M0DULE 1

PETER DRUCKER

MANAGEMENT GURU

MANAGEMENT THE ART OF GETTING THINGS DONE THROUGH AND WITH PEOPLE.

 REFERS TO THE TASKS AND Management ACTIVITIES INVOLVED IN DIRECTING AN ORGANIZATION OR ONE OF ITS UNITS: PLANNING, ORGANIZING, LEADING, AND CONTROLLING.

THE PROCESS OF REACHING ORGANIZATIONAL GOALS BY WORKING WITH AND THROUGH PEOPLE AND OTHER ORGANIZATIONAL RESOURCES.

- People responsible for directing the efforts aimed at helping organizations achieve their goals.
A PERSON WHO PLANS, ORGANIZES, DIRECTS AND CONTROLS THE ALLOCATION OF HUMAN, MATERIAL, FINANCIAL, AND INFORMATION RESOURCES IN PURSUIT OF THE ORGANIZATIONS GOALS.

MANAGERIAL COMPETENCIES?
COMPETENCY A COMBINATION OF KNOWLEDGE, SKILLS, BEHAVIORS, AND ATTITUDES THAT CONTRIBUTE TO PERSONAL EFFECTIVENESS

MANAGERIAL COMPETENCIES SETS OF KNOWLEDGE, SKILL, BEHAVIORS, AND ATTITUDES THAT A PERSON NEEDS TO BE EFFECTIVE IN A WIDE RANGE OF POSITIONS AND VARIOUS TYPES OF ORGANIZATIONS

A MODEL OF MANAGERIAL COMPETENCIES

(adapted from Figure 1.1)
COMMUNICATION COMPETENCY
TEAMWORK COMPETENCY MANAGERIAL EFFECTIVENESS GLOBAL AWARENESS COMPETENCY
SELF-MANAGEMENT COMPETENCY

PLANNING AND ADMINISTRATION COMPETENCY

STRATEGIC ACTION COMPETENCY

MANAGEMENT CONCEPTS
ORGANIZATION TWO OR MORE PEOPLE WHO WORK TOGETHER IN A STRUCTURED WAY TO ACHIEVE A SPECIFIC GOAL OR SET OF GOALS. GOALS PURPOSE THAT AN ORGANIZATION STRIVES TO ACHIEVE; ORGANIZATIONS OFTEN HAVE MORE THAN ONE GOALS, GOALS ARE FUNDAMENTAL ELEMENTS OF ORGANIZATION. THE ROLE OF MANAGEMENT TO GUIDE THE ORGANIZATIONS TOWARDS GOAL ACCOMPLISHMENT

BASIC MANAGERIAL FUNCTIONS

(adapted from Figure 1.2)

ORGANIZING

PLANNING

LEADING

CONTROLLING

MANAGEMENT PROCESS AND GOAL ATTAINMENT

MANAGEMENT AND ORGANIZATIONAL RESOURCES

P-PLANNING. O-ORGANISING. D-DIRECTING. S-STAFFING. C-CONTROL O-ORDER. R-REPORTING. B-BUDGETING

Planning involves tasks that must be performed to attain organizational goals, outlining how the tasks must be performed, and indicating when they should be performed.

PLANNING
DETERMINING ORGANIZATIONAL GOALS AND MEANS TO REACH THEM MANAGERS PLAN FOR THREE REASONS

1. ESTABLISH AN OVERALL DIRECTION FOR THE ORGANIZATIONS FUTURE

2. IDENTIFY AND COMMIT RESOURCES TO ACHIEVING GOALS

3. DECIDE WHICH TASKS MUST BE DONE TO REACH THOSE GOALS
DECIDING WHERE YOU ARE, WHERE DO U WANT TO GO AND HOW TO GET THERE

Organizing means assigning the planned tasks to various individuals or groups within the organization and cresting a mechanism to put plans into action.

ORGANIZING
PROCESS OF DECIDING WHERE DECISIONS WILL BE MADE, WHO WILL PERFORM WHAT JOBS AND TASKS, AND WHO WILL REPORT TO WHOM IN THE COMPANY INCLUDES CREATING DEPARTMENTS AND JOB DESCRIPTIONS

Leading (Influencing) means guiding the activities of the organization members in appropriate directions. Objective is to improve productivity.

 SHOWING THE RIGHT WAY GETTING OTHERS TO PERFORM THE NECESSARY TASKS BY MOTIVATING THEM TO ACHIEVE THE ORGANIZATIONS GOALS CRUCIAL ELEMENT IN ALL FUNCTIONS

CHOOSING THE PERSON FOR THE RIGHT JOB.

STAFFING

1. Gather information that measures recent performance 2. Compare present performance to pre-established standards 3. Determine modifications to meet pre-established standards

CONTROLLING
PROCESS BY WHICH A PERSON, GROUP, OR ORGANIZATION CONSCIOUSLY MONITORS PERFORMANCE AND TAKES CORRECTIVE ACTION.

STAGES IN CONTROLLING

SETTING STANDARDS OR BENCHMARKS MEASUREMENT OF ACTUAL PERFORMANCE WITH PRESET SRANDARDS. CHECKING FOR DEVIATIONS. CORRECTIVE ACTION.

ONGOING PRECESS.

ORDER DOING THINGS IN THE RIGHT SEQUENCE. DISCIPLINE

REPORTING
ALSO KNOWN AS FEEBBACK THIS ENSURES THAT INSTRUCTIONS HAVE BEEN UNDERSTOOD CORRECTLY. ITS ALSO AN EFFECTIVE CONTROL TOOL

BUDGETING STUDY OF REVENUE AND EXPENDITURE.

ORGANOGARM/ PLANOGRAM

 THIS STRUCTURE DEPICTS THE HIERARCHY OF THE ORGANISATION.

WHAT IS AN ORGANIZATION?
A formal and coordinated group of people who function to achieve particular goals These goals cannot be achieved by individuals acting alone

CHARACTERISTICS OF AN ORGANIZATION
AN ORGANIZATION HAS A STRUCTURE.

AN ORGANIZATION CONSISTS OF A GROUP OF PEOPLE STRIVING TO REACH GOALS THAT INDIVIDUALS ACTING ALONE COULD NOT ACHIEVE.

BASIC LEVELS OF MANAGEMENT

(adapted from Figure 1.3)

Top Managers Middle Managers First-Line Managers Nonmanagers

HENRI FAYOLS 14 PRINCIPLES OF MANAGEMENT

1. DIVISION OF WORK
SPECIALIZATION ALLOWS THE INDIVIDUAL TO BUILD UP EXPERIENCE, AND TO CONTINUOUSLY IMPROVE HIS SKILLS. THEREBY HE CAN BE MORE PRODUCTIVE.

2. AUTHORITY AND RESPONSIBILITY

THE RIGHT TO ISSUE COMMANDS, ALONG WITH WHICH MUST GO THE BALANCED RESPONSIBILITY FOR ITS FUNCTION.

3. DISCIPLINE
EMPLOYEES MUST OBEY, BUT THIS IS TWO-SIDED EMPLOYEES WILL ONLY OBEY ORDERS IF MANAGEMENT PLAY THEIR PART BY PROVIDING GOOD LEADERSHIP.

4. UNITY OF COMMAND
EACH WORKER SHOULD HAVE ONLY ONE BOSS WITH NO OTHER CONFLICTING LINES OF COMMAND. AVOIDS CONFUSION AND OVERLAPPING OF JOBS

5. UNITY OF DIRECTION
SYNCHRONISATION BETWEEN INDIVIDUAL OBJECTIVES, DEPARTMENTAL OBJECTIVES AND THE ORGANISATIONAL OBJECTIVES

6. SUBORDINATION OF INDIVIDUAL INTEREST

MANAGEMENT MUST SEE THAT THE GOALS OF THE FIRMS ARE ALWAYS PARAMOUNT.

7. REMUNERATION
PEOPLE SHOULD BE PAYED ACCORDING TO THEIR SKILL LEVEL. INPUT AND OUTPUT LEVEL SHOULD BE JUSTIFIED

8. CENTRALIZATION (OR DECENTRALIZATION)

REFERS TO THE AMOUNT OF CONTROL OR POWER CENTRALIZATION IMPLIES THAT THE POWERS ARE CONCENTRATED IN THE HAND OF ONE PERSON. DECENTRALIZATION IMPLIES THAT THE POWERS ARE DELEGATED WITH THE NECESSARY AUTHORITY.

9. SCALAR CHAIN (LINE OF AUTHORITY)

A HIERARCHY IS NECESSARY FOR UNITY OF DIRECTION. SCALAR CHAIN REFERS TO THE NUMBER OF LEVELS IN THE HIERARCHY FROM THE ULTIMATE AUTHORITY TO THE LOWEST LEVEL IN THE ORGANIZATION. IT HELPS TO CLEARLY DEFINES THE ROLES AND RESPONSIBILITIES OF EACH INDIVIDUAL.

10. ORDER
IMPLIES DOING THINGS IN A CERTAIN SEQUENCE. HELPS TO AVOID WASTAGE OF MATERIALS AND TIME.

11. EQUITY
TREATING EMPLOYEES FAIRLY IRRESPECTIVE OF GENDER, CASTE, CREED OR COLOR. SHOWING COMPASSION TO ALL. EMPLOYING THE CONCEPT OF DIGNITY OF LABOUR.

12. STABILITY OF TENURE OF PERSONNEL

THIS REFERS TO THE FEELING OF SECURITY AMONG EMPLOYEES. INCREASES THE COMMITMENT AND LOYALTY. REDUCES ATTRITION LEVEL.

13. INITIATIVE
ENCOURAGING THE EMPLOYEES TO EXPRESS THEIR INNOVATIVENESS AND CREATIVITY. REWARDING THEM ACCORDINGLY.

14. ESPRIT DE CORPS

THIS MEANS UNITY IS STRENGTH. AN ORGANISATION CULTURE MUST BE CREATED WHEREIN THE EMPLOYEES MUST MADE TO FEEL AS PART OF ONE FAMILY.

SCIENTIFIC MANAGEMENT
FREDERICK W. TAYLOR
THE FATHER OF SCIENTIFIC MANAGEMENT THE 1ST EFFICIENCY EXPERT.

A PHILOSOPHY AND SET OF MANAGEMENT PRACTICES THAT ARE BASED ON FACT AND OBSERVATION, NOT ON GUESSWORK

SCIENTIFIC MANAGEMENT
BELIEVED INCREASED PRODUCTIVITY DEPENDED ON FINDING WAYS TO MAKE WORKERS MORE EFFICIENT USED TIME-AND-MOTION STUDIES TO ANALYZE WORK FLOWS, SUPERVISORY TECHNIQUES, AND WORKER FATIGUE USED FUNCTIONAL FOREMANSHIP, A DIVISION OF LABOR THAT ASSIGNED EIGHT FOREMEN TO EACH WORK AREA ASSUMED WORKERS MOTIVATED BY MONEY

BEHAVIOUR REACTION OR RESPONSE TO A STIMULI

ORGANISATION BEHAVIOUR
ORGANISATION BEHAVIOUR IS CONCERNED WITH THE STUDY OF WHAT PEOPLE DO IN AN ORGANISATION AND HOW THAT BEHAVIOUR AFFECTS THE PERFORMANCE OF THE ORGANISATION.

 A FIELD OF STUDY THAT INVESTIGATES THE IMPACT Organizational Behaviour THAT INDIVIDUALS, GROUPS AND STRUCTURE HAVE ON BEHAVIOUR WITHIN ORGANIZATIONS FOR THE PURPOSE OF APPLYING SUCH KNOWLEDGE TOWARD IMPROVING AN ORGANIZATIONS EFFECTIVENESS.

FUNDAMENTAL CONCEPTS OF OB
EVERY INDIVIDUAL IS UNIQUE AND DIFFERENT. INDIVIDUALS ARE A COMPLEX WHOLE. BEHAVIOUR IS ALWAYS CAUSED. CONCEPT OF HUMAN DIGNITY. PRINCIPLE OF EMPATHY. QUID PRO QUO. INDIVIDUAL IS IQ+EQ+SQ+PQ

 CONTRIBUTING DISCIPLINES TO THE OB FIELD

PSYCHOLOGY
THE SCIENCE THAT SEEKS TO MEASURE, EXPLAIN, AND SOMETIMES CHANGE THE BEHAVIOR OF HUMANS AND OTHER ANIMALS

SOCIOLOGY
THE STUDY OF PEOPLE IN RELATION TO THEIR FELLOW HUMAN BEINGS

beings

SOCIAL PSYCHOLOGY
AN AREA WITHIN PSYCHOLOGY THAT BLENDS CONCEPTS FROM PSYCHOLOGY AND SOCIOLOGY AND THAT FOCUSES ON THE INFLUENCE OF PEOPLE ON ONE ANOTHER

ANTHROPOLOGY
THE STUDY OF EVOLUTION OF HUMAN CULTURE

IMPORTANCE OF OB
TO UNDERSTAND OTHERS BETTER. TO UNDERSTAND ONESELF BETTER. TO UNDERSTAND THE IMPORTANCE OF TEAM WORK. TO INCULCATE PEOPLE SKILLS.

SHORTCOMINGS
VERY HYPED UP. DOES NOT GUARANTEE SUCCESS

APPROACHES TO OB

HR APPROACH
HERE FOCUS IS ON THE EMPLOYEE. MOTIVATIONAL TOOLS IS EMPHASIZED ON.

CONTINGENCY APPROACH
ALSO KNOWN AS SITUATIONAL APPROACH. FOCUS ON CREATING BACK UP PLANS FOR EVERY SITUATION.

PRODUCTIVITY APPROACH
FOCUS ON OPTIMISING THE 4 FACTORS OF PRODUCTION. LAND LABOUR CAPITAL ENTREPRENEURSHIP.

SYSTEMS APPROACH
LOOKS AT EXAMINING ALL ELEMENTS IN THE ORGANIZATION. INTEGRATION AND SYNERGIZING INTO A WHOLISTIC CONCEPT.

OB MODEL