Management thoughts- HISTORY, CLASSICAL CONDITIONING , NEO CLASSICAL AND MORDEN

Effective management is a cornerstone of organizational success. By understanding and implementing the four functions of management – the planning function, the organizing function, the leading function, and the controlling function – a manager can steer an organization toward achievement.

1. MANAGEMENT THOUGHTS

2. EVOLUTION 
•The practice of management is as old as
human civilization.
•Egypt (the great pyramids), Greece and Rome
displayed the marvelous results of good
management practices.
•The origin of management as a discipline was
developed in the late 19
th
 
century. 

3. CLASSICAL APPROACHES
•Basic Assumption: People Are Rational
People will rationally consider the
opportunities available to them and do
whatever is necessary to maximize their
economic gain.
–Scientific
Management
–Administrative
Principles
–Bureaucratic
Organization

4. ADMINISTRATION PRINCIPLES
Henri Fayol (1841-1925)Henri Fayol (1841-1925)
–General and Industrial Management
–Principles and Elements of Management - how managers should
accomplish their managerial duties
–PRIMARY FOCUS: Management
(Functions of Administration)
The principles of management are given below:
 
Division
of work: 
Division of work or specialization alone can give
maximum productivity and efficiency. Both technical and managerial
activities can be performed in the best manner only through division
of labour and specialization.

5. Authority and Responsibility:
 
The right to give order is called
authority. The obligation to accomplish is called responsibility.
Authority and Responsibility are the two sides of the management coin.
They exist together. They are complementary and mutually
interdependent.
Discipline:
 
The objectives, rules and regulations, the policies and
procedures must be honoured by each member of an organization. There
must be clear and fair agreement on the rules and objectives, on the
policies and procedures. There must be penalties (punishment) for non-
obedience or indiscipline. No organization can work smoothly without
discipline - preferably voluntary discipline.
Unity of Command:
 
In order to avoid any possible confusion and
conflict, each member of an organization must received orders and instructions
only from one superior (boss).

6. •Unity
of Direction: 
All members of an organization must work together
to accomplish common objectives.
•Emphasis
on Subordination of Personal Interest to General or
Common
Interest: 
This is also called principle of co-operation. Each
shall work for all and all for each. General or common interest must be
supreme in any joint enterprise.
•Remuneration: Fair pay with non-financial rewards can act as the best
incentive or motivator for good performance. Exploitation of
employees in any manner must be eliminated. Sound scheme of
remuneration includes adequate financial and nonfinancial incentives.
•Centralization: There must be a good balance between centralization
and decentralization of authority and power. Extreme centralization
and decentralization must be avoided.
•Initiative: Creative thinking and capacity to take initiative can give us
sound managerial planning and execution of predetermined plans.

7. •Scalar
Chain: 
The unity of command brings about a chain or hierarchy of
command linking all members of the organization from the top to the
bottom. Scalar denotes steps.
•Order: Fayol suggested that there is a place for everything. Order or
system alone can create a sound organization and efficient management.
• Equity: An organization consists of a group of people involved in joint
effort. Hence, equity (i.e., justice) must be there. Without equity, we
cannot have sustained and adequate joint collaboration.
• Stability
of Tenure: 
A person needs time to adjust himself with the new
work and demonstrate efficiency in due course. Hence, employees and
managers must have job security. Security of income and employment is
a pre-requisite of sound organization and management.
•Esprit
of Co-operation: 
Esprit de corps is the foundation of a sound
organization. Union is strength. But unity demands co-operation. Pride,
loyalty and sense of belonging are responsible for good performance.

8. SCIENTIFIC MANAGEMENT
Frederick Taylor (1856-1915)
– “The Father of Scientific Management”
–Maximize worker capacity and profits
–PROBLEM: Get employees to work at their maximum capacity
–PRIMARY FOCUS: TASKS
He summed up his approach in these words:
–Science, not rule of thumb
–Harmony, not discord
–Co-operation, not individualism
–Maximum output, in place of restricted output
–Equitable division of work
 

9. BUREAUCRATIC
ORGANIZATION
•Max Weber (1864-1920)Max Weber (1864-1920)
–German Sociologist
–Theory of Social and Economic Organization (1947)
–Principles and Elements of Management - describe an ideal
or pure form of organizational structure (general policy and
specific commands
–PRIMARY FOCUS: Organizational Structure
An ideal, intentionally rational, and very efficient form of organization
founded on principles of logic, order, and legitimate authority.
– Clear Division of Labor
– Well Defined Hierarchy of Authority
– Formal Rules and Procedures
– Impersonality
– Careers Based on Merit

10. •Basic Assumption: People are Social and Self-
Actualizing.
•The Hawthorne Studies
–Established the human resource as an essential concern
for management, and one that has unique properties.
–We learned that the nature of the Work Group should be
important.
–We learned about the tendency of people who are singled
out for special attention to perform as anticipated merely
because of expectations created by the situation.
Neo- Classical or
HUMAN RELATIONS APPROCH

11. Modern Approaches
•Systems Approach
The organization is seen as a collection of
interrelated parts that function together to
achieve a common purpose.
•Contingency Approach
Contingency Approaches to management assert
that there is no one best way to manage, and
that what is best depends in any given
circumstance on the nature of the situation.

12. INDIVIDUAL
BEHAVIOUR

13. •An organization is basically the association of human beings
and a major problem of today’s organization is how to get
maximum possible efforts and contributions of the human
beings determining these efforts and contributions, those
responsible for managing the organization must understand
the way human beings behave. It is to be noted that the
world of human work consists of individual performing jobs in
some setting, usually in some organization.
INTRODUCTION

14. The
Environment
• Organization
• Work group
• Job
• Personal life
VARIABLES INFLUENCING INDIVIDUAL
BEHAVIOR
The
Person
• Skills & abilities
• Personality
• Perceptions
• Attitudes
•Values
• Ethics
Behavior

15. •Individual behavior means some concrete
action by a person.
•The behavior of an individual is influenced by
various factors, some of the factors lie within
himself like his instincts, personality traits,
internal feelings etc.. While some lie outside
him comprising the external environment of
which he is part.

16. WHAT IS PERSONALITY?
Personality, simply define as a ways in which individuals
reacts and interacts with others
- The overall profile or combination of
characteristics that capture the unique nature
of a person as that person reacts and interacts
with others.
- Combines a set of physical and mental
characteristics that reflect how a person looks,
thinks, acts, and feels.
Acc. Robert Park, Personality is the sum or organization of traits which
determine the role of an individual in the group.

17. Heredity and environment.
-Heredity called as a biological factors, not only affecting
physically but affecting intelligence level, diseases etc
Environment (external –Internal)
- Cultural values and norms play a substantial role in
the development of personality.
- Social factors include family life, religion, and many
kinds of formal and informal groups.
- Situational factors reflect the opportunities or
constraints imposed by the operational context.
DETERMINANTS

18. Big Five Personality Traits
Extraversion Gregarious, assertive,
sociable
Agreeableness Cooperative, warm,
agreeable
Conscientiousness Hardworking, organized,
dependable
Emotional stability Calm, self-confidant, cool
Openness to
experience
Creative, curious, cultured

19. Types of Personality
•Personality type theory aims to classify people into distinct
CATEGORIES. i.e. this type or that.
  Personality types are
synonymous with "personality styles".
•Types refers to categories that are distinct and discontinuous.
e.g. you are one or the other.
  This is important to
understand, because it helps to distinguish a personality type
approach from a personality trait approach, which takes a
continuous approach.
•Type A personality
•Type B personality

20. Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational
Behaviour, Third Canadian Edition
2-20
Copyright © 2007 Pearson Education Canada
Big
Five Personality Factors
Big
Five Personality Factors

21. Four Theories of Personality
1. Trait
2. Psychoanalytic/Fruedian Theory
3. Humanistic
4. Socio-Cognitive

22. Freudian Theory
 Structures of
Personality
– Id
according to the
“pleasure principle”
–Ego
•Operates according to
the “reality” principle
–Superego
Contains values and
ideals

Levels of consciousness
–Conscious
•What we’re aware of
–Preconscious
•Memories etc. that can be recalled
–Unconscious
•Wishes, feelings, impulses that
lies beyond awareness

23. Four MBTI

Dichotomies
ExtrExtraaversion – Introversionversion – Introversion
E - I DichotomyE - I Dichotomy
Where do you prefer to focus Where do you prefer to focus
your attention – and get your your attention – and get your
energy?energy?
Sensing – Intuition Sensing – Intuition
S - N DichotomyS - N Dichotomy
How do you prefer to take in How do you prefer to take in
information?information?
Thinking – Feeling Thinking – Feeling
T - F DichotomyT - F Dichotomy
How do you make decisions?How do you make decisions?
Judging – PerceivingJudging – Perceiving
J - P DichotomyJ - P Dichotomy
How do you deal with the How do you deal with the
outer world?outer world?
23
Trait Theory
Myers briggs personality theory, ESTJ

24. Humanistic Theory
•Humanistic personality theories reject
psychoanalytic notions
–Humanistic theories view each person as
basically good and that people are striving for
self-fulfillment
–Humanistic theory argues that people carry a
perception of themselves and of the world
–The goal for a humanist is to develop/promote
a positive self-concept

25. “ WE DON’T SEE THINGS AS THEY
ARE, WE SEE THINGS AS WE ARE.”

26. PERCEPTION
•People often see the same phenomenon differently both
with the organizational context and outside the
organization. For example, in relation to a strike, a
manager may perceive the immediate cause of the strike
as trivial, while the workers may see it as very serious.
• Similarly, when there is any accident in the factory, the
supervisor treat it as the carelessness of workers while
the workers may treat it has high handedness of the
management and lack of adequate provisions of security
measures.
•Thus, the situations remaining the same, causes have
been assigned differently by different group of persons.
In order to understand the significance of this
phenomenon, one has to understand perception and its
different aspects.

27. DEFINITION
•Stephen P. Robins has defined perception as
“Perception may be defined as a process by
which individuals organize and interpret
their sensory impressions in order to give
meaning to their environment.”

28. DEFINITION
•Udai Pareek defined,
•“Perception can be defined as the process of
receiving, Selecting organizing, interpreting,
checking and reactive to sensory stimuli or
data”.

29. Why
is perception important in the study of
O.B?
• Because people’s behavior is based on their
perception of what reality is, not reality itself.
The world as it is perceived is the world i.e.,
behaviorally important.

30. 30
Organizational Behavior /
Perception
•
Receiving Stimuli
(External & Internal)
Selecting Stimuli
External factors : Nature,
Location,Size,contrast,
Movement,repetition,similarity
Internal factors : Learning,
needs,age,Interest,
Organizing
Figure Background ,
Perceptual Grouping
( similarity, proximity,
closure, continuity)
Response
Covert: Attitudes ,
Motivation,
Feeling
Overt: Behavior
Perceptual Process
Interpreting
Stereotyping,
Halo Effect, Relevance

31. 31
Organizational Behavior /
Perception
Factors
influencing perception
•Relevance
•Figure ground principle (We perceive which is imp for us)
•Halo effect ("halo
effect
" is when one trait of a person or thing
is used to make an overall judgment of that person or thing)
•Situation
•Stereotyping (When individual is judged by characteristics of
the group)

32. How perception is important in
org?
•Employment interview
•Performance Appraisal
•Assignment of work
•Employee Effort