Intro To MNGT

Issue # 1
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved - Edited by Dr. Naseer Khan
Principles of Management / BSG 201
Introduction to Principles
and Functions of
Management

(Text Book Chapters 1 & 2)

1
Issue # 1

Management:
Meaning, Principles and
Functions of Management.

Different Schools of
Management and
Management Thought.

2
Issue # 1
3
Effectiveness
Efficiency
Getting work
done through
others
Issue # 1
4
Issue # 1
5
Develop a science for each element of a mans work,
which replaces the old rule-of-thumb method.

Scientifically select and then train, teach, and
develop the workmen.

Cooperate with the men to insure all work is done in
accordance with the principles of the science.
There is almost equal division of the work and the
responsibility between management and workmen.
Issue # 1
6

Time Study
Timing how long it takes good workers
to complete each part of their jobs.

Motion Study
Breaking each task into its separate
motions and then eliminating those that
are unnecessary or repetitive.

Issue # 1
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1. Division of Work: allows for job specialization. Work
should be divided among individuals and groups.
2. Authority and Responsibility: Authority right to
give orders. Responsibility involves being answerable
Whoever assumes authority assumes responsibility
3. Discipline: Common efforts of workers. Penalties
4. Unity of Command: Employees should have only
one boss.
5. Unity of Direction: A single plan of action to guide
the organization.
6. Subordination of individual interests to the
general interests of organization

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7. Remuneration: An equitable uniform payment
system that motivates and contribute to success.
8. Centralization: The degree to which authority rests
at the top of the organization.
9. Scalar Chain: Chain like authority scale.
10. Order: The arrangement of employees where they
will be of the most value to the organization.
11. Equity: The provision of justice and fair dealing
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de corps: Harmony, general good feeling
among employees
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Defining goals,
establishing
strategy and
developing sub
plans to choose
alternatives and
coordinate activities
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11
Deciding where
decisions will be made

Who will do what jobs
and tasks

Who will work for
whom
Issue # 1
12
Motivating
Inspiring
Leading
Issue # 1
13
Monitoring
progress towards
goal achievement
and taking
corrective action
when needed
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14
Middle managers
Areas of Management
Levels of Management
First-line managers
Top managers
Issue # 1
15
Creating a context for change
Developing commitment
and ownership in employees
Creating a positive organizational
culture through language and action
Monitoring their business environments
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Coordinate and link groups,
departments, and divisions

Monitor and manage the performance
of subunits and managers who report to them
Implement changes or strategies
generated by top managers
Plan and allocate resources to meet objectives
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17
Manage the performance of
entry-level employees

Encourage, monitor, and reward
the performance of workers

Teach entry-level employees how to do
their jobs
Make detailed schedules and operating
plans
Issue # 1
18
H. Mintzberg, The Managers Job: Folklore and Fact:. Harvard Business Review, July-August 1975.
Adapted from Exhibit 1.4
Interpersonal Informational Decisional
Figurehead

Leader

Liaison
Monitor

Disseminator

Spokesperson
Entrepreneur

Disturbance
Handler

Resource
Allocator

Negotiator
Issue # 1
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Technical Skills

Human Skills

Conceptual Skills

Motivation to
Manage

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Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.
Ethics
MANAGER
E-Business
Globalization
Diversity
Customers
Innovation
Knowledge
Management
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21
Traditional
Viewpoint
Behavioral
Viewpoint
Systems
Viewpoint
Contingency
Viewpoint
Quality
Viewpoint
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990
2000
Issue # 1
22
Goals:
Efficiency
Consistency
Administrative
Management

Bureaucratic
Management

Scientific
Management
Issue # 1
23
Rulesformal guidelines for the behavior of
employees on the job
Impersonalityemployees are evaluated
according to rules and objective data
Division of Laborsplitting work into
specialized positions
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Fourteen
Principles of
Management
given by
Henry Fayol
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Focuses on dealing effectively with the
human aspects of organizations
Started in the 1930s
Emphasis on working conditions
Workers wanted respect
Workers formed unions to bargain
with management
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Problem or Situation
Solution or
Action B
Solution or
Action A
Solution or
Action C
Important
Contingencies
Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company.
Issue # 1
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Lower Costs
and Higher
Market Share
Positive
Company
Image
Decreased
Product Liability
Quality
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1. Work is an act of Worship

2. Work as Trust Amana
3. Discipline

4. Reliance on Own Self

5. Proper placement depending upon Skills & Talent

6. Fairness and Proper Treatment of Employees

7. Quality Itqan

8. Consultative and decision making skills Shura

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