Assistant Professor, PIMG

Rahul Pratap Singh Kaurav

PRINCIPLES AND PRACTICES OF

MANAGEMENT

DEFINITION OF MANAGEMENT Its Nature and Purpose

Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

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The Functions of Management

The five managerial functions around which managerial knowledge are organized are: planning, organizing, staffing, leading, and controlling.

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Management as an Essential for Any Organization

Management applies to small or large organizations, to profit and not-for-profit enterprises, to manufacturing as well as service industries.

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Managerial Functions at Different Organizational Levels No basic distinction is made

between managers, executives, administrators, and supervisors

All managers carry out managerial functions. However, the time spent for each function may differ

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Time Spent in Carrying Out Managerial Functions

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Managerial Skills and the Organizational Hierarchy

The four skills for administrators are: Technical Human Conceptual Design skills

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Managing as practice is an art; the organized knowledge underlying the practice may be referred to as a science.

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MANAGING: SCIENCE OR ART?

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Administration and Management• Administration

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Administration and Management

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THE FUNCTIONS OF MANAGERS

Planning Organizing Staffing Leading Controlling

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Definition of Planning

Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making.

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Definition of Organizing

Organizing involves establishing an intentional structure of roles for people to fill in an organization.

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Definition of Staffing

Staffing involves filling, and keeping filled, the positions in the organization structure.

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Definition of Leading

Leading is influencing people so that they will contribute to organization and group goals.

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Definition of Controlling

Controlling is measuring and correcting individual and organizational performance to ensure that events conform to plans.

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CoordinationThe Essence of Managership

It is the essence of managership, for achieving harmony among individual efforts toward the accomplishment of group goals. Each of the managerial functions is an exercise contributing to coordination.

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Management as Profession•Existence of knowledge•Formal teaching of knowledge•Existence of representative body•Ethical standards•Reasonable remunerations•Legislation and licensing (missing in

India)•Ongoing professional development•Career Path

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Major Schools Of Management Theory• CLASSICAL SCHOOL

• BEHAVIORAL SCHOOL

• QUANTITATIVE SCHOOL

• SYSTEMS SCHOOL

• CONTINGENCY SCHOOL

• CONTEMPORARY /EASTERN APPROACHES

CLASSICAL SCHOOL • Scientific Management:- Application of Scientific

Method to optimize productivity FREDERICK W.TAYLOR [1856-1915] HENRY GANTT [1861-1919] FRANK [1868-1924]& LILLIAN GILBRETH [1878-1972] HUGO MUNSTERBERG [1863-1916]

• Administrative Management:- Emphasizes Role of the manager and the functions of Management.

HENRI FAYOL [1841-1925] HENRI MINZBERG

• Bureaucratic Management:- Focuses on Ideal Form of Organization.

MAX WEBER [1864-1920] PETER DRUCKER

BEHAVIOURAL SCHOOL• Human Relations:- Dealt with human aspects of

Organizations ELTON MAYO [1880-1949] & OTHERS MARY PARKER FOLLETT CHESTER BERNARD [1886-1961]

• Human Resources:-Motivation and Leadership techniques focus etc.

ABRAHM MASLOW,KURT LEWIN & OTHERS

• Behavioural Science:-Personality, Attitude, Groups, Values focus etc.

DOUGLAS McGREGOR FREDERICK HERZBERG CHRIS ARGYRIS RENAIS LIKERT 

QUANTITATIVE SCHOOL

• Management Science &MIS:- Uses Mathematical and Statistical approaches to solve management problems

GEORGE DANTZIG Etc. DSS & ERP SYSTEMS

• Production and Operations Management:-Focuses upon operation and control of production process that transforms resources into finished goods and services.

JURAN W.EDWARDS DEMING

SYSTEMS SCHOOL•Views Organizations as an interrelated

and interdependent set of subsystems functioning as a whole open system interacting with the Environment

LUDWIG VON BERTALANFFY JAMES ROSENZWEIG KENNETH BOULDING

CONTINGENCY SCHOOL•Emphasizes the fit between

organizational processes and the characteristics of the situation

PAUL LAWRENCE JAY LORSCH FRED FIEDLER JOAN WOODWARD

CONTEMPORARY APPROACHES Total Quality Management :-Managing the entire organization

to deliver quality goods/services to the customer JOSEPH JURAN/W. EDWARDS DEMING/PHIL CROSBY

• Learning Organization:-All employees involved in the growth & learning of organization as it deals with the changing environment

PETER SENGE

• Excellence Approach:- Attributes of Excellence empirically derived.

PETERS & WATERMANS

• Chaos Theory:- Views Organizations as complex adaptive systems

OTHER APPROACHES• Indian Management Approach:-

Emphasizes value-based and management of mind as well as an attitude of detachment to the outcome but focused concentration on the work in hand.

• Japanese Management Approach:- Emphasizes Participative style of Management and continuous improvement.

Early contributors

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Early Contributors •Chinese philosopher Menicus (3rd century

BC)▫Division of labour

•Greek philosopher Plato (4th century BC)▫Specialised labour/ employees

•Adam Smith and James Watt (1765)▫Industrialisation

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Early Contributors•Four management pioneer during

industrial revolution▫Robert Owens (1771-1858), Scotish

entrepreneur – Concern for workers▫Charles Babbage (1792-1871), A man

behind the computers – Economic principles of manufacturing

▫Andrew Ure (1778-1857) – Mechanization theory

▫Charles Dupin (1784-1873) – Time study

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Scientific ManagementFREDERICK W.TAYLOR [1856-1915]HENRY GANTT [1861-1919]FRANK [1868-1924]& LILLIAN GILBRETH [1878-1972]HUGO MUNSTERBERG [1863-1916]

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FW Taylor (1856-1915)•The development of true science of

management.•The scientific selection of workers.•The scientific education and development

of the worker.•Intimate, friendly cooperation between

management and labour.•Criticism:

▫Layoff▫Unionism

Henry L. Gantt (1861-1919)•Differential rate system

▫Every worker▫Supervisor on every worker▫Supervisor on whole team

•Coding system – on individual bar charts▫Black on attaining standard▫Red on below standard▫Green on above standard

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The Gilbreths•Frank B. and Lillian M. Gillbreth (1868-

1924 and 1878-1972)•Fatique and motion – Intertwined•Less motion would raise the morale.•Physical benefits.

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Administrative Management

HENRI FAYOL [1841-1925]HENRI MINZBERG

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Henri Fayol (1841-1925)•Division of labour/ work•Authority and responsibility•Discipline•Unity of command•Unity of direction•Subordination of individual to general

interest•Remuneration of personnel•Centralisation•Scalar chain/ hierarchy

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Henri Fayol (1841-1925)•Order•Equity•Stability of tenure•Initiative•Esprit de Corps

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Bureaucratic Management

MAX WEBER [1864-1920]PETER DRUCKER

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Max Weber (1864-1920)•Karl Emil Maximilian "Max" Weber

▫Traditional▫Charismatic▫Rational-legal (Bureaucratic) – Ideal

•Administrative class•Hierarchy•Division of work•Official rules•Impersonal relationship•Official record

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Problems in Bureaucracy•Invalidity of bureaucratic assumptions•Goal displacement•Unintended consequences•Inhuman organisation•Closed-system perspective

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Mary Parker Follett (1868-1933)•Human relations and organisational

structure•Individual can grew with through their

relationship with other team members•“The art of getting things done through

people”•Managers (order givers) subordinates

(order takers) are in natural partnership•Power of group diverse talent

something bigger•‘Holistic model’ -> politics, economics,

and biology

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