Beruflich Dokumente
Kultur Dokumente
1. Mechanistic Organization
Max Weber: A bureaucracy; a structure that is high in
specialisation, formalization and centralisation
a. Rigid hierarchical relatinship
b. Fixed duties
c. Many rules
d. Formulised communication channel
e. Centralised decision authority
f. Taller strucure
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Henry Mintzbergs theory of organisation---Adhocracy
2. Organic Organization
An adhocracy,: a structure that is low in specialisation, formalization and centralization
a. Collaboration(both vertical and horizontal)
b Adaptable duties.
c. Few rules
d. Informal communication
e. Decentralisation decision authority
f. Flatter structure.
Business organisations and other organisations are operated and managed in our society. They
functions, they grow and develop in our society. So business organisations are aways effected by
societial components and surronding elements. Organisation environmets means those componets or
surrondings of the society which effect functioning of an business organisation.
1. Internal Environment:
a. Company- owner, BOD b. organisation resources. .c organisation culture
d. organisational structure e organisational culture. f employee g intermediaries
2. External Environment
a. Govt policy b. customers. c financial institutions, d competitors. e pressure group
f suppliers
3. political and legel environment.- constitution, political parties, legal provision
4. Economic and monitory environment-economic policy,economic conditions, capital market,
monitory policy
5. Social culture environment.-demography, lifestyle, social value, religion, language.
6. Technological environment-
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Unit 5 and 6. Introduction to underlying principles of management theory according to
(i) Frederick Taylor (ii) Charles Handey (iii) Peter Drucker (iv) Alfred Sloan
A. Classical Theory- (1) Scientfic management theory by Frederic Winslow Tayler (2) General
Administrative theory by Henry Fayol and Max Weber.
B. Human Relation and Behavioural Theory- (1) Elton Mayo- human relation (2) Douglas Mc
Greger- theory X and Y (3) Fedric Herberg two factor (4) Abraham Maslow-need hierarchy (5)
Charles Handy organisation theory
C. Management Science or Quantitatve Theory- (1) System Theory- Chester Barnard (2) MBO by
Peter Drucker (3) Alfred Sloan management theory (4) Quantitative approach statiticals tools,
economical tools, optimization model , TQM etc
D. Contigency/Situational Theory- to day, situational solving the problem
(i) Frederick Taylor 1856-1915; worked in steel company: scientific management is an attitude and
philosophy, which discards the traditional methods of hit and miss rule of thumb, trial and error of
managing work and workers.
1. Standardisation of work method: development of a scientific methods for each task. Replacing
old rule of thumb method. Good working condition reward system.
2. Scintific selection ad training of workers: scientific selection, placement and training of
worker.
3. Equal division of work between management and workers: equal diision of work and
responsibility.
4. Mutual collaboration of the workers and management: active cooperation ad cordial relation,
there should be mutual faith and trust.
(ii) Charles Handy, Irish 1932: The British management writer, classified organisational culture by
the power of individuals' roles and functions within an organisation.
1. Power : power remains in hands of few people, few privilage people, liberty of expression, no
delegation of authority. this culture is one of centralized, or top-down, power and influence.
2. Task Culture: individuals with common interests and specializations come together to
form a team. of 4 to 5 members. this culture is small-team-based, results- and solutions-
oriented, and marked by flexibility, adaptability and empowerment
3. Person culture: person culture, priority are given to person rather organisation. oganisation
should come first. this culture focuses on the individual. Such an organization is values-oriented,
people-focused and geared toward meeting individual employees' self-actualization needs.
4. Role culture: every employee is delegated roles and responsibilities, work specialization,
education, qualification, interest. this culture is a bureaucratic one, run by strict procedures,
narrowly defined roles and precisely delineated powers.
(iii) Peter Drucker, Australian: A system in which specific performance objectives are jointly determined
by subordinates and their supervisors, progress toward objectives is periodically reviewed and rewards are
allocated on the basis of that progress.
A overall orgnizational objectives
B. Divisional objectives
C. Departmental objectives(Sectional)
D. Individual objectives.
How to set employee objectives
1. Identify an employees key job task
2. establish specific challenging goals for each key task
3 allow the employee to actively participate
4 prioritize goals
5. build in feedback mechanism to assess goal progress.
6. link reward to goal attainment.
(iv) Max Weber 1990; Ideal Beaurocracy
1. Division of labour
2. Authority hierarchy
3. Formal selection
4. Formal rules and regulation
5. Career orientation
(v) Henri Fayol, 1841-1925. Principles of management.
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordinate
7. Remunaration
8. Centralisation
9. Scaler chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps
(vi) Synergy approach - when two or more subsystems working together can produce more than they can
working a part is called SYNERGY. 1+1 = 3,
(vii) Contigency perspective /Situational approach- suggest that appropriate manegerial behaviour in a
given situation . Recognition of the situational natureof management.Respond to particular characteristics
of situation
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Unit 7 & 8. Management and Motivation
The critical role of motivation in managing the workforce
Motivation is a human psychological characteristics that contributes to a personss degree of commitent.
(i) Motivation is the set of forces that initiates, directs and makes people persists in their efforts to
accomplish a goal.(ii) Motivation is th process by which a persons efforts are energized, directed and
sustained towards attaning a goal.(iii)Motivation is the set of forces that cause people to behave in certain
ways.(iv) Motivation is the art of inspiring and encouraging subordinates to do work in an effective way
so that both organizational and individual goals can be achieved.
Role of Motivation in managing the workorce.
1 Financial incentives, 2 Participation. 3 Delegation of authority. 4 Job security. 5 Job enlargement.
6 Job enrichment. 7 Job rotation 8 Reinforcement. 9 Quality of work life 10 Competition.
Introduction to the (i) Abraham Magslows Hirarchy of needs (ii) Douglas Mc Gragors theory X and Y
(iii) Herzbergs Motivation- Hygiene Theory
Theory X : A manager who veiws employee from a Theory X (negative) perspective believes.
A. Employee inherently dislike work and whenever possible, will attemt to avoid it.
B. Because employees dislike work, they must be coerced, controlled, or thratened with
punishment to achieve desire goals.
C. Employees will shirk responsbilities and seek formal direction whenever possible.
D. Most workers place security above all other factors associated with work and will display little
ambition
Theory Y: A manager who veiws employee from a Theory Y(positive) perspective believes.
A. Employees can view work as being as natural a rest or play
B. Men and women will exercise self-direction and self control if they are committed to the
objectives.
C. The average person can learn to accept, even seek responsibility
D. The ability to make good decisions is widely dispersed throughout the population and is not
necessarily the sole province of managers.
(3) Frederick Herzbergs Hygiene Theory:- The motivation-hygiene theory was proposd by psychologist
Frederick Herzberg.His theory is based on the contents of interviews conducted on 200 engineers and
accountants. Participants were asked to describe job experience that produced good and bad feeling about
their jobs. From the research he found that there are two sets of needs or factors namely , Hygiene factors
and Motivating factors.
Hygiene
1. company policy and administration
2. supervision
3. relationship with supervisor
4. working condition
5. salay
6. relationship with peer
7. personal life
8. relationship with subordinates
9. job securty
10. status
11. security
Motivating
1. achievement
2. recognition
3. advancement
4. work itself
5. personal growth
6. responsibility.
Case Study
1. Scenario
a. Earthquick erected on Baishakh 12 and 26, 2072
b. India imposed economic blockade since Asoj 6, 2072
2. Business
A Variety Stores, is being operated by Mr and Mrs BHUNDE and PUDKI in Thamel area since five
years. There are 20 employee, including Two Departmental Managers and Two Sales Executives working
in the Variety Stores to sale more than 900 items. Last year its annual sales turnover was Rs.10 ten crores.
3. New situation
Due to the above situation (1) sales turnover has decreased upto 55%, so profit also decreased in the same
ratio.Now BHUNDE and PUDKI are feeling burden of 20 employee.
4. Your suggestions for BHUNDE and PUDKI
a. How many environmental factors affect their business?
b. Should organisation be reshaped or not ?
c. Is it possible to rerailed sales turnover as previous?
Home Assignement
1. Lesson Review Question
Explain the managerial skills sets required at different levels of management
2. Application Question
You have just visited an organisation. How was the organisation stuctured?