2. INTRODUCTION
The term ‘management’ encompasses an array of different functions
undertaken to accomplish a task successfully.
It is the process of designing and maintaining an environment in which
individuals, working to gather in groups, efficiently accomplish selected aims.
There are many approaches for the management varying from a problem to
problem solving style to the change.
Each approach has its own limitations and advantages.
Management is all about ‘getting things done’.
3. ENVIRONMENT FACTORS
• The aspects of culture that influence norms
SOCIAL
INFLUENCE
and values
• The concept to availability, production, and
ECONOMIC
INFLUENCE
distribution of resources within a society
• The impact of political institutions on
POLITICAL
INFLUENCE
individuals and organisations
5. DIFFERENT APPROACHES
• SCIENTIFIC
CLASSICAL • ADMINISTRATIVE
• BUREAUCRATIC
• GROUP INFLUENCES
• MASLOW‟S NEED THEORY
BEHAVIOURAL • THEORY X AND THEORY Y
• HAWTHORNE STUDIES
• SYSTEM
MODERN • CONTINGENCY
• THEORY Z AND QUALITY MANAGEMENT
6. CLASSICAL APPROACH
Focuses on the
individual worker‟s Focuses on the
productivity overall
organizational
system
Focuses on the
functions of
management
7. SCIENTIFIC MANAGEMENT: Taylor
• develop a scientific approach for each element of one’s work
FOUR • scientifically select, train, teach and develop each worker
• cooperate with workers to ensure that jobs match plans and
PRINCIPLES principles
• ensure appropriate division of labor
• Task Performance
THREE AREAS OF • Supervision
FOCUS: • Motivation
TWO MANAGERIAL • Piece-rate-incentive system
PRACTICES: • Time and motion study
8. SCIENTIFIC MANAGEMENT:
Henry Gantt and The Gilberths
• Most famous for developing the Gantt chart in the 1910s.
HENRY • Implemented a wage incentive programme
GANTT
• Specialized in time and motion studies to determine the most efficient way
to perform tasks.
FRANK • Used motion pictures of bricklayers to identified work elements (therbligs)
GILBERTH such as lifting and grasping
• A strong proponent of better working conditions as a means of improving
LILLIAN efficiency and productivity.
GILBERTH
9. BUREAUCRATIC MANAGEMENT
Focuses on the overall organizational system.
Need for organization's to function on a rational basis
Bureaucratic management is based upon:
• Firm rules
• Policies and procedures
• A fixed hierarchy
• A clear division of labor
10. BUREAUCRATIC MANAGEMENT: Weber
• A German sociologist and historian who
envisioned a system of management
MAX WEBER • “a bureaucracy is a highly structured,
formalized and impersonal organization.”
• Division of labor
•
FIVE •
Hierarchy of authority
Rules and procedures
PRINCIPLES • Impersonality
• Employee selection and promotion
11. ADMINISTRATIVE MANAGEMENT
Five management functions
Focused on principles
• planning
that could be used by
managers to coordinate • organizing
the internal activities of • commanding
organizations • coordinating
• controlling
12. FAYOL‟s PRINCIPLE OF MANAGEMENT
1. Division of work 8. Centralization
2. Authority and responsibility 9. Scalar chain
3. Discipline 10. Order
4. Unity of command 11. Equity
5. Unity of direction 12. Stability
6. Subordination of individual interest to
the common good 13. Initiative
7. Remuneration of personnel 14. Esprit de corps
13. BEHAVIOURAL APPROACH
The behavioural school of management
emphasized what the classical theorists
ignored.
Acknowledged the importance of human
behavior in shaping management style.
Personalities
• Mary Parker Follett
• Douglas McGregor
• Chester Barnard
• Elton Mayo
14. HIERARCHY‟s HUMAN NEEDS
SELF
ACTUALIZATI
ON
NEED FOR SELF
ESTEEM
NEED FOR SOCIAL
RELATIONS
NEED FOR SECURITY
PHYSIOLOGICAL NEEDS
15. FOLLETT ON EFFECTIVE WORK GROUPS
FOUR PRINCIPLES OF COORDINATION
• Coordination requires that people be in direct contact
with one another.
• Coordination is essential during the initial stages of any
endeavor.
• Coordination must address all factors and phases of
any endeavor.
• Coordination is a continuous, ongoing process.
16. McGregor's PROPOSED STYLES
THEORY X THEORY Y
• Most people dislike work and they avoid it • Work is a natural activity like play or
when they can. rest.
• Coerced and threatened with punishment • Capable of self direction and self
before they work. control.
• Avoid responsibility and have little ambition. • Committed to organizational objectives.
17. ELTON MAYO‟s VIEW
Aimed to understand how psychological and social
processes interact with the work situation to influence
performance
Work represents the transition from scientific
management to the early human relations movement.
Emphasized on workers themselves and needs to
belong to a group
18. HAWTHORNE EXPERIMENTS
(1924 – 1932)
“HAWTHORNE EFFECT”
• Workers perform and react differently when
researchers observe them.
• Productivity increased because attention was
paid to the workers in the experiment.
• Phenomenon whereby individual or group
performance is influenced by human behavior
factors
19. CONTINGENCY THEORY
There is no “One Best Way” to manage all the
situations.
Also known as „Situational Theory‟.
Developed by managers, consultants, and
researchers who tried to apply the concepts
depending on various Internal and External factors
21. AN EXAMPLE OF CONTINGENCY
JOAN WOODWARD’s RESEARCH
• Discovered that a particular management style
is affected by the organization‟s technology.
• Identified and described three different types of
technology:
• Small-batch technology
• Mass-production technology
• Continuous-process technology
