Introduction to Management LECTURE 31: Introduction to Management MGT 101 1.
introduction to management
-
Upload
shabir-hunzai -
Category
Education
-
view
48 -
download
0
description
Transcript of introduction to management
![Page 1: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/1.jpg)
History and Evolution Of Management Thought
CHAPTER-2
![Page 2: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/2.jpg)
Objectives of The Chapter
To Understand Early Approaches to management Classical Approach Behavioral Approach Quantitative Approach Modern Approaches to management Emerging approaches in management thought.
![Page 3: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/3.jpg)
Introduction
Both theory and history are indispensable tools for managing contemporary organizations.
A theory is a conceptual framework for organizing knowledge that provides a blueprint for various courses of action.
![Page 4: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/4.jpg)
MAJOR CLASSIFICATION OF MANAGEMENT APPROACHES
CLASSICAL APPROACH
SCIENTIFIC MANAGEMENT
BUREAUCRATIC MANAGEMENT
ADMINISTRATIVE MANAGEMENT
BEHAVIORAL APPROACH
HAWTHORNE STUDIES
MASLOW’S NEED HIERARCHY
THEORY X AND THEORY Y
QUANTITATIVE APPROACH
MANAGEMENT SCIENCE
OPERATIONS MANAGEMENT
MANAGEMENT INFORMATION SYSTEM
MODERN APPROACH
THE SYSTEMS THEORY
CONTINGENCY THEORY
EMERGING APPROACHES
![Page 5: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/5.jpg)
Classical Approach
Forms the foundation for the field of management
The schools for management thoughts are: Scientific Management
Administrative Theory
Bureaucratic Management
![Page 6: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/6.jpg)
CLASSICAL APPROACH
1. SCIENTIFIC MANAGEMENT-F.W. TAYLOR• Piece rate incentive system• Time and motion study• Gantt scheduling chart-Henry Laurence Gantt2. ADMINISTRATIVE THEORY- HENRY FAYOL• Technical• Commercial• Financial• Security• Accounting• managerial
![Page 7: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/7.jpg)
CLASSICAL APPROACH
3. BUREAUCRATIC MANAGEMENT- MAX WEBER
• Work specialization and division of labor• Abstract rules and regulations• Impersonality of managers• Hierarchy of organization structure
![Page 8: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/8.jpg)
Frederick Winslow Taylor
“Father of scientific management”(1878)
Two major managerial practices:
Piece-rate incentive system
Time-and-motion study
![Page 9: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/9.jpg)
Frank and Lillian Gillbreth 1868-1924
Motion study involves finding out the best sequence and minimum number of motions needed to complete a task.
Explore new ways for eliminating unnecessary motions and reducing work fatigue.
![Page 10: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/10.jpg)
HENRY L.GANTT(1861-1919)
Well known for Task – and - bonus system -The Gantt chart
If the worker completed the work fast, i.e., in less than the standard time, he received a bonus.
It is a Simple chart that compares actual and planned performances.
![Page 11: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/11.jpg)
Administrative Theory:
It focused on principles that could be used by managers to coordinate the internal activities of organizations.
Henri Fayol (1841-1925)
![Page 12: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/12.jpg)
Henri Fayol (1841-1925)
Fourteen principles: Division of work Authority and responsibility Discipline Unity of command Unity of direction Subordination of the
individual interest to the general interest
Remuneration Centralization: Scalar chain Order Equity Stability Initiative Espirit de corps
(team spirit)
![Page 13: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/13.jpg)
Bureaucratic Management
Weber (1864-1920)
Characteristics of Weber’s ideal Bureaucracy:
Work specification and division of labor
Abstract rules and regulations:
Impersonality of managers:
Hierarchy of organization structure:
![Page 14: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/14.jpg)
Behavioral Approach
The behavioral approach to management
emphasized individual attitudes and
behaviors and group processes, and
recognized the significance of behavioral
process in the workplace.
![Page 15: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/15.jpg)
HAWTHORNE STUDIES
• Illumination studies
• Relay assembly room study
• Bank wiring room study
![Page 16: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/16.jpg)
Illumination Studies
• Illumination studies constituted the first set of experiments and took place between 1924 and 1927
• Experiment -Lighting was decreased
• Result-The researches concluded that factors other than lighting were at work
![Page 17: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/17.jpg)
Experiment
• The first study was conducted by a group of engineers seeking to determine the relationship of lighting levels to worker productivity. Surprisingly enough, they discovered that worker productivity increased as the lighting levels decreased
![Page 18: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/18.jpg)
The Relay Assembly Room study
• A few years later, a second group of experiments began. Harvard researchers Mayo and F. J. Roethlisberger supervised a group of five women in a bank wiring room. They gave the women special privileges, such as the right to leave their workstations without permission, take rest periods, enjoy free lunches, and have variations in pay levels and workdays. This experiment also resulted in significantly increased rates of productivity.
![Page 19: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/19.jpg)
The Bank Wiring Room Study
• For this study a group of 14men who wired telephone banks was observed in a standard shop condition
• An observer was stationed in the room with instructions to take continuous note’s on the workers actions .
• The observer were not allowed to give orders or to get involved in conversations with the workers .
![Page 20: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/20.jpg)
Abraham Maslow
His theory rested on these assumptions.
Physiological needs;
Safety or security needs
Belongingness or social needs;
Esteem or status needs
Self actualization or self-fulfillment needs.
![Page 21: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/21.jpg)
Maslow’s Need Hierarchy
Self actualization needs
Esteem needs
Social needs
Safety needs
Physiological needs
![Page 22: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/22.jpg)
Douglas Mcgregor
Theory X Theory Y
Most People dislike work
Work is a natural activity like play.
Most People must be coerced and threatened before they work.
People are capable of self direction and self control
Most people prefer to be directed. They avoid responsibility and have little ambition.
People become committed to organizational objectives if they are rewarded in doing so.
![Page 23: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/23.jpg)
Quantitative Approach It includes the application of statistics,
optimization models, information models and computer simulations. More specifically, this approach focuses on achieving organizational effectiveness.
Three main branches: Management Science
Operations Management and
Management Information Systems.
![Page 24: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/24.jpg)
Management Science
It stresses the use of mathematical
models and statistical methods for
decision-making.
Another name is the Operations
Research.
![Page 25: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/25.jpg)
Operations Management
It deals with the effective management of
the production process and the timely
delivery of an organization’s products and
services.
![Page 26: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/26.jpg)
Management Information Systems
Management information systems
focuses on designing and
implementing computer-based
information systems for business
organizations.
![Page 27: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/27.jpg)
Modern Approaches to Management
Systems Theory
Contingency Theory
![Page 28: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/28.jpg)
Systems Theory
Resources
Labor Materials Capital Machinery Information
Managerial and Technological Abilities Planning Organizing Staffing Leading Controlling Technology
Goods Services Profits and
losses Employee satisfaction
Inputs Transformation process Outputs
Feedback
![Page 29: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/29.jpg)
Contingency Theory
Systems ViewpointHow the parts fits together •Individual •Group•Organization •environment
Behavioral ViewpointHow managers influence
others•Interpersonal Roles •Informational Roles
•Decisional Roles
Traditional viewpointWhat managers do•Plan •Organize•Lead• Control
Contingency Viewpoint
Managers’ use of other view points to solve problems
•External environment
•Technology
•Individuals
![Page 30: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/30.jpg)
Emerging Approaches In Management Thought
William Ouchi, outlined new theory called Theory Z.
It is the blend of positive aspects of both American and Japanese management styles.
Quality Management is a management approach that directs the efforts of management towards bringing about continuous improvement in product and service quality to achieve higher levels of customer satisfaction and build customer loyalty.
![Page 31: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/31.jpg)
Now you are familiar with• Different classification of management
approaches
• A few theorists and theories
• Early Approaches to Management
• Classical Approach
• Behavioral Approach
• Quantitative Approach
• Modern Approaches to management
• Emerging approaches in management thought.
![Page 32: introduction to management](https://reader035.fdocuments.in/reader035/viewer/2022062709/5590d4431a28ab65148b4676/html5/thumbnails/32.jpg)
Thank you!!!