object]

Merits ,[object Object],[object Object],[object Object],[object Object],[object Object]

Contd.. ,[object Object],[object Object],[object Object]

McGregor’s Theory X & Theory Y ,[object Object],[object Object],[object Object]

Theory X ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Theory Y ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

(((((((((( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Criticism ,[object Object],[object Object],[object Object]

McClelland’s Achievement Theory ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

William Ouchi’s Theory Z ,[object Object],[object Object],[object Object],[object Object]

Features of Theory Z ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Types of Motivation ,[object Object],[object Object]

Techniques of motivation ,[object Object],[object Object],[object Object]

Non financial techniques/ incentives ,[object Object],[object Object],[object Object],[object Object]

((( ,[object Object],[object Object],[object Object]

((( ,[object Object],[object Object],[object Object],[object Object]

(( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Leadership ,[object Object],[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

(( ,[object Object],[object Object],[object Object],[object Object],[object Object]

Importance of leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

(( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Leadership Traits ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Leadership Style ,[object Object],[object Object],[object Object],[object Object],[object Object]

Autocratic / authoritarian style ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Participative leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Liassez – Faire leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Paternalistic Style ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Tannenbaum & Schmidt’s Situational leadership Continuum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Likert’s four system of leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

(( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Theories of leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

(( ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Control: definition ,[object Object],[object Object],[object Object],[object Object]

Characteristics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Importance of control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Control cycle ,[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object]

Principles Of Management by Aryan College(Nisha),Ajmer,Rajasthan

Principles Of Management by Aryan College(Nisha),Ajmer,Rajasthan

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Principles Of Management by Aryan College(Nisha),Ajmer,Rajasthan