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10 man=48000 \pins 1 man= 10 pins\day

Scientific Management
 Fredrick Winslow Taylor y The father of scientific management y Introduced one best way for each job to be done.

Taylors Five Principles of Management

 Develop a science for each element of an individuals work,

which will replace the old rule-of-thumb method.  Scientifically select and then train, teach, and develop the worker.  Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.  Divide work and responsibility almost equally between management and workers.  Management takes over all work for which it is better fitted than the workers.

FRANK AND LILLIAN GLILLBRETH



Gilbreth used motion pictures to study hand and body motions.

 Invented MICROCHRONOMETER, which

recoded a worker motion and amount of time spent doing each motion.
 He also devised a classification scheme to

label 17 basic hand motion which they called therbligs.

GENRAL ADMINISTRATIVE THEORISTS

 The two prominent theorists behind general

administrative approach 1-HENRI FAYOL

 He was described the management as a universal

set of function that include planning, organizing, commanding, coordinating and controlling

FAYOLS PRINCIPLES OF MANAGEMENT

ESPRIT N OF AUTHO DE WORK RITY CORPS

INITIAT IVE DICIPLI NE

DIVISIO

UNITY STABILI OF COMM TY FAYOL S AND PRINCIPLE OF UNITY MANAGEMEN OF T EQUITY DIRECT ION INDIVIDU ALORDER GENERAL REMUN INTEREST SCALAR CHAIN CENTR ERATIO ALIZATI N ON

MAX WEBER
 He was a German Sociologist who studied

organizational activity and he developed a theory of authority structures relations.

 He described an ideal type of organization which was

called Bureaucracy :
 It characterized division of labor  Clearly defined hierarchy.  Detailed rules and regulations.  Impersonal skills.

SIMPLEROUTINE-WELL DEFINED TASKS

MANAGER S NOT OWNERS

DIVISION OF LABOUR
CAREER ORIENTATI ON

POSITION ORGANIZ ED-CLEAR CHAIN OF COMMAN DS

BWEBER S UREAUCRACY

AUTHORITY HIERARCHY

IMPERSONALITY

UNIFORM APPLICATION S

FORMAL RULES AND REGULATION S WRITTEN RULESSTANDARD OP PROCEDURES

FORMAL SELECTION

SELECTI ON ON TECHNIC AL QUALIFI CATION

Quantitative Approach in Management

This approach is also known as operation research or management science Originate during world war II It focuses on the efficiency of decision making by the use of quantitative techniques. Quantitative techniques involves use of mathematical and statistical tools. Now a days computational tools like information models,computer simulation are also used.

Application in modern time

Quality Management Budgeting Risk Management Logistics

Organization Behavior(O.B)
Organizational Behavior is the study of individuals and their behavior within the context of the organization in a workplace.
Behavior of an include sociology, psychology, communication and management.

The Hawthorne Studies

Aim:To examine the effect of various illumination levels on worker productivity Steps:Experimental & Control groups are created for experiment. Experimental groups are exposed to different light intensity while control group are kept under constant light intensity

Result:Illumination intensity doesnt effect group productivity.

Experiment by Elton Mayo

Its aim was to evaluate the effect of a group piecework incentive pay system on group productivity. Result shows that incentive plan had less effect on a workers output or money is not important in determining output. It concluded that social norms or group standards were the key determinants of individual work behavior.

The Systems Approach

y System Defined
A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

y Basic Types of Systems

Closed systems
Are not influenced by and do not interact with their environment (all system input and output is internal). Open systems Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments.

Contd....
y Chester Barnard 1938 The Functions of the

Executive. y Cooperation and responsible leadership important y A social systems approach, concentrating on major elements of a managers job

The Organization as a System

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Systems Management Theory

Systems School
The theory that an organization comprises various parts that must perform tasks necessary for the survival and proper functioning of the system

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Contingency Approach
Contingency School
A theory based on the premise that managers preferred actions or approaches depend on the variables of the situation they face

y There is no one universally applicable set of

management principles (rules) by which to manage organizations. y Organizations are individually different, face different situations (contingency variables), and require different ways of managing.
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Popular Contingency Variables

Organization size Routineness of task technology Environmental uncertainty Individual differences

CURRENT TRENDS AND ISSUES

 GLOBALISATION  ETHICS  WORKFORCE DIVERSITY  ENTREPRENEURSHIP  MANAGING IN AN E- BUSINESS WORLD  KNOWLEDGE MANAGEMENT

ANDLEARNING

ORGANISATIONS  QUALITY MANAGEMENT

Mac Donald s

GLOBALISATION
Globalization implies
 Opening of local and nationalistic perspectives to a broader outlook of an interconnected and interdependent world  Free transfer of capital, goods, and services across national frontiers.

ADVANTAGES
 Free trade DISADVANTAGES  wider range of investment y Outsourcing of jobs.  Reduction of cultural one nation y Economic disruption in barriers. affects all.  Democratic ideas. y Risk of disease spread.  mass media ties . y Pollution

 Quality y Civil wars of indigenous industries increases  Ease of transport. y Terrorism

y Infringement on National and individual

sovereignty

The basic concepts and fundamental principles of right human conduct. It includes study of universal values such as the essential equality of all men and women, human or natural rights, obedience to the law of land, concern for health and safety and, increasingly, also for the natural environment.

1.Pepsi corporation s entrance into Indian market 2.Nike Sweatshops

WORKFORCE DIVERSITY

Similarities and differences among employees in terms of

CULTURE

AGE

BACKGROUND

PHYSICAL ABILITIES&DIS ABILITIES

RACE& RELIGION

SEX AND SEXUAL ORIENTATIONS

Predominant factors Workforce Diversification

1. As a social responsibility 2. As an economic payback 3. As a resource imperative 4. As a legal requirement 5. As a marketing strategy 6. As a business communication strategy 7. As a capacity- building strategy

ENTERPRENEURSHIP
The capacity and willingness to undertake conception, organization, and management of a productive venture with all attendant risks, while seeking profit as a reward.

An entrepreneur is a person who undertakes the creation of an enterprise or business that has the chance of profit or success

What is E-Business?
E-Business is a comprehensive term describing the way an organization does work by using electronic (internet based) linkages with its key constituencies in order to efficiently & effectively achieve its goals.

Small to Large

Profit or Not-forprofit

EBusiness

Global or Domestic

All industries

Categories of e-business involvement

S E- BUS INES S ENHANCED ORGANIS ATION

S E-BUS INES S ENABLED ORGANIS ATION

S TOTAL E-BUS INES S ORGANIS ATION

Knowledge management & learning organizations

y Organizations of 21st century must be able to learn &

respond quickly. y They will need to be Learning Organizations1) dynamic & continuously learn, adapt & change 2) create learning capabilities throughout the organization 3) manage the base of knowledge for good decision making

Learning organization versus Traditional organization

PARAMETERS TRADITIONAL ORGANIZATION If its working, don t change it If it wasn t invented here, reject it Traditional areas such as R&D Making mistakes Product & services Control others LEARNING ORGANIZATION If you aren t changing, it won t be working for long If it was invented or reinvented here, reject it Everyone in the organization Not learning or adapting Ability to learn, knowledge & expertise Enable others

Attitude towards CHANGE Attitude towards NEW IDEAS Who s responsible for innovation? Main FEAR Competitive advantage Manager s job

Quality management

y W. Edwards Deming & Joseph M.

Juran in 1950 started a revolutionTQM

y It became the basis of todays total

quality management programs

y its a philosophy of management

driven by continual improvement & responding to customers needs & expectations.

y Intense focus on the customer y Concern for continual improvement y Process- focused y Improvement in overall quality of the organization y Accurate measurement y Empowerment of employees

Questions
y What are the various management theories? Describe them with suitable

examples? y Short notes: a) Categories of e-business organization b) Globalization y MCQs a) Principles of management given by Taylor were concerned with: 1) Top managers 2) First line managers 3) Middle managers b) Organizations are not self-contained, this is recognized by: 1) Contingency approach 2) Quantitative approach 3) System approach 4) Behavioral approach c) What is the main theme of entrepreneurship: 1) Pursuit of opportunities 2) Growth 3) Innovation 4) All of the above d) The perception of introduction of one best way was given by: 1) Frank & Lillian Gilberth 2) F.W. Taylor 3) Adam Smith e) The wealth of nations was published by___ in the year___: 1) Max Weber 1776 2) Henri Fayol 1900 3) Adam Smith 1776