|
|

|
 CONCEPTS TO BE UNDERSTOOD BEFORE
STUDYING OB

MANAGEMENT

‡ Art of getting work done through others

‡ ´Managing Men Tactfullyµ

‡ Prime requisite for functioning of any organization

‡ Competent Management Successful organisation

 CONCEPTS TO BE UNDERSTOOD BEFORE
STUDYING OB

'MANAGER-

‡People who practice ´Art of Managementµ

‡Muster resources, putting them to use and strive to attain goals

‡Challenging task, different from yesteryears

‡Address maze of issues and emerge a winner

 CONCEPTS TO BE UNDERSTOOD BEFORE
STUDYING OB

'ORGANISATION

‡Social Unit

‡Consciously formed

‡Comprises of two/more people

‡Interdependent, work for attainment of a common goal

 ORGANISATION

INDIVIDUALS IN AN ORG ORG STRUCTURE

CHANCELLOR

A
B DIRECTOR DIRECTOR DIRECTOR DIRECTOR
SID SCMS SIS SIBM

E
F C
FACULTY FACULTY FACULTY
D X Y Z
 CONCEPTS TO BE UNDERSTOOD BEFORE
STUDYING OB

'MANAGMENT FUNCTIONS

‡Proposed by French Industrialist Henri Fayol

MANAGEMENT FUNCTIONS

PLANNING ORGANISING DIRECTING CO-ORDINATING CONTROLLING

 CONCEPTS TO BE UNDERSTOOD BEFORE
STUDYING OB
'MANAGMENT ROLES

‡Proposed by Mintzberg

MANAGEMENT ROLES

INTERPERSONAL INFORMATIONAL DECISIONAL

Figurehead Leader Liaison

Monitor Disseminator Spokesperson

Entrepreneur Disturbance Resource Negotiator

Handler Allocator
 CONCEPTS TO BE UNDERSTOOD BEFORE
STUDYING OB

TECHNICAL

SKILLS REQUIRED
HUMAN ANALYTICAL
FOR MANAGEMENT

CONCEPTUAL
 @


 
   
  
 

    
 



      

 
    

  
 
 !     

"
 @


 

     
      # 

  
 

#    

 
" 
 
    

          "
  

 

 Study of Human Behaviour

(Intrapersonal & Interpersonal)

‡ This study is about Behaviour in Organisations

‡ Knowledge about Human Behaviour is used in improving

Organizational Effectiveness

‡ Applied Science
 
 

DESCRIBE UNDERSTAND PREDICT CONTROL

 

    
$  
 

‡ Helps in better understanding of sub-ordinates & then

motivating them
‡ Equips manager with better social skills
‡ Helps in maintaining cordial industrial relations

‡ Sustaining the current economic growth by managing people in a

better way.

‡ Helpful in the field of Marketing as well- Good CRM

 PSYCHOLOGY

SOCIAL ANTHROPOLOGY
PSYCHOLOGY

ORGANISATIONAL
BEHAVIOUR

POLITICAL SOCIOLOGY
SCIENCE
 ORGANISATIONAL
BEHAVIOUR

PSYCHOLOGY

‡Science dealing with the study of human behaviour

and animal behaviour

‡Helps in understanding intra-individual dynamics

 ORGANISATIONAL
BEHAVIOUR

ANTHROPOLOGY

‡Anthropo in Greek means ¶MAN· and Logy means

¶SCIENCE·

‡Study of Mankind, Different cultures and

civilisations
 ORGANISATIONAL
BEHAVIOUR

SOCIOLOGY

‡Study of Human Behaviour in a Group

‡Helps in understanding Inter-personal dynamics

 ORGANISATIONAL
BEHAVIOUR

POLITICAL
SCIENCE

‡Study of Behaviour of Individuals and Groups in a

Political Environment

‡Helps in understanding Power, Organisational

Politics, Conflicts etc.
 ORGANISATIONAL
BEHAVIOUR

SOCIAL
PSYCHOLOGY

‡Area within Psychology drawing both from

Psychology and Sociology.

‡Focuses on influence of people on one another.

  



PEOPLE
‡Individual
‡Groups

ENVIRONMENT
STRUCTURE
‡Government ORGANISATIONAL
‡Jobs
‡Competition BEHAVIOUR
‡Relationships
‡Society

TECHNOLOGY
‡Machinery
‡Computer
Applications
  



Peers
Lateral
Co-workers
Internal Environment
Superiors
Vertical
External Environment Sub-ordinates

An Organisation Competitors

Regulatory Customers
Agencies

External Environment

Labour Suppliers
   
  
 

THEORY X THEORY Y

´. People dislike work and avoid it. Work is as natural as play.

2. People need to be coerced and Self direction and self control

control needs to be exercised. present in individuals.

3. People try to avoid responsibilities People have potential and they

as far as possible. are willing to take responsibilities.

4. Not ambitious Ambitious.

5. Managerial role is to force people Managerial role is to develop

to work and control them. potential in employees and help
them realize that potential.
 i|
 |



HIGHER Self actualisation- to

ORDER become what one is capable of
NEEDS
Self-esteem-ego satisfying
Social-love, affection, caring,
friendly relations
LOWER Safety- emotional, physical,
ORDER job security
NEEDS Physiological- food, shelter
, clothing.
  

CRITERIA AUTOCRATIC MODEL CUSTODIAL MODEL

Basis of Model Power Economic resources

Managerial Money
Authority
Orientation
Employee Obedience Security & Benefit
Orientation
Employee Dependence on boss Dependence on organization
Psychological Result

Needs met Subsistence Security

Performance Minimum Passive Co-operation

result
  

CRITERIA SUPPORTIVE MODEL COLLEGIAL MODEL

Basis of Model Leadership Partnership

Managerial
Support Teamwork
Orientation
Employee Job Performance Responsible Behaviour
Orientation
Employee Participation Self-discipline
Psychological Result

Needs met Status & Recognition Self-actualisation

Performance Awakened Drives Enthusiasm

result
  

CRITERIA SYSTEM MODEL

Basis of Model Trust,community
Managerial
Orientation Caring, compassion

Employee
Psychological Ownership
Orientation
Employee Self motivation
Psychological Result

Needs met Wide range

Performance Passion & commitment

result to Organisation goals
    




U Human element in the organisation was first recognised in the

later part of ´ th century.
U Prior to this little attention was paid to workers as human beings.
U Robert Owen, a young Welsh factory owner, was the ´st who stressed
the human needs of his employees, improved working conditions,
taught them cleanliness, was against child labour.
U Later on Scientific management and Hawthorne studies were a major
step towards the development of organisational behaviour.
  
  




U Propounded by Frederick W Taylor who is also known as ¶Father of

Scientific Management·.

U Scientific management is the art of knowing exactly ² what you want

men to do and then seeing how they do it in the best and cheapest way.

U Focus areas were-

´) How much work should be done in a day ?
2) How much should be paid for each day·s work?
3) Traditional methods of production used hit and
trial approach. Emphasized use of scientific methods.
  
  




OBJECTIVES:
´. Make provisions for the use of knowledge and skill of production.
2. Standardize the plants, tools, materials and working conditions so
as to raise the production.
3. Revolutionise the whole process of production & marketing (like
purchase, sales, accounting, materials management.
4. Reduce the possibility of slackness in production accidents etc.
5. Conduct surveys and researches to make management a living and
result yielding science.
6. Help in proper guidance and leadership, good communication,
co-ordination, mutual respect, good human relations etc.
7. To help all round development of employee.
8. To develop new and scientific techniques in production.
. To serve the society, enterprise, economy and nation on the whole.
  
  




PRINCIPLES OF SCIENTIFIC MANAGEMENT

U Task idea- Organise the work force on task basis

U Mental revolution-Revolutionise the minds of worker & management

U Standardisation-Of systems, tools and techniques of production.

U Selection and Training of Labour-Right worker for the right job &
then train them
U Judicious division of work-Assign work according to skills,
aptitude & tools acc to job.

U Proper use of plants & equipments- Using suitable & advanced

tools enhances production
  
  




PRINCIPLES OF SCIENTIFIC MANAGEMENT

U Planning- Essence of scientific mgmt. Every effort, activity and

production steps are planned.
U Experiments- Essential for making management a scientific and
dynamic science
U Healthy factory atmosphere- Essential under Indian Factories
Act, ´ 48
U Differential wages- Labour if suitably rewarded & satisfied will give
his best. So, incentives linked to production.
U Labour Organisations- Increase efficiency and working conditions
of the labour as a whole.
U Cost Accounting- Direct offspring of scientific mgmt. Used right
from ´st to last stage.
  
  




TECHNIQUES OF SCIENTIFIC MANAGEMENT:

U Scientific Task-setting- Task of worker decided after scientific

investigation. Concept of Fair day·s work introduced.

U Work study- Systematic, objective and critical examination of all

factors governing the operational efficiency of any activity.

U Time and Motion Study- Each motion of the job was to be timed,
then shorter and fewer motions were to be developed.
Best way of doing a job was found.

U Method Study ² Process chart prepared. Unnecessary steps

eliminated. Improvements in material handling, transportation
and body movements.
  
  




TECHNIQUES OF SCIENTIFIC MANAGEMENT:

U Drastic Reorganisation of Supervision- Work planned by foreman

done by worker. Functional foremanship advocated.

U Friendly co-operation between Management and workers ² Mental

revolution needed on the part of management and
workers. Should not compete but co-operate with
each other.

U Scientific Selection & Training of workers ² To upgrade the workers

and help them perform in a better way.
 
  

U Experiments conducted between ´ 24-´ 32 at the

Hawthorne works of Western Electric Company.

U Elton Mayo conducted these experiments which

discovered the supremacy of social and human
elements and their influence in industry.

U Hawthorne Experiments were preceded by two preliminary

experiments- the Philadelphia spinning mills expt & the
Illumination Experiment
 
  

THE PHILADELPHIA SPINNING MILLS EXPERIMENT

Working conditions were ok but problem of

absenteeism & labour turnover existed.

Remedial measures introduced (breaks in work

schedules, incentives etc.)

Exercise ended in utter failure.

 
  

THE ILLUMINATION EXPERIMENTS

U Experiments conducted by George A Pennock to assess the effect of

illumination on employee output.

U Two groups made-Experimental group (changes in illumination introduced)

Control group (Similar to the first in all respects
except illumination)
U Results:

´. Output increased in both the rooms.

2. Some factor other than illumination was responsible
for this
3. Workers involved in the experiment were the centre
of attention and were taken care of by the mgmt so
they were motivated and hence increase in production
 
  

THE RELAY ASSEMBLY TEST ROOM EXPERIMENT

U Experiments conducted by Elton Mayo to assess the effect of

physical environmental factors on productivity. (eg: fatigue, rest
pauses, employee attitude etc
U Expt lasted from ´ 27-32 and changes in the working environment
included rest pauses, time for snacks, reduction in time for work,
informal work environment etc.
U Results:
´. Change in attitudes of workers (started enjoying work),.
2. Increase in production, morale.
3. No anxiety, healthy superior-subordinate relations.
4. Group cohesiveness led to team work & co-operation.
5. Effective informal leadership.
 
  

EXTENSIVE INTERVIEWING PROGRAMME

U Interviews conducted by researchers (20,000 employees) between

´ 28-30. Purpose was to study the attitudes of employees, what
they felt about their jobs, treatment, about company policies,
supervision, and complaints if any.
U Methodology: Initially structured interviews and later on unstructured
interviews
U Results:
´. Men never act in isolation but as members of a group.
2. People come out with their best when they feel their
work is imp and they are also imp.
3. Complaints about persons and policies more frequent
than about working conditions.
4. Collective sentiments govern individual sentiments.
 
  

THE BANK WIRING ROOM STUDY:

U Experiment conducted by Roethlisberger & Dickson to find more

about group processes (interaction & relationships) and reasons for
restricted output.
U Methodology: Observations carried out in Bank wiring room for about
six and half months.

U Results:
´. Small groups of workers mustered up and behaved as
teams with informal leadership, own group norms.
2. Security & protection provided to group members by
the group against outside management pressures.
3. Workers gave more importance to group norms than
any other financial incentive offered by management.
 
  

MAJOR CONCLUSIONS OF HAWTHORNE STUDIES:

U Importance of Human factor at workplace was realised.

U Factory is a social system and informal groups vitally affect human
behaviour.
U A worker is not merely an ´economic manµ who·s motivated only by
paycheques. He is also a social and psychological being.
Non economic incentives are equally important.
U Studies emphasized the need of personnel counselling and talking out
process in reducing stress.
U Supervisory styles affect attitude and behaviour of employees.
Manager needs to give importance to the employees.
 



 

NATURE OF INDIVIDUAL
NATURE OF ORGANISATIONS ‡Individual differences
‡Social Systems ‡A Whole person
‡Mutuality of interests ‡Motivated behaviour
‡Ethics ‡Value of a person
‡Desire for involvement
‡Perception
? !   


 
Management·s
Philosophy,values,vision,goals(determined by the
model)

Organisational culture

Leadership.Communicaton.Group dynamics

QWL

Motivation

Outcome:
Performance
Individual satisfaction
Personal growth
 i 

%& 

   


 
  

 
 
 
  

  

 ?  
 "

%& 
     

  
  '
 

  '
 

% 
 
 


  ( 
  
 "

%&
 
  
 (  
      
  
"

% & 

 '



 
   
   
"
 2

 
2

      

 2   
à   *

  
i   @ 
 
) 
  )  

 
? 
)    +   
! &   , 
   
à  
  +

 

 
) 
,  
- 
-      

! +


  
  
   

   
 
   

 ! ?    


-    

-  
 

-

 


 
" ! 

 

  
   
- 
 
   

)