introduction to management in principles of management

principles of management and organisational behaviour

1. Module 1 Introduction to Management

2. Introduction Organization has a variety of goals. They deploy resources - physical, financial and human at their command in order to achieve specific goals through competent and talented managers. Management is the process of planning and organising the resources and activities of a business to achieve specific goals in the most effective and efficient manner possible. Efficiency in management refers to the completion of tasks correctly and at minimal costs. Effectiveness in management relates to the completion of tasks within specific timelines to yield tangible results. Managers are responsible combining and coordinating various resources. Managers set goals, utilize the resources, overseas the other work, coordinate effort and produce results by carrying out four basic functions Planning , organizing, leading and controlling Good managers do things efficiently and effectively. Effective - to achieve organizational goals Efficient to achieve organizational goals with minimal waste

3. Characteristics of Management Management is Continuous and never ending process Management is getting things done through others Management is Result oriented science and art Management is multi- discplinary in nature Management is a group and not and individual activity Management is established principles or rules Management is is aided but not replaced by the computers

4. Management is all Pervasive. Nature of Management Universal Phenomenon It is an organised activities It is the group activities Management is the systematic process It is the social process It is about getting things done through people Management is a integrated Process Management is intangible Goal oriented Inter disciplinary approach Dynamic Management is about system authority Good leadership Management is an economic activity One of the factor of production Management is a profession

5. Importance of Management Importance to the business and environment To protect the interest of the stakeholders. Utilize the resources of the firm effectively. To produce quality products and satisfy the consumer wants. To follow healthy inter business activity. To avoid unhealthy trade practices. To encourage consumer grievance cell. Importance to the Society To play a role in welfare of the society To provide the welfare of the city where the business is situated To serve the people who are affected with war or any unexpected situations To provide financial help to the poor , underprivileged and lower section of the society To provide the employee opportunity for the job seekers To Conserve Natural resources through protecting the environment and adapting environmental friendly measures.

6. Importance to the nation To obey the rules of central state and local bodies. To pay the fines duties and taxes due to the governments regularly To conduct business in accordance with govt rules practices and policies. To help the government in overall economic planning and administration. Importance to the Consumer To ensure the product of right quality is available at the right place at the right time. Reasonable pricing of the pricing Delivering after sales service Avoiding unfair trade practices Setting good quality products Encouraging the formation of association of consumers satisfaction and welfare

7. Management and Administration In the context of study of management it is also necessary to know the meaning of administration and the distinction between the Management and Administration. There are 3 main school of thoughts regarding the meaning of these two terms. View of 1 st school of thoughts:- According to the writers like Henry Fayol, William Newman, Herold Koontz, O’Donnel Dalton E, Earnest Dale and Peter F. Drucker. There is no difference between Administration and Management. Both the terms are synonymous and they can be used interchangeably. View of 2 nd school of thoughts:- According to other writers like Oliver Sheldon, William R. Spriegel , G E Millward , Lansberg , Sergeant Florence, Ordway tead , William Schulze and Himann , Administration and management are two different terms. They refer to different function.

8. View of 3 rd school of Thoughts:- According to the writers like E.F.L. Breach, Kimball Management is a comprensive Generic term which includes Administration. According to the third school management is divided into 2 types Administrative management and Operative management

9. Objectives of Management Organisational Objectives-Profit Maximization, growth and expansion, Goodwill Personal objectives –Fair Remuneration, unbiased and healthy working conditions, Growth opportunities, Job security Social objectives-Quality goods and services, timely tax payment ,conservation of environment and natural resources

10. Difference between Administration and Management

11. Levels of Management In the organisation there are different levels of management according to the chain of command or hierarchy of authority.

12. Top Level Management Consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and it manages goals and policies for an enterprise. The role of the top management can be summarized as follows – Top management lays down the objectives and broad policies of the enterprise. Issues necessary instructions for preparation of department budgets, procedures, schedules etc. Prepares strategic plans & policies for the enterprise. Appoints the executive for middle level i.e. departmental managers. controls & coordinates the activities of all the departments. Responsible for maintaining a contact with the outside world. Provides guidance and direction. The top management is also responsible towards the shareholders for the performance of the enterprise.

13. Middle Level Management Branch managers and departmental managers constitute middle level. They are responsible to the top management for the functioning of their department. Their role can be emphasized as – They execute the plans of the organization in accordance with the policies and directives of the top management. They make plans for the sub-units of the organization. They participate in employment & training of lower level management. They interpret and explain policies from top level management to lower level. They are responsible for coordinating the activities within the division or department. It also sends important reports and other important data to top level management. They evaluate performance of junior managers. They are also responsible for inspiring lower level managers towards better performance.

14. Lower Level Management It consists of supervisors, foreman, section officers, superintendent etc. Their activities include – Assigning of jobs and tasks to various workers. They guide and instruct workers for day to day activities. They are responsible for the quality as well as quantity of production. They are also entrusted with the responsibility of maintaining good relation in the organization. They help to solve the grievances of the workers. They supervise & guide the sub-ordinates. They are responsible for providing training to the workers. They arrange necessary materials, machines, tools etc for getting the things done. They prepare periodical reports about the performance of the workers. They ensure discipline in the enterprise. They motivate workers. They are the image builders of the enterprise because they are in direct contact with the workers.

15. Kinds of Managers First-line Managers - Individuals who manage the work of non-managerial employees. Middle Managers - Individuals who manage the work of first-line managers. Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Team leaders : Team leaders directly reports to the first line managers and their responsibilities includes the evolution of the time lines, assigning the specific tasks to the team members, provide training to the team members.

16. Managerial Skills

17.  Conceptual Skills These involve the skills managers present in terms of the knowledge and ability for abstract thinking and formulating ideas. The manager is able to see an entire concept, analyze and diagnose a problem, and find creative solutions. This helps the manager to effectively predict hurdles their department or the business as a whole may face.

18. Technical Skills Technical skills involve skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives. These skills not only involve operating machines and software, production tools, and pieces of equipment but also the skills needed to boost sales, design different types of products and services, and market the services and the products.  

19. Human or Interpersonal Skills The human or the interpersonal skills are the skills that present the managers’ ability to interact, work or relate effectively with people. These skills enable the managers to make use of human potential in the company and motivate the employees for better results .

20. Managerial Roles Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

21. Management Roles Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

22. 1. Interpersonal Figurehead -Formal, representational and symbolic duties Leader -Relationship with subordinates, motivating, communicating, coaching, etc. Liaison -Contacts with others outside work unit, for assistance, information, etc

23. 2.Informational Monitor -Ensuring acquisition of information necessary for work   Disseminator- Distributing information throughout organisation and outside Spokesperson -Formal provision of information on behalf of  organisation 3.Decisional Entrepreneur -Initiating, developing and facilitating change and innovation Disturbance handler -Trouble shooting problems as and when they arise Resource allocator -Distributing and arranging use of resources (staff, finance, materials, time)   Negotiator -Representing organization in negotiations within area of responsibility

24. Principles Scientific management outweigh rule of thumb Creating harmony Cooperation Maximum output Improved work procedures

25. 2. Neo classical theory The  neoclassical theories of organization  modified, added and extended the classical theories by realizing the fact that management exists in a social system wherein human factors have cognizant roles to perform. Employees can play crucial roles in the decision-making process.

26. Elton Mayo’s-Hawthorne Experiments Illumination Experiments:  Under this experiment, it was known that productivity can be maximised not only by developing a proper work environment, but also by in­formal social relations between teams.

27. Relay Assembly Test Room Experiment:  Here, a homogeneous working team was constituted where different elements were introduced, such as—proper rest periods, shorter working hours, friendly supervision, improved physical conditions, free social interaction, etc. At the time of experiment, morale and productivity is increased. Morale and productivity were maintained even when improvements were withdrawn even in the working conditions. The experts come to conclude that socio-psychological factors like recognition, feelings of being important, in­formal work group, participation, non-directive supervision, and so on are the key factors for higher productivity.

28. Mass Interviewing Programme   In this programme , several workers were interviewed in order to know their orientation and perceptions on the working life. The outcome again says that informal relation information, social, and psychological needs impact on the workers’ behaviour .

29. Bank Wiring Observation Room Experiment  In this experiment, 14 workers were observed depending on their work behaviour . As a result, it was revealed the informal production norms which were formulated by the workers and also the informal relations existence was seen.

30. 3.Modern theory

31. Contingency approach There is no single way of doing things

32. Recent Trends in Management Recent trends in management refer to the latest managerial practices that managers use to effectively manage their employees. As the market situation evolves, the managerial trends also evolve and change. These changes are subject to the market conditions of that time period. Total Quality Management  Total Quality Management (TQM) is a systematic approach followed by the entire organisation to efficiently achieve the company's objectives to provide services and products with a high level of quality that satisfies the customer. TQM aims at continuous improvement of practises in the organisation . Customer Focussed Continuous Improvement Total Employee Involvement Process-Centric Decision Making

33. Crisis Management A crisis is any situation that poses a threat to an organisation or its stakeholders. Such situations are something that cannot be predicted or prevented. However, what organisations can control is how they respond to the crisis. Crises can be grouped as follows: Natural Disasters Confrontational Crisis Rumours Technological Crisis Workplace Violence Organisational Misdeeds Malevolence Man-made Disaster

34. Risk Management A risk is an uncertain event happening in an organisation that may lead to a positive or negative result. It is a future event that has not occurred. A risk that has already taken place is considered an issue. Risk Management is a  process of identifying, assessing and prioritising risks followed by the application of resources to minimise or control or monitor the impact of negative future events or to take maximum advantage of positive risks. Change Management Change is to modify or make something different from the previous state of a thing or a condition. Change management is a process in which the organisation implements change by preparing and supporting the employees, taking necessary steps for change, etc. Monitoring the activities before and after the change is implemented to ensure its success. Change often includes many different entities in an organisation . A systematic approach is to be followed to bring in the transition and alleviate disruption. There can be resistance to change by people or processes or systems that are outdated.

35. Globalisation Due to globalisation , various global business practises have emerged. Global management refers to practises followed to manage the international business. When a business runs in different countries, its managers face challenges in such global scenarios. There is a need to have proper planning, decision making, controlling and organising because of the differences in time zones, distances and cultural factors. Communication is the key to leading the employees across borders. Global managers must have a thorough understanding of environmental and competitive issues. Apart from the generic trends, there are specific trends related to operations, human resources and marketing management. A few are mentioned below. Knowledge management World class Manufacturing Six sigma Knowledge process outsourcing Retail Management

36. Sources to refer: 1. MGMT ,Chuck Williams & Manas Ranjan Tripathy, 5/e, Cengage Learning, 2013. 2. Organizational Behavior,Steven L. McShane & Mary Ann Von Glinow, 6/e, McGraw Hill Education, 2015. 3. Management & Organisational Behaviour , Laurie J. Mullins, 7/e, Prentice Hall, 2005. 4. Essentials of Management , Koontz, McGraw Hill, 8/e, 2014. 5. Management, John R. Schermerhorn, Jr., 8/e, Wiley India, 2010. E- sources https://onlinecourses.nptel.ac.in/noc22_mg104/preview https://onlinecourses.nptel.ac.in/noc22_mg78/preview https://learninglink.oup.com/access/king-lawley3e-student-resources#tag_all-chapters https://openstax.org/details/books/organizational-behavior https://www.classcentral.com/course/introduction-organisational-behaviour-11892