Perspectives on the evidence, value and impact of LIS research: conceptual challenges
Basic conceptual perspectives in management
-
Upload
nepal-college-of-management-kathmandu-university-school-of-management -
Category
Education
-
view
70 -
download
1
Transcript of Basic conceptual perspectives in management
Lecture Notes
on
Basic Concepts of Management
by
Chandra P. Rijal, PhD in Leadership
Vivek Dhakal, MBANepal College of Management
Nepal
March 11, 2015 1
Perspectives of Management
This session will help you to --understand the management terms like managers, employees, efficiency and effectiveness, and management,
learn management process, managerial roles and essential skills, understand the various evolutionary concepts of management as a discipline, and
learn essentials of high performing managers.
March 11, 2015 2
ORGANIZATION The term ‘organization’ may be referred to as a
systematic arrangement of resources brought together to accomplish some specific purpose of an institution.
These resources are people dominant in an organizational process climate.
In addition to people arrangement, efficient and effective allocation of other resources is also equally important in management of an institution.March 11, 2015 3
An institution is distinct by its …
* Vision
* Mission
* Objectives
* Goals
* Strategy, and
* Tactics
March 11, 2015 4
An institution may have its
goalstructure
andpeople
Operatives
• People who work directly on a job or task and have no responsibility for overseeing the work of others.
• Known as employees.
• Operatives in a university college?
March 11, 2015 5
Managers …
Individuals in an organization, who direct the activities of others (operatives)
Questions for discussion:
1. How are managers different from operatives at
schools?
2. How operatives and managers contribute for the betterment of the institution as a social entity?
March 11, 2015 6
MANAGERS Vs. ENTREPRENEURS
¤ Entrepreneurs are the people who pursue business opportunities, fulfilling needs and wants through innovation.
¤ Entrepreneurs are the innovative people who give birth to the new businesses regardless small or big in size. They are the creators.
¤ All entrepreneurs are managers but all managers may not be entrepreneurs.
¤ Can you identify five successful entrepreneurs of Nepal?
March 11, 2015 7
Manager CharacteristicsAdministersMakes a copy or imitatesMaintainsFocuses on systems and structuresRelies on controlsShort-range viewAsks how and whenEyes on the bottom lineAccepts the status quoClassic good soldierDoes things right
March 11, 2015 8
Manager Vs. LeaderManager Vs. Leader
Leader CharacteristicsInnovatesCreates original or innovatesDevelopsFocuses on peopleInspires trustLong-range perspectiveAsks what and whyEyes on the horizonChallenges the status quoOwn personDoes the right things
Warren G. Bennis, Managing the dream: leadership in 21st century, journal of
Organizational Change Management, vol. 2, No. 1, 1989, p. 7
Leadership
Influencing people by providing the purpose,
direction, and motivation while operating to
accomplish the mission and improving the
organization.
March 11, 2015 9
ORGANIZATIONAL LEVELS & MANAGERS
March 11, 2015 10
Top ManagersChair, President,
MD, GMMiddle Managers
HODs, Sr. Managers
First-Line ManagersSupervisors
OperativesLine staff
What do these people
do?
How can yourelate these
levels in an institution?
MANAGEMENT
The process of getting things done - effectively and efficiently - through and with other people.
Efficiency: doing something rightly.
Effectiveness: doing something right.
Management: getting done right thing in a right way.
March 11, 2015 11
Example?
Efficiency vs. Effectiveness
Means Ends
Efficiency Effectiveness
Goals
Low High
wastage attainment
March 11, 2015 12
ResourceUsage Goal
Attainment
Efficiency Vs. Effectiveness
March 11, 2015 131
Optim
al utilization of resources2
Control over cost of production3
Control over defective production4
Minim
ized level of idle time or tim
e lags5
Continuous system standardization
6Continuous process im
provement
7Ethical and environm
ent friendly operations
Management of means of operation Attainment of ends or results of operation
1 Low
er c
ost o
f pro
duct
ion
2 Hig
her l
evel
of o
pera
tiona
l pro
duct
ivity
3 Sat
isfie
d em
ploy
ees
and
stak
ehol
ders
4 Inc
reas
ed e
mpl
oyee
rete
ntio
n5 R
educ
ed e
mpl
oyee
abs
ente
eism
6 Im
prov
ed q
ualit
y of
wor
k lif
e7 E
nhan
ced
inst
itutio
nal c
itize
nshi
p
Reduction of wastage Increment of outputs
Features of an Effective Management System
March 11, 2015 14
1. Goal attainment and maximization
2. Development of resourcefulness
4. Stakeholder satisfaction
3. Process improvement
Bases of measuring
management effectiveness
MANAGEMENT PROCESS
The processes aimed at the achievement of the organization’s stated objectives.
The French industrialist Henri Fayol wrote that all managers perform FIVE management activities; planning, organizing, commanding, coordinating, and controlling.
In the 1950s, two professors at UCLA recognized FIVE terms planning, organizing, staffing, directing and controlling as the framework of management.
Now condensed to FOUR; Planning, organizing, leading and controlling.
March 11, 2015 15
Management Process Activities
March 11, 2015 16
1. Planning1. Planning1. Define goals2. Establish strategy3. Develop tactics/subplans
3. Leading3. Leading1. Direct the people2. Motivate the people3. Resolve the conflicts
2. Organizing2. OrganizingDetermine:1. What to be done2. How to be done3. Who is to do
4. Controlling4. ControllingMotivate activitiesto ensure that theyare accomplishedas planned.
Achieving theorganization’sstated purpose
Mintzberg’s Managerial Roles
Source: Robbins, S. P., Judge, T. A., & Sanghi, S. (2009). Organizational Behavior (13th ed.). PHI.
Managerial Roles
1. InterpersonalFigureheadLeaderLiaison
2. InformationalMonitorDisseminatorSpokesperson
3. DecisionalEntrepreneurDisturbance handlerResource allocatorNegotiator
March 11, 2015 17
MANAGERIAL SKILLS COMPETENCIES
A. General Skills
1. Conceptual skills 2. Human skills3. Technical skills a. Interpersonal skills
b. Political skills
B. Specific Skills
1. Controlling the organization’s environment and resources
2. Organizing and coordinating
3. Handling information
4. Providing for growth and development
5. Motivating employees and handling conflicts
6. Strategic problem solving
CATZ’s Skills
March 11, 2015 18
Management as an Integrated Function
March 11, 2015 19
Management
Human Resources Management
R&D and ProductionsManagement
Financial Management
Marketing Management
WHY STUDY MANAGEMENT?
General Reason
1. Gain conceptual insights in general management of any institution
Specific Reasons
1. To improve organization’s overall management
2. To develop career
March 11, 2015 20
Universality of Management
Management is a universal discipline.
Application of management may be modified as per the contexts and environments but the main essence of management principles remains same worldwide.
For example, employee motivation is a universal tool of productivity but the factors considered for motivation may be different from country to country and context to context.
March 11, 2015 21
Universality of management should be studied in the following basis
1. Levels in the organizationLevels in the organization: lower, upper, middle
2. Organizational objectivesOrganizational objectives: profit or not-for-profit
3. SizeSize: big or small
4. National bordersNational borders: similar management concepts
5. Decision makingDecision making: synonymous to management
6. Dealing with changeDealing with change: main challenge worldwide
7. Competencies and skillsCompetencies and skills: required worldwide
March 11, 2015 22
Evolution of Management as a Discipline Evolution of Management as a Discipline
March 11, 2015 23
Such a study should be distinctively grouped into two sections:
1.Historical background
2.Evolution of different approaches to the evolution of management as a discipline
Historical BackgroundHistorical BackgroundAdam Smith Adam Smith published ‘the wealth of nations’ in 1776 where he argued the economic advantages that the organizations and society would gain from implementing the idea of division of labor or job specialization (breakdown of jobs into narrow and repetitive tasks)
For example, the way the different people work in a tailoring shop, or the way different people work in a building construction site.
March 11, 2015 24
Historical Background …Historical Background … Industrial revolutionIndustrial revolution started in late eighteenth
century when machine power overtook the human power and proved to be became more economical to manufacture goods in factories than at homes as a result of system standardization and mass production.
Such a revolution took place in absence of any Such a revolution took place in absence of any universally accepted management principles.universally accepted management principles.
Only after early 1900s, the initial steps were taken towards developing management theories.
March 11, 2015 25
2. Evolution of Management Approaches2. Evolution of Management Approaches
March 11, 2015 26
The scholars happen to agree on as many as four four distinctive approaches to assess the evolution of management as a universal discipline.
1.1.Classical approachesClassical approaches
2.2.Quantitative approachesQuantitative approaches
3.3.Behavioral approachesBehavioral approaches
4.4.Contemporary approachesContemporary approaches
March 11, 2015 27
1. Mr Vivek, follow the same pattern and revise the remaining slides accordingly and email me ASAP.
2. I am sorry to tell you that I am not convinced to consider it to circulate among the graduates at this level of purity. Please make it good enough, ok. And I am sure you can do it…
3. Please make sure the content does not only look impressive in presentation, but also has good scope for the students to learn from it.
4.4. While talking about the approaches, discuss the While talking about the approaches, discuss the contributor, key emphasis, merits and demerits contributor, key emphasis, merits and demerits of each approach and also talk with example the of each approach and also talk with example the present day relevance of such approaches. present day relevance of such approaches.
1. Classical approach
The first studies of management, which emphasized rationality and making organizations and workers as efficient as possible
A. Scientific management• Born in 1911 when Frederick Winslow
Taylor’s ‘Principles of Scientific Management’ was published
March 11, 2015 28
Contd…
• FW Taylor was the father of scientific management
• Its contents were widely embraced by managers around the world
• book described theory of scientific management: use of scientific methods to define “one best way for a job to be done”
March 11, 2015 29
B. General Administrative Theory (GAT)• An approach to management that focuses on
describing what managers do and what constitutes good management practice
• Two most prominent individuals behind GAT: Henri Fayol and Max Weber
• Henri Fayol: first identified five managerial functions: planning, organizing, commanding, coordinating and controlling
March 11, 2015 30
Contd…
• Max Weber: A German sociologist, developed a theory of authority structures and relations based on an ideal type of organization he called a bureaucracy
• Bureaucracy: a form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations and impersonal relationships, see exhibit 2-4, page nu. 29, basic text book
March 11, 2015 31
2. Quantitative approach (QA)
• QA or management science is the use of quantitative techniques to improve decision making
• evolved from mathematical and statistical solutions developed for military problems during World War II
• After the war was over many of these techniques used for military problems were applied to business
March 11, 2015 32
Contd…• one group of military officers, nick named the
Whiz Kids, joined Ford Motor Company in mid 1940s and immediately began using statistical methods and quantitative models to improve decision making
• QA???
- Involves applying statistics, optimization models, information models, computer simulations and other quantitative techniques to management activities
March 11, 2015 33
3. Behavioral Approach
A. EARLY ADVOCATES OF ORGANIZATIONAL BEHAVIOR (OB)
B. HAWTHRONE STUDIES
C. ORGANIZATIONAL BEHAVIOR
March 11, 2015 34
A. EARLY ADVOCATES OF ORGANIZATIONAL BEHAVIOR
• OB: field of study that researches the actions (behavior) of people at work
• Four stand out as early advocates of the OB approach: Robert Owen, Hugo Munsterberg, Mary Parker Follett and Chester Barnard
• Though their contributions were varied and distinct, all believed that people were the most important asset of the organization and should be managed accordingly
March 11, 2015 35
B.HAWTHRONE STUDIES
• Most important question to the field of OB came out of the Hawthorne studies
• It is a series of studies conducted at the Western Electric Company, Cicero, Illinois
• These studies, started in 1924, were initially designed by Western Electric industrial engineers as a scientific management experiment
March 11, 2015 36
Contd…• wanted to examine the effect of various
lighting levels on worker productivity• experimental group (exposed to various
lighting intensities) and control group ( under a constant intensity)
• individual output in the experimental group would be directly related to the intensity of light……….
• read about its final conclusion and Elton Mayo’s work
March 11, 2015 37
4. Contemporary approach
• Two contemporary management perspectives- systems and contingency
Systems Theory• A basic theory in physical science but never
been applied to organized human efforts• A system is a set of interrelated and
interdependent parts arranged in a manner that produces a unified whole
March 11, 2015 38
• Two basic types: Closed and open systems • Closed: systems that are not influenced by
and do not interact with their environment• Open: systems that interact with their
environment• Today when we describe organizations as
systems, we mean open systems, see exhibit 2-7, page nu. 36, basic text book (organization as an open system)
March 11, 2015 39
Contd…
Contingency approach: or situational approach which says that organizations are different, face different situations (contingencies), and require different ways of managing
• a good way to describe contingency is “ if……then………..”
• This approach is intuitively logical because organizations and even units within the same organization differ
March 11, 2015 40