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Management Sciences
By
Prof.& Lawyer P. Guru
Prasad
M.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD) at
JNTUK.,
Management
The attainment of organizational
goals in an effective and efficient
manner
through
planning,
organizing, leading, and controlling
organizational resources
Organization
A formally structured collection
of individuals working toward
common (shared) goals.
Organizational
Performance
Effectiveness : the degree to which the
organization achieves a stated goal
Efficiency : the use of minimal
resources (input) to produce a
desired volume of output.
Efficient, but not Effective:
- Goals not achieved
Effective, but not Efficient
- Wasted Resources
(You may have to choose between the
two.)
Controlling
Select goals
& ways to
attain them
Monitor
activities &
make
corrections
Leading
Use
influence to
motivate
Organizing
Assign
responsibility
for tasks
Lead.
22%
36%
51%
Management Skills
Conceptual Skills : cognitive ability
to see the organization as a whole
and the relationship among its
parts
Human Skills : ability to work with
and through other people and to
work effectively as a group member
Technical Skills : understanding of
and proficiency in the performance
of specific tasks.
What Is It Like to Be a
Manager?
Managerial Activities
- Long hours
- Most time spent in
oral communication
- Characterized by
variety,
fragmentation, and
brevity
Managers give up
the right to:
- Be one of the
gang
- Put your selfinterest first
- Ask others to do
things you
wouldnt do
- Vent your
frustrations
- Resist change
Supervisors
Responsibilities
Plan and
schedule work
Clarify tasks and
gather ideas for
improvement
Appraise and
counsel
employees
Recommend job
assignments
and pay
Inform employees
of organizational
goals
Inform higher
managers of
work unit needs
and
accomplishments
Recruit, train, and
develop workers
Encourage and
maintain high
and enthusiasm
Informational Roles to
develop and maintain
The monitor seeks current
information
network
information from many sources.
The disseminator transmits
information to others both inside
and outside the organization.
The spokesperson provides official
statements to people outside the
organization about company
policies, actions, or plans.
Interpersonal Roles
pertain to relationships
The others
figurehead engages in
with
ceremonial activities
The leader motivates,
communicates, and
influences subordinates.
The liaison develops
relationships outside his/her
unit both inside and outside
the organization.
Successful Managers
Attributes
Leadership
Team-Building
Skills
Self-objectivity
Analytic
Thinking
Creative
Thinking
Behavioral
Flexibility
Oral
Communication
Written
Communication
Personal Impact
Resistance to
Stress
Tolerance of
Uncertainty
Pre-Classical Management
Anything before about 1900:e.g.,
Attila the Hun: Between 434 and 453 A.D., Hun
forces led by the Mighty Attila battered the Roman Empire
relentlessly, including invasions of the southern Balkan provinces,
Greece, France, and Italy almost total Europe continent.
Henry
Towne:
Yale
&
Towne
Manufacturing
Co.
Classical Perspective
Emphasized
a
rational,
scientific
approach to study of management and
sought
to
make
workers
and
organizations like efficient operating
machines
Classical Categories
Scientific Management
Frederick Taylor
Frank and Lillian Gilbreth
Bureaucratic Organizations
Max Weber
Administrative Principles
Henri Fayol
Scientific Management
Develop
Bureaucratic
Organizations
Clearly
Bureaucratic
Organizations
Become
dysfunctional
when:
-There is no
effort to recognize
exceptions to rules
or to change rules
when necessary
-Enforcement of
rules takes
precedence over
pursuit of the
organizations
mission
Relatively
High
in Bureaucracy:
United Parcel
Service
U.S. Postal
Service
Relatively
Low
in Bureaucracy:
Hewlett-Packard
Disney Studios
14
Administrative
Management - Henri
Five basic
Fayol
Principles
Unity of command
Division of work
Unity of direction
Scalar chain-ofcommand
Authority=Responsi
bility
(etc.)
management
functions
Planning
Organizing
Commanding
Coordinating
Controlling
Humanistic Perspective
Man
Methodological Problems, but
Profound Influence on
Management Thought
Hawthorne
Effect
Interviewing Techniques
Jobs
Theory X
(Classical):
People dislike
work and prefer
to be directed
Must be coerced
to work
Want to avoid
responsibility
and have little
ambition
Want security
above
everything
Theory Y
(Human
Resources):
People will accept
responsibility
Have intellect that
could be applied
to organizational
goals
Only partially use
their intellectual
potential.
FEATURES of theory
z
William G. Ouchy:
LONG-TERM EMPLOYMENT
COLLECTIVE DECISION MAKING
INDIVIDUAL RESPONSIBILITY
SLOW EVALUATION AND PROMOTION
INFORMAL CONTROL WITH FORMALIZED MEASURES
MODERATELY SPECIALIZED CAREER PATH
HOLISTIC CONCERN
Behavioral Sciences
Approach = Applied Social
Study of human behavior in
Sciences
organizations
Draws on Disciplines of:
Economics
Psychology
Sociology
Communication
Anthropology
Management Science
Perspective
Contemporary Approaches
Systems
Theory
Contingency
View
Practices
Total Quality Management
Operations
Management
Functional Management
Project Management
Strategic Management
Just In Time (JIT)
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Nambur Guntur.
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