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Introduction to the management

Management

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Introduction to the management

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  1. The World of Innovative Management Sciences By Prof.& Lawyer P. Guru Prasad M.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD) at JNTUK., Senior Faculty for Management Sciences, Vasireddy Venkatadri Institute of Technology, Nambur – Guntur. My Blog: puttuguru.blogspot.in.

  2. 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.

  3. 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.)

  4. The Four Functions of Management PlanningSelect goals & ways to attain them Controlling Monitor activities & make corrections Organizing Assign responsibility for tasks Leading Use influence to motivate

  5. MANAGEMENT LEVELS AND TIME SPENT ON FUNCTIONS Plan. Organ. Lead. Control. Top 28% 36% 22% 14% Middle 18% 33% 36% 13% Lower 15% 24% 51% 10%

  6. 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.

  7. What Is It Like to Be a Manager? Managerial Activities - Long hours - Most time spent in oral communication - Characterized by variety, fragmentation, and brevity - Fast paced and require a high energy level to be successful Managers give up the right to: - Be one of the gang - Put your self-interest first - Ask others to do things you wouldn’t do - Vent your frustrations - Resist change

  8. 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

  9. Informational Roles to develop and maintain information network The monitorseeks current information from many sources. The disseminatortransmits 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.

  10. Interpersonal Roles pertain to relationships with others The figureheadengages in ceremonial activities The leadermotivates, communicates, and influences subordinates. The liaison develops relationships outside his/her unit both inside and outside the organization.

  11. Decisional Roles tomake choices requiring conceptual & human skills. The entrepreneur initiates change. The resource allocatorallocates resources to achieve outcomes. The negotiator bargains for his/her unit. The disturbance handler resolves conflicts.

  12. How Do You Learn to Manage? 50% from job experience 30% from other persons 20% from education & training (Based on study of successful managers at Honeywell)

  13. 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

  14. Some Types of Changes Impacting Organizations: • Products • Technologies • Markets • Speed Requirements • Management Techniques

  15. 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. • Out of all the “barbarian” leaders of the late Roman era, Attila’s name is the only one most people actually remember. • Henry Towne: Yale & Towne Manufacturing Co.Towne was one of the first engineers to see management as a new social role for engineers and that the development of management techniques was important for the development of the engineering profession. He laid out his ideas about the management role for the engineer in his "The Engineer as Economist."

  16. Classical Perspective Emphasized a rational, scientificapproach 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

  17. Scientific Management • Develop a standard method for performing each job • Select appropriate workers • Train workers in standard method • Plan work and eliminate interruptions • Provide incentives for increased output.

  18. Bureaucratic Organizations • Clearly defined authority and responsibility • Set procedures for each situation • Goals of fairness and efficiency • Separation of management and ownership • i.e., run by professional mgrs.

  19. 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 organization’s mission • Relatively High in Bureaucracy: • United Parcel Service • U.S. Postal Service • Relatively Low in Bureaucracy: • Hewlett-Packard • Disney Studios

  20. Administrative Management - Henri Fayol • 14 Principles Unity of command Division of work Unity of direction Scalar chain-of-command Authority=Responsibility (etc.) • Five basic management functions Planning Organizing Commanding Coordinating Controlling

  21. Humanistic Perspective Emphasizes enlightened treatment of workers and power sharing between managers and employees. Emphasized satisfaction of employees’ social/psychological needs as the key to increased worker productivity. Supported by Hawthorne Studies

  22. The Hawthorne Studies • “Social Man” • Methodological Problems, but Profound Influence on Management Thought • “Hawthorne Effect” • Interviewing Techniques

  23. The Human Resources Perspective • Jobs should be designed to allow workers to use their full potential • Abraham Maslow’s Hierarchy of Needs (Ch. 12) • Douglas McGregor’s Theory X vs. Theory Y (comparison of Classical Mgmt to Human Resources)

  24. 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.

  25. 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

  26. Behavioral Sciences Approach = Applied Social Sciences Study of human behavior in organizations Draws on Disciplines of: Economics Psychology Sociology Communication Anthropology

  27. Management Science Perspective Involves Mathematics, Computers Examples: Forecasting Inventory control Scheduling Break-even analysis

  28. Contemporary Approaches • Systems Theory • How the parts fit together (“Synergy” is a key concept) • How the org. interacts with its environment • Understanding systems requires Conceptual Skills • Contingency View • Integrates many of the other viewpoints • “No one best way to manage - the best way depends on the situation”

  29. Contemporary Management Practices Emphasizes Continuous Improvement in all Organizational Processes • Total Quality Management • Operations Management • Functional Management • Project Management • Strategic Management • Just – In – Time (JIT)

  30. Professor & Lawyer Puttu Guru Prasad Visit My Blog: Puttuguru.blogspot.in Prof.& Lawyer P. Guru Prasad M.B.A., M.Com., M.Phil., L.L.B., ICFAI CMF., PGDFTM., (PhD) at JNTUK., Senior Faculty for Management Sciences, Vasireddy Venkatadri Institute of Technology, Nambur – Guntur. My Blog: puttuguru.blogspot.in. CSE 4/2, Management Science, JNTUK University, VVIT, NAMBUR

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