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1. Unit 1

2. Introduction: Management Concept: Nature & Scope -Functions of Management Levels of Management – Evolution of Management thought –––- Planning – Steps in Planning Process – Management By Objective (MBO) & MBW (Management by wandering) – Types of Plans - Characteristics of a sound Plan- Techniques and Processes of Decision Making.

3. Management Definitions According to FW Taylor: “Management is the art of knowing exactly what you want to do and then seeing that they do it in the best and the cheapest way.” According to Henry Fayol: “To manage is to forecast & plan, to organise, to command, to coordinate and control.”

4. Management Definitions According to Harold Koontz: “ Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals can cooperate towards attainment of group goals.”

5. Nature of Management Management is Goal-Oriented Management integrates Human, Physical and Financial Resources Management is Continuous Management is all Pervasive Management is a Group Activity Management is universal

6. Nature of Management 7. Management is an Integrative Force 8. Management is a Social Process 9. Management is multidisciplinary 10.Management is Intangible 11.Management is an Art as well as Science

7. Functions of Management

8. Levels of Management

9. 14 Principles of Management by Henry Fayol Division of Work Authority and Responsibility Discipline Unity of Command Unity of Direction Subordination of Individual Interests to the General Interest Remuneration

10. 14 Principles of Management by Henry Fayol 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de Corps

11. Scope of Management Subject Matter Management/ Activity Oriented Functional Areas of Management Planning Marketing Management Organizing Production Management Directing Office Management Coordinating Personnel Management Controlling  Financial Management

12. Planning According to Koontz & O'Donnell, “Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, where we want to go. It makes possible things to occur which would not otherwise occur.”

13. Characteristics of a Sound Planning Planning is goal-oriented. Planning is looking ahead. Planning is an intellectual process. Planning involves choice & decision making. Planning is the primary function of management / Primacy of Planning .

14. 6. Planning is a Continuous Process. 7. Planning is all Pervasive. 8. Planning is designed for efficiency. 9. Planning is Flexible. Characteristics of a Sound Planning

15. Steps in Planning Process Establishment of objectives Establishment of Planning Premises Choice of alternative course of action Formulation of derivative plans Securing Cooperation Follow up/Appraisal of plans

16. Management by Objective (MBO) Management by Objectives (MBO) is a strategic approach to enhance the performance of an organization. It is a process where the goals of the organization are defined and conveyed by the management to the members of the organization with the intention to achieve each objective.

17. Steps in MBO

18. MBWA Management by wandering around(MBWA) is a management approach that emphasizes the practice of managers regularly leaving their offices to interact with employees and gain firsthand knowledge of what is happening within their organization. This approach was popularized by Tom Peters and Robert H. Waterman in their book "In Search of Excellence.”

19. Characteristics of MBWA Direct Interaction Visibility and Accessibility Real-Time Problem Solving Employee Engagement Informal Feedback Organizational Learning

20. Decision Making Decision-making can be defined as the process of selecting a right and effective course of action from two or more alternatives for the purpose of achieving a desired result. Decision-making is the essence of management. The entire managerial process is based on decisions. Decisions are needed both for tackling the problems as well as for taking maximum advantages of the opportunities available. Correct decisions reduce complexities and uncertainties.

21. Definition of Decision Making Joseph L. Massie – A decision is a course of action consciously chosen from the relevant alternative for the purpose of achieving desired goals.

22. Characteristics of Decision Making Decision making based on rational thinking. It is a process of selecting the best alternative from the available alternatives. Decision making is aimed to achieve organization goals. A decision may be positive or negative. It may direct others to do or not to do. Decision making involves certain commitments like policies, plan and objectives of the organization. Decision making is a dynamic process.

23. Steps in Decision Making Process Identification of the problem. Information gathering Principles for judging the alternatives Brainstorm and analyse the different choices Evaluation of alternatives Select the best alternative Execute the decision Evaluate the results

24. Techniques of Decision Making Brainstorming Nominal Group Technique SWOT analysis Delphi Technique

25. Techniques of Decision Making

26. Types of Plan

27. Scientific Management Frederick Winslow Taylor well-known as the founder of scientific management was the first to recognize and emphasis the need for adopting a scientific approach to the task of managing an enterprise. He tried to diagnose the causes of low efficiency in industry and came to the conclusion that much of waste and inefficiency is due to the lack of order and system in the methods of management. He found that the management was usually ignorant of the amount of work that could be done by a worker in a day as also the best method of doing the job. As a result, it remained largely at the mercy of the workers who deliberately shrieked work.

28. Principles of Scientific Management Development of Science for each element of work Scientific selection, placement and training of workers Division of Labour Standardization of methods, procedures, tools and equipment Use of time and motion study Differential wage system Cooperation between labour and management Principle of Management by Exception

29. Administrative Management Administrative Management Theory focuses on how management and workers are organized within a business to allow for the completion of task. It posits that the effective organization of management would ultimately have an effect on the productivity of operational-level workers. Henry Fayol, a French mining engineer and management theorist, is best known for his administrative management theory. Fayol's work is considered a significant part of the evolution of management thought, particularly during the classical management era. His ideas were influential in shaping the way organizations are managed and structured.

30. Administrative Management Activities of an organisation Financial Accounting Technical Commercial Managerial Security

31. Principles of Administrative Management Division of Work Authority and Responsibility Discipline Unity of Command Unity of Direction Subordination of Individual Interests to the General Interest Remuneration

32. Principles of Administrative Management 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de Corps

33. Bureaucratic Model Bureaucratic management, as formulated by the German sociologist Max Weber in the early 20th century, is a theory that outlines an ideal type of organization characterized by a formalized structure, clear hierarchy, and well-defined rules and procedures. Bureaucracy in business is a hierarchical organization or a company that operates by a set of predetermined rules.

34. Formal Hierarchy Division of Labor Formal Rules and Procedures Impersonality Record Keeping Merit-Based Employment Specialization and Expertise Formal Communication Channels Characteristics of Bureaucratic Model

35. Neo-Classical Approach Neoclassical theory (also referred to as human relations of thoughts) was introduced based on classical theory.The basic assumption of this theory is that the physiological and social aspects of a worker as an individual and his workgroup ought to be focused on. In classical theory, the organization emphasized order, structure, economic factors, formal organization, and objective rationality. Whereas neo-classical theory emphasized social factors and emotions at work.

36. Behavioural Science Approach Maslow’s Hierarchy Theory of Needs Douglas McGregor's Theory X and Theory Y Herzberg's two factor theory

37. In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behavior at work, or in other words, two different views of individuals (employees): one of which is negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the perception of managers on the nature of individuals is based on various assumptions. 2. Douglas McGregor's theory

38. An average employee intrinsically does not like work and tries to escape it whenever possible. Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style. Many employees rank job security on top Assumptions of Theory X

39. Some employees consider work as natural as play or rest. These employees are capable of directing and controlling performance on their own They are much committed to the objectives of the organization Higher rewards make these employees more committed to organization. Given an opportunity they not only accept responsibility but also look for opportunities to outperform others. Most of them highly imaginative, creative and display ingenuity in handling organizational issues. Assumptions of Theory Y

40. Maslow’s theory has been modified by Herzberg and he called in two-factors theory of motivation. First Factor theory : First group of needs are such things as company policy and administration, supervision, working conditions, interpersonal relations, salary, status, job security and personal life. Herzberg called these factors as dissatisfiers and not motivators, By this he means their presence or existence does not motivate in the sense of yielding satisfaction, but their absence would result in dissatisfaction. These are also referred to as hygiene factors. 3. Herzberg's Two-factors Theory

41. Second Factor theory : Second group are the satisfiers. They are motivators, which are related to Job content. He included the factors of achievement, recognition, challenge work, advancement and growth in the job. He says that their presence will yield feelings of satisfactory or no satisfaction, but not dissatisfaction. 3. Herzberg's Two-factors Theory

42. Contingency Approach The contingency approach to management, also known as the situational approach, holds that there is no single, textbook rule for the best way to manage an organization. In each company’s case, the “best” approach will be contingent upon the company’s internal and external needs.

43. Features of Contingency Approach Situational Focus Fit the Situation Environmental Adaptation No Universal Best Way