Beruflich Dokumente
Kultur Dokumente
AND PRACTICES
Mr. S. Manikandan
BA – Media
Fourth Semester
1
Definition of Management
• Management :
On expanding : Manage – men – tactfully
Manage – Men – technology
Manage – men – as team
Manage – competencies
Manage – objectives (MBO)
Manage – men and things (resources – physical,
inanimate)
2
• When it comes to manage people, it is
said that “people are enigmatic.”
• Thus, Management is enigmatic.
• Harold Koontz described the present state
of management theory as a “jungle.”
4
All is PEOPLE RESOURCE
MANAGEMENT
• Why?
Get into discussion mode:
Who Created all that is around us:
Except the sun, the moon, air, ocean, sky, stars,
and the first human being and the first
animals/insects
Thereafter the development of clones, artificial
insemination, going on the moon, technological
advancements and moving towards civilization is
all done by people.
5
Definition of “Management”
• By Griffin:
“A set of management functions directed at
the efficient and effective utilization of
resources in the pursuit of organization
goals.”
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Principles
Definition….contd….
• By Koontz and Weihrich:
“Management is the process of designing
and maintaining an environment in which
individuals working together in groups,
efficiently accomplish selected aims.”
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Principles
Peter F. Drucker-Father of Modern
Management
• Management is an organ, organs can be
described and defined only through their
functions
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Principles
• The difference between Management Principles
and Management Functions:
• “What should I do (principles) to ensure that I do
my job (functions) with effectiveness and
efficiency.”
• Principles are strategies / processes which
enable the individual to do their functions better
to achieve laid down goals and objectives
• GOALS – qualitative achievements
• Objectives – could have a mix of quantitative
and qualitative
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Principles
Terry & Franklin…
• Management is a distinct process
consisting of activities of planning,
organizing, actuating, and controlling,
performed to determine and accomplish
stated objectives with the use of human
beings and other resources.”
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Principles
CONCEPTUAL SKILLS
Top level H
U
TE
M
CH
A
NI
Middle level N
CAL
S
SKI
K
LLS
Supervisory ILL
level/entry
level S
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Principles
Henry Mintzberg…
• He has categorized these roles into three
groups
interpersonal roles
Informational roles
Decisional roles
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Principles
Interpersonal Roles
• A manager serves as a figurehead – a
symbol; as a leader, ie., hires, trains,
encourages, fires, remunerates, judges;
and as a liaison between outside contacts
and the organizational)
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Principles
Informational roles
• A manager serves as a monitor by
gathering information;
• As a disseminator of information
• As a spokesperson of the organization
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Principles
Decisional Roles
• A manager serves as an entrepreneur by being:
An initiator
Innovator
Problem discoverer
Designer of improvement projects
As a disturbance handler of unexpected situations
As a resource allocator and
As a negotiator
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Principles
• ALL THE THREE ROLES PUT
TOGETHER IS CALLED AS:
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Principles
• The whole management process is actually an
integration of the work activity (Mintzberg) and
the management functions
• MANAGEMENT FUNCTIONS :
Planning, Organization, Co-ordination, motivation,
and control are Universal.
These functions are performed in all organizations
– SMEs, Large, not-for-profit organizations, etc.
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Principles
Definitions
• Planning : Management functions that involves
the process of defining goals, establishing
strategies for achieving those goals and
developing plans to integrate and coordinate
activities
• Organizing: management function that involves
the process of determining what tasks are to be
done, who is to do them, how the tasks have to
be grouped, who reports to whom, and where
decisions are to be made
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Principles
• Leading : management functions that involves motivating
subordinates, influencing individuals or teams as they
work, selecting the most effective communicating
channels or dealing with any with employee behavior
issues
• Controlling : Management functions that involving
monitoring actual performance, compiling actual to
standard, and taking action if necessary
• Management process : The set of ongoing decisions and
work activities in which managers engage as they plan,
organize, lead and control.
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Principles
The pyramid to the top
• Talk of management levels:
• Top level
• middle level
• Front line supervision
• Non-managerial work force
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Principles
Leadership
• Blake and Mouton:
R1 ---- R2 ------ R3
R1 = RESOURCES
R2 = RELATIONSHIPS
R3= RESULTS
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Principles
What is leadership?
• A sound way of exercising leadership is
through the use of what are called as three
Rs – Resources, relationships and results.
How a person operates in this context can
make a difference between organization
success and failure
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Principles
THE ;LEADERSHIP GRID : Source: Scientific
Methods Inc.
X & Y axis on a scale of 1 – 9
C
High 1,9 – Country Club Team Mgmt 9,9
O
N Mgmt
C
E
R 5, 5
N
F
O Middle of the Road
R Management
P
E
O
1,1 Impoverished
P Authority Compliance 9,1
low Mgmt
L
E
Low High
CONCERN FOR PRODUCTION
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Principles
How concerns for Production/People affect
Leadership Style:
1,9 : Country Club Management : Thoughtful attention to the
need of people for satisfying relationships leads to a
comfortable, friendly organization atmosphere and work
tempo.
1,1 : Impoverished Management : Exertion of minimum effort
to get required work done is appropriate to sustain
organizational membership
9,1 : Authority Compliance : Efficiency in operations results
from arranging conditions of work in such a way that human
elements interfere to a minimum degree
9,9 : Team Management : Work accomplishment is from
committed people; interdependence to a “common stake” in
organization purpose leads to relationships of trust and
respect
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Principles
• 9+9 : Paternalistic management :
Reward and approval are granted to people in
return for loyalty and obedience; failure to
comply leads to punishment
OPPORTUNISTIC MANAGEMENT : In this style,
organization performance occurs according to a
system of exchanges, whereby effort is given
only for an equivalent measure of the same.
People adapt to the situation to gain maximum
advantage from it. (all leadership points ie. 1,1;
1,9;, etc., converge at a new point – OPM)
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Principles
• THE MOTIVATIONAL DIMENSIONS FOR
EACH STYLE –
• PLEASE REFER TO LEADERSHIP GRID
OF BLAKE AND MOUTON.
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Principles
Management…..
• Is based on a systematic body of knowledge-
laws, principles and concepts –
• And this knowledge is universal
• If a manager has this fundamental knowledge
• And knows how to apply it to a given situation
• He should be able to perform the managerial
functions efficiently and effectively
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Principles
Management……
• Management Practice is regarded as an
art
• But, organized knowledge about
management is a science
• THUS MANAGEMENT IS BOTH AN ART
AND A SCIENCE
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Principles
Management …..
• Is also a profession
Separation of ownership from control
The rules and regulations framed by the govt to
protect citizens from exploitation
The growth of trade union movement
The desired of business leaders for social status
And the
Impetus of the scientific management philosophy
which stresses the need for technically trained
professional managers – contributed to the
PROFESSIONALIZATION OF MANAGEMENT.
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Principles
Most important human activities is
managing
Mackenzie King remarked:
“Labor cannot do anything without capital,
Capital nothing without labor and neither
Can do anything without the guiding genius
of management.”
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Principles
• This should have enabled you to
understand what management is at a
fundamental level of definition and
understanding……..
• Any questions……
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Principles
Evolution of Management Thought
• Give a handout titled:
“Early streams of Managerial ideas
responding to situational demands
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Principles
Schools of Management Thought
• It was during the 20th century that a
systematic study of management began
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Principles
4 schools of thought
(by: Newman, Summer and Warren)
• Productivity approach
• Behavioral approach
• Rationalistic model approach, and
• Institutional approach
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Principles
Hutchison’s classifications
• Classical management theory
• Human behavior theories
• Social and political systems approaches
• Ecological systems approach and
• Rational decision making concepts
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Principles
• THE CONTRIBUTORS ON
MANAGEMENT PRICIPLES…
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Principles
Charles Babbage (1792-1871)
• Benefits of division of labor
• Use of science and mathematics
• Emphasis on cost reduction
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Principles
Henry R. Towne
• Main contribution is :
“That he set the climate and atmosphere for
the later application of scientific methods.
Of lesser importance was his plan of gain-
sharing as a system of wage payment.”
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Principles
Henry Metcalfe (1847-1917)
• In 1885, his pioneering work:
The Cost of Manufacturers and the administration
of Workshops, Public and Private
Theory of Management was based on system and
control
He insisted that all authority should emanate from
a given source, with a flow back to that source of
detailed information concerning expenditures
and accomplishments
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Principles
Henry Laurence Gantt (1816-1919)
• Educated from John Hopkins College
• Engineer, as draughtsman and later Asst.
engineer
• His publications: Work, Wage and Profits
(1910); Industrial Leadership(1916); and
Organizing for Work.(1919)
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Principles
Gantt’s Thoughts….
• Task and Bonus Plan
• Daily Balance Chart (Gantt Chart)
• Humanizing Science of Management
• Important of Leadership
• Training of Workers
• Social Responsibility of Business
(Also called as : Forerunner of modern industrial
democracy; also called as “apostle of industrial
peace”)
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Principles
Harrington Emerson (1853-1931)-
Popularizer of scientific
management
• Principles of Efficiency (12)
1. Clearly define ideal 2. commonsense 3.
Competent Counsel 4. Discipline 5. Fair deal
6. Reliable, immediate, adequate and
permanent records 7. Dispatching (production
scheduling and control techniques) 8.
Standards and schedules 9. Standardized
conditions 10. Standardized Operations 11.
Written standard practice instructions 12.
Efficiency reward
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Principles
• According to Ernest Dale, Emerson really
advocated the elimination of waste:
a. Setting definite logical goals for all
company operations and making
managers down the line understand
them so that they would not be seeking
private goals of their own
b. Production planning and scheduling and
the use of written standard practices
c. Better utilization of machine and man
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Principles
• d. Cost Accounting
• e. Standards and specifications for
materials
• f. Standardization of parts and products as
far as possible
• g. A rational approach to capital
expenditures
• h. Better selection, placement, and fair
treatment of employees and a system of
financial incentives as equitable as
possible
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Principles
Frank Bunker Gilbreth (1868-1924)
and Lillian Moller Gilbreth(1878-
1972)
• FBG: authored: Concrete Systems (1908); Field
System (1908); Motion Study (1911); Power of
Scientific Management (1912); Fatigue Study
(1916); Applied Motion Study (1917, with Lillian
Gilbreth); and Motion study for the
Handicapped (1920)
• The Father of Motion Study was a
contemporary of Taylor and Gantt
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Principles
• Lillian Moller Gilbreth:Professor of
Management at Purdue University. Her
famous works: The Psychology of
Management (1914) and Quest for the
Best Way (1924)
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Principles
Contributions by Frank Gilbreth
• Motion study
• Time Study
• One best way
• Training of personnel
• Three position plan of promotion (each worker should be
considered to occupy three positions: a. the job he held
before promotion to his present position b. his present
position and c. the next higher job
• Part of his work, then would be teaching the man below
him and learning from the man above him. In this way,
he would qualify for promotion himself and help to
provide a successor to his current job.
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Principles
Contributions of Lillian Gilbreth
• It should be noted that FBG was greatly assisted by
Lillian Gilbreth whom he married in 1904
• Both of them used motion picture films to analyze and
improve motion sequences
• Both developed the process of chart and the flow
diagram to record process and flow patterns used in a
work situation
• They emphasized written instructions to avoid confusion
and misunderstanding (the white list card system)
• The Gilbreths urged tha the POM and motion analysis
could effectively be applied to huge untapped area of
self-management. They started to search into the area of
fatigue and its impact o health and productivity.
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Principles
Robert Owen (UK)-The father of
personnel management
• Contributions:
Improvement in Factory and domestic
conditions of his employees
Social reforms (creating model community
out of his mills town; educational reforms)
Owen said that his object was not to be a
“mere manager of cotton mills, but to
introduce principles in the conduct of the
people.”
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Principles
• MODERN GURUS - POM
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Principles
Fredrick Taylor
• The credit of systematic study and practice
of management goes to FWT, very well
known as FATHER OF SCIENTIFIC
MANAGEMENT
• Experiments of Taylor ……
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Principles
Midvale experience
• At Midvale Steel Company, he found that
individual workers had their own notions about
work and different workers performed the same
task in different ways
• He realized that greater output was possible on
the part of the workers but most of them were
engaged in what he called ‘systematic
soldiering.’
• The solution: the first task of management was
to know what constituted a proper day’s work
• He conducted time studies at Midvale Steel
Company which proved of immense use to him
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Principles
Bethlehem Experiments – Pig-Iron
Handling
• Taylor was hired by the Bethlehem Steel Company to
increase the output of one of the larger machine shops
which had been a serious production bottleneck
• Conclusion: Periodic rests enabled a worker to produce
more than continuous work. By a systematic resting time
and improved methods average productivity was raised
from 12.5 tons to 47.5 tons per day.
• Taylor began selecting workers and training them in
handling pig-iron
• The original crew was 75, this reduced dramatically
• The earnings of the crew increased from USD1.15 to
USD 1.85 per man per day.
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Principles
Taylor’s prescription for Manager’s
responsibilities
• Under four heads :
a. They should develop a science for each element of man’s work
which replaces the old rule of thumb method
b. They should scientifically select and then train, teach and develop
the workmen
c. They should heartily cooperate with the men so as to ensure
performance of work in accordance with the principles of the
science which have been developed
d. There should be almost equal division of work and responsibility
between management and workmen
Taylor, wanted that management should take the responsibility of
planning, directing and organizing work.
HE DEEMED IT ESSENTIAL TO SEPARATE THE PLANNING OF
WORK FROM ITS EXECUTION, SO THAT EACH INDIVIDUAL
COULD WORK AT HIS BEST EFFICIENCY AND COULD BE
COMPENSATED ACCORDINGLY.
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Principles
Taylor’s Management Principles
• Large, daily, defined task
• Standard conditions – skill sets and tool sets
to be made available with authority along
with clear cut objectives and expectations;
this is called as ACCOUNTABILITY
• High Pay for success
• Loss in case of failure
• Separation of planning from doing – the most
valuable insights of TAYLOR
• Functional foremanship
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Principles
HENRY FAYOL= Father of
Principles of Management
• Division of labor
• Authority and Responsibility
• Discipline
• Unity of command (one boss---
subordinate)
• Unity of Direction (one head and one plan)
• Subordination of Individual Interests to
General Interest (FIRM, FAST AND FAIR)
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Principles
• Remuneration of Personnel (Pay by Results;
motivational – ESOPS, etc)
• Centralization (optimization between
centralization and decentralization; as the
human body – brain is the centralized organ)
• Scalar Chain – This is “the chain of superiors”
ranging from the ultimate authority to the lowest
ranks. THE ORGANOGRAM
• Order: Right man in the right place; competency
specific; man should fit the job and not the other
way round; or else this will be like A SQUARE
PEG IN A ROUND HOLE.
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Principles
• Stability of tenure of personnel – retention
of talent; attrition; turnover of people
• Initiative – encourage initiative among
subordinates
• Esprit-de-Corps : UNION IS STRENGTH;
team work; cohesiveness among the
members
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Principles
Fayol’s Elements of Management
• Fayol made a distinction between
“General Principles of Management” and
“elements of Management.”
• The latter was regarded as functions of
management. Dividing them into:
PLANNING, ORGANIZATION, COMMAND,
COORDINATION AND CONTROL
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Principles
Planning
• Planning : most important and difficult managerial
function.
• Planning meant “looking ahead” and to foresee – both to
assess the future and make provision for it
• He considered – unity, continuity, flexibility and provision
as the broad features of a good plan of action
• A GOOD PLAN IS A PRECIOUS MANAGERIAL
INSTRUMENT
• A GOOL PLAN ALSO HAS TO BE IMPLEMENTABLE
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Principles
ORGANIZING
• Means : “to organize a business is to
provide it with everything useful to its
functioning, raw materials, tools, capital,
personnel.”
• Fayol concerned himself both with
structure and process, listing 16
managerial duties and emphasizing the
necessity for clear objectives, authority,
decisions and task
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Principles
COMMAND/DIRECTION
• After the organization is formed, it is the mission
of command to set it going.
• For every manager, the object of command is to
get the optimum return from all employees of his
unit in the interest of the whole concern
• The art of command, according to Fayol, rests
on certain personal qualities and knowledge of
general principles of management
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Principles
COORDINATION
• To coordinate is to harmonize all the activities of a
concern so as to facilitate its working and its success
• According to him, in a well coordinated enterprise the
following facts are to be observed;
1. Every dept works in harmony with the rest
2. Divisions or sub-divisions in each dept are precisely
informed as to the share they must take in the
commercial task and the reciprocal aid they are to
afford one another
3. The working schedule of the various departments and
sub-divisions thereof is constantly attuned to
circumstances
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Principles
CONTROL/MEASUREMENT AND
FEEDBACK
• According to Fayol, control consists in verifying
whether everything occurs in conformity with the
plan adopted, the instruction issued and the
principles established
• Its object is to point out weaknesses and errors
in order to rectify them and prevent recurrence.
• It operates on everything – resources (things),
people and actions
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Principles
Key principles of Mgmt of FAYOL
• Unity of command
• Unity of direction
• Responsibility equal to authority and
• Scalar Chain
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Principles
MAX WEBER- THETHEORY OF
AUTHORITY STRUCTURES
• There are three factors involved in the
understanding of any organization as under:
The laws and the traditional taboos of the society
Individual leadership (charisma) which is largely
emotional
Bureaucracy, i.e., The mass of administrators who
carried out the laws and policies of the
government
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Principles
Three types of authority
• Charismatic Authority – based on the
personal magnetism of the leader
• CHARISMA : PERSONAL QUALITY OR
GIT THAT ENABLES AN INDIVIDUAL TO
IMPRESS AND INFLUENCE MANY OF
HIS FELLOWS, A LEADER DOMINATES
DECISION MAKING
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Principles
TRADITIONAL AUTHORITY
• In this type of authority system – the
leader has authority by virtue of his status
that he has inherited
• The extent of his authority is fixed by
custom
• The officials who carry out the orders are
like ‘household staff’ of the master
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Principles
Rational-Legal authority =
bureaucracy
• This authority system dominates, and it is most efficient
one
• This system is characterized by rationality and legality
• The system is rational because the means are expressly
designed to achieve certain specific goals
• The org is like a well designed machine with a certain
function to perform, and every part of the machine
contributes to the attainment of maximum performance
of that function.
• It is legal, because authority is exercised by means of a
system of rules and procedures through the office which
the individual occupies at a particular time
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Principles
BUREAUCRATIC FUNCTIONS
ARE:
• Regular activities aimed at organizational goals
– so that they are distributed as fixed official
duties
• All activities follow the organizational principles
of hierarchy
• Operations receive equal treatment under a
consistent systems of abstract rules
• Officials operate as formalistic personalities
without becoming emotionally involved.
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Principles
Lyndall Urwick – 6 sets
• Principle of Investigation
• Principle of Objective
• Principle of Organization
• Principle of Direction
• Principle of Experiment
• Principle of Control
(Urwick’s principles of management and
organization – source: A dictionary of Industrial
Administration edited by John Lee )
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Principles
Urwick’s Principles of Organization
• This was his main contirbutions to original
thinking in regard to the framework of
management
• The principles were modified and
published by AMA
• They are :
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Principles
• Principle of Objective
(purpose/mission/objectives and vision)
• Principle of Specialization : the activities of
every member of any organized group
should be confined, as far as possible, to
the performance of a single function
• Principle of coordination: The purpose of
organizing per se, as distinguished from
the purpose of the undertaking, is to
facilitate coordination and unity of effort.
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Principles
• Principle of Authority: In every organization
group, the supreme authority must rest
somewhere. There should be a clear line of
authority from the supreme authority to every
individual in the group
• Principle of Responsibility : The responsibility of
the superior for the acts of his subordinate is
absolute
• Principle of Definition: The content of each
position, the duties involved, the authority and
responsibility contemplated and the relationships
with other positions, should be clearly defined in
writing, and published to all concerned
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Principles
• Principle of Correspondence: in every
position, the responsibility and the
authority should correspond
• Principle of Span of Control: No person
should supervise more than five, or at the
most six direct subordinates (reportees)
whose work interlocks
• Principle of Balance: The various units of
an organization should be kept in balance
• Principle of continuity : Reorganization is a
continuous process, in every undertaking
specific provision should be made for it.
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Principles
George Elton Mayo (1880-1949)
• He has been called the founder of the “human
relations school.”
• He became famous on account of the
Hawthorne experiments
• These experiments had a significant impact on
management thought, and considerably
influenced the “human relations movement.”
• Experiments conducted in the Hawthorne Plant
of the Western Electric Company in Chicago –
from 1927 to 1932.
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Principles
Hawthorne studies – three general
phases
• Test Room Studies : the object being to assess
the effect of single variables upon employee
performance. They were experimental in nature
• Interviewing Studies: these were largely
concerned with improving employee attitudes
and were psychological in nature
• Observations Studies: these were undertaken to
understand and describe the factors influencing
the informal organization of work groups and
were sociological in nature
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Principles
TEST ROOM STUDIES
• Illumination Experiments: Two test groups – varied
effects of lighting on output vs. no change situation; the
results were that in both the groups the output increased.
Conclusion that environmental factors like lighting may
not be the only factor, there could be other variables
• Relay Assembly Test Room Experiments: This study
was made to discover the anomalies of the previous
experiments. Numerous variables were put into action –
room conditions, pauses during work, piece-work, work
without pauses and shorter working hours. After 12
week study, the output went up to a record level
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Principles
• Interviewing studies: An interview program of
thousands of workers was conducted with the object of
finding out the attitude of the employees towards their
job, working conditions and supervision
The interviewing program revealed the following points:
a. Merely giving a person an opportunity to talk and air
his grievance has a beneficial effect on his morale
b. Complaints are not necessarily objective statements of
facts. They are often symptoms of more deep-seated
disturbances
c. Workers are influenced in their demands by
experience both inside and outside the factory
d. Worker is satisfied or dissatisfied not in terms of any
objective frame of reference but rather in terms of how
he regards his social status in the firm and what he
feels he is entitled to in the way of rewards
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Principles
Observational studies
• The Bank Wiring Observation Group Study constituted
the last phase of Hawthorne studies
• It was conducted to investigate the social pattern of a
group of fourteen workers and their associated
supervisors
• The main point of difference between this study and the
earlier test room studies was that no experimental
changes were planned but efforts were directed to study
the group in its customary functioning
• This study revealed that there existed a GROUP NORM
in terms of which the behavior of different individuals
was in some sense being regulated
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Principles
• This group was restricting the output on account of various forms of
social pressures
• The group had for itself a standard of a day’s work which was not
imposed upon them, but had apparently been evolved by workmen
themselves
• The group had various social pressures to see that the workers did
not exceed the group output norm, and nobody attempted to attain
official production targets
• Those who attempted to exceed became targets of social
disapproval, verbally or physically
• This study showed the importance of informal, social group in
business organization
• A member of such a group cared more for the opinion of the group
rather than for financial incentives of the management
• IT WAS THE GROUP THAT DECIDED HIS ATTITUDE TO WORK,
MANAGEMENT AND LEVEL OF PRODUCTION
• THESE STUDIES FURTHER REAFFIRMED THE IMPORTANCE
OF INFORMAL GROUP IN THE MOTIVATION OF WORKERS.
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Principles
CONCLUSIONS OF HAWTHORNE
STUDIES
1. Environmental factors not the sole factors
affecting productivity
2. Worker is not an economic man (not
purely motivated by money alone)
3. Importance of recognition, Security and
Morale
4. Importance of Informal group
5. Importance of total work situation
6. Complaints as symptoms
Mr.S.Manikandan - Management 82
Principles
Mary Parker Follett-famed political
and social philosopher
• Her main contributions:
Was formulation of principles of human association and organization,
especially in terms of industry
The basis of her philosophy was that one cannot separate work from
human beings
Business is a series of interrelationships between people
Follett pleaded that there is a great need to recognize the motivating
desires of the individual and the group
She said that the basic problem of any organization was that of
harmonizing and coordinating the group efforts to achieve the most
efficient effort towards completing a task
She talked about power, leadership and authority.
Her ideas are as under:
Mr.S.Manikandan - Management 83
Principles
Conflicts
• Follett said that conflicts have a constructive role
to play in an organization.
• Conflicts are not “warfares” but the “appearance
of difference, difference of opinion, of interests.”
• Conflicts are neither good or bad; if used
constructively their results are god and if used
destructively their results are bad
• She suggested that conflicts can be harnessed
to the service of the group much as an engineer
uses friction
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Principles
Three ways to resolve conflicts
• Domination (victory of one side over the other. Follett did not
advance this method, because of use of force beyond a certain
point lessens energies and self-respect)
• Compromise (This is better than Domination; both sides surrender
some part of what they are demanding, i.e., for a compromise there
must be a mid-point between the needs and desires of both parties
on which they agree, willingly or unwillingly. This method is still
commonly unsatisfactory)
• Integration (best way to resolve conflicts; it means combination of
what is best in all view points, i.e, bringing about unity of conflict in
which both sides se a way out which will satisfy their real needs. It
resolves conflicts for good
Mr.S.Manikandan - Management 85
Principles
Follett’s views on Leadership
• It is the role of the leader to educate and
train
• The leader is responsible for integrative
unity
• The great leader is one who is able to
integrate the experience of all and use it
for a common purpose
• Leadership is not the product of position
but of knowledge
Mr.S.Manikandan - Management 86
Principles
Follett’s views on Authority and
Responsibility
• Authority belongs to the job and stays with
the job
• An executive decision is an movement in a
process
• Authority and responsibility go with
function
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Principles
Follett’s views on Co-ordination
• CONTROL , Follett, meant fact control
rather than human control, and central
control meant synthesis rather than
domination from the center
• The four principles of organization at
which she finally arrived at provided for the
need of four kinds of coordination as the
basis of good management:
Mr.S.Manikandan - Management 88
Principles
4 principles of coordination
• Coordination by direct contact of the responsible people
concerned. Ideas, ideals, goals and purposes can be
easily stated and understood through direct personal
contact and communication
• Coordination should be achieved in early stages of
planning and policy-making. It would be easier to secure
the willing enthusiastic adherence of all concerned to any
new principles and policy if they have participated from
the beginning. For this principle – Follett had suggested
cross relations between heads of departments instead of
up and down the line through the chief executive
Mr.S.Manikandan - Management 89
Principles
• In coordination all factors in a situation are
reciprocally related
• Coordination is a continuous process. It
means that coordination should be left to
chance and it is the duty of the coordinator
to strive for it constantly so that the efforts
of the group are directed towards
achieving the common goals
Mr.S.Manikandan - Management 90
Principles
Follett on PROFESSIONAL
MANAGEMENT
• Management can develop as a profession on two bases:
a. Its recognition as a function of or service to the community
b. Application of an accepted and proven body of knowledge and
principles
Managers can become professional by working for long hours and thus
getting satisfaction from work.
According to her, a professional manager has three main jobs:
Mr.S.Manikandan - Management 91
Principles
CHESTER I. BARNARD (1886-
1961)
• While Fayol developed the principles of management,
Barnard proved that such principles could be applied in
practice
• He defined organization as : “ a system of consciously
coordinated activities or forces of two or more persons.”
• He believed people in organization contributed services
and not themselves
• Barnard tried to analyze how organization functions as a
‘living body.’
• For him, to understand the small organization was to
understand the large organization because all
organizations possess certain common characteristics
Mr.S.Manikandan - Management 92
Principles
Elements of Organization
• Willingness to cooperate
• Common purpose and
• Communication
Are the elements of an organization
Mr.S.Manikandan - Management 93
Principles
Equilibrium internal and external
• Barnard firmly believe that an organization is separate
from the environment in which it operates
• The person who contribute services to the orgs has two
distinct roles – the personal role and the an
organizational role
• He suggested that orgs must maintain internal and
external equilibrium
• Internal equilibrium he meant: reward and satisfaction for
the participation; thus the balance between what
employees get out of work (money, status, reward, etc)
and what they contribute (time, worry, discomfort, etc)
must be maintained
• The relationship of the org to the environment is not
static but functional
Mr.S.Manikandan - Management 94
Principles
Acceptance theory of authority
• Barnard disagreed with the classical view that
authority transcends from top to bottom
• He said that authority transcends from bottom to
top i.e. it is delegated upwards
• Authority does not depend on commands, but on
a reciprocal relationship; a communication
becomes authoritative by virtue of its
acceptance by a contributor.
• Thus AUTHORITY DEPENDS ON
COMMUNICATION
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Principles
• A PERSON CAN AND WILL ACCEPT A
COMMUNICATION AS AUTHORITATIVE ONNLY
WHEN FOUR CONDITIONS ARE
SIMULTANEOUSLY FULFILLED:
1. S/HE can and does understand communication
2. At the time of his/her decision, he believes that it is not
inconsistent with the purpose of the organization
3. At the time of his/her decision, s/he believes it to be
compatible with his / her personal interest as a whole ,
and
4. s/he is able, mentally and physically, to comply with it.
Mr.S.Manikandan - Management 96
Principles
Zone of Indifference
• Barnard developed the concept of ‘zone of indifference.’
• He believed that the form and nature of the acceptance
of the communication differ and it depends upon the
zone of indifference
• Certain orders are acceptable, certain barely acceptable,
and certain orders are unquestionable
• Those orders which are unquestionably acceptable lie
within the zone of indifference, ie. They lie within the
range that in a general way was anticipated at the time
of undertaking the connection with their organization
Mr.S.Manikandan - Management 97
Principles
Barnard’s views on Incentives
• Incentives are prerequisites of cooperation in any organization.
Barnard was of the view that people in the org do not work for
money alone. Some of the incentive types are:
a. Material or financial inducements
b. Personal opportunities, such as status, power, et
c. Good physical conditions
d. Attractiveness of social conditions
e. General conditions adapted or suitable to the individual’s ideas
and attitudes
f. Opportunities for participation
g. Good communication and
h. Opportunities for satisfying perosnal motivation such as pride in
work, sense of adequacy, etc.
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Principles
Executive decisions and functions
• The executive who occupies a crucial position in the
organization has three basic functions. They are:
a. Maintaining org communication. It includes
determining the scheme of organization, fostering
loyalty in subordinates and maintaining the informal
system
b. Obtaining essential services from individuals: It
includes correct selection of individuals, and provision
of the necessary inducements, maintaining morale
(subjective feeling toward work), providing incentives
and sanctions, supervision and training
c. Formulating purposes and objectives at all levels
Mr.S.Manikandan - Management 99
Principles
Barnard on Communication
• Principles of Communication:
1. Channels of communication must be definitely known
by all
2. These channels must be formally laid down
3. Each channel should be as short as possible
4. Generally communication should go through all stages
in the channel
5. People acting as communication centers (managers)
should be adequate to their tasks
6. Channels of communications should not be interrupted
while the organization is functioning
7. Communications (orders) must come from points
where the necessary authority is known to exist
Mr.S.Manikandan - Management 100
Principles
Barnard on Leadership
• The real test of the executive or manager
is leadership
• Leaders should recognize that low morality
will not sustain leadership long
Self actualization
Self-esteem
Love, Affection & Social
Safety & Security
Stimulation
Physiological
MASLOW
MOTIVES
(NEEDS)
BEHAVIOR
GOAL
(INCENTIVES)
HERZBERG
Mr.S.Manikandan - Management 111
Principles
Douglas M. McGregor-(1906-1964;
a social psychologist)
THEORY X THEORY Y
Work is inherently distasteful to most people Work is as natural as play, if the conditions are
favorable
Most people are not ambitious, have little desire Self-control is often indispensable in achieving
for responsibility, and prefer to be directed organizational goals
Most people have little capacity for creativity in The capacity for creativity in solving
solving organizational problems organizational problems is widely distributed in
the population
Motivation occurs only at the psychological and Motivation occurs at the social, esteem, and self-
safety levels actualization levels, as well as physiological and
security levels
Most people must be closely controlled and often People can be self-directed and creative at work
coerced to achieve organizational objectives if properly motivated
PLANNING
INTERPERSONAL
LEADING
INFORMATIONAL
ORGANIZIING
DECISIONAL
CONTROLLING
Administers Innovates
Imitates Originates
One part or subset of parts, controls the whole The whole is created and controlled through the
inter-relationship of the parts
Awareness only of random plurality of parts Awareness of pattern among parts
Inability to influence core activities whether they Ability to influence core activities whether they
are internally or externally oriented are internally or externally oriented
Core activities only influenced by immediate Core activities influenced by past, present and
present future
Collective responsibility
Individual responsibility
Concern for the whole Concern for parts of the
organization organization
Mr.S.Manikandan - Management 149
Principles
Participative Management
• Ouchi emphasized participative management and consensus
decision-making, if Theory Z is to work.
• Social scientists have described this as a democratic process in
which may people are drawn into shaping of important decisions
• The participative process is one of the mechanisms that provides for
the broad dissemination of information and values within the org,
and it also serves the symbolic role of signaling in a unmistakable
way the cooperative intent of the firm
• Typically, Theory Z orgs devote a great deal of energy to developing
the interpersonal skills necessary to effective group decision making
• In theory Z companies the decision making may be collective, but
the ultimate responsibility for decisions still resides in one individual
Strategy
Superordi Systems
nate
Goals
Skills Style
Staff
CHEERS.