SUBMITTED BY:

NEERAJ MEHTA NEETU MEHRA NEHA ARORA NEHA ASIJA NEHA BHALLA NEHA GUPTA

MANAGEMENT THEORIES

HISTORICAL
BACKGROUND

SCIENTIFIC MANAGEMENT

GENERAL ADMINISTRATIVE THEORIESTS

QUANTITATIVE APPROACH

ORGANISATIONAL BEHAVIOUR

SYSTEMS APPROACH

CONTINGENCY APPROACH

EARLY ADVOCATES EARLY EXAMPLES OF MANAGEMENT HAWTHORNE STUDIES ADAM SMITH

INDUSTRIAL REVOLUTION

HISTORICAL BACKGROUND

PART I -THOUSAND YEARS AGO

ORGANIZED ENDEAVORS HAVE EXISTED FOR THOUSAND YEARS THE EGYPTIAN PYRAMIDS AND THE GREAT WALL OF CHIN PART 2 - IN EARLY 1400s

VENETIANS DEVELOPED AN EARLY FORM OF BUSINESS E FOR INSTANCE AT THE ARSENAL OF VENICE, WARSHIPS FLOATED ALONG THE CANAL .

PART 3 - PRE- TWENTIETH CENTURY EVENT

ADAM SMITH PROPOSED DIVISION OF LABOUR . INDUSTRIAL REVOLUTION - GUIDED THE REQUIREMENT O

SCIENTIFIC MANAGEMENT

FREDERICK W. TAYLOR
1)Develop a science for each element of an individuals work. 2) Scientifically select and then train ,teach and develop the worker. 3) Heartily cooperate with the workers 4) Divide work and responsibility 5) Management takes over all work for which it is better fitted than workers.

FRANK AND LILLIAN GILBRETH

1) Studied work to eliminate wasteful hands and body motions.

2) Use of the proper tools and equipment for optimizing work performance

SCIENTIFIC MANAGEMENT PRESENT ERA

FORMER ERA CHALLENGES

MODERN SOLUTIONS
TIME-MOTION STUDY

WORKER INSUFFICIENCY

TAKE IT EASY
NO WORK STANDARDS

DESIGN INCENTIVE SYSTEM

ANALYZE BASIC

NO MATCHING ABILITY/APTITUDE

WORK TASK HIRE BEST QUALIFIED WORKER

ESPRIT N OF DE WORK CORPS

INITIAT IVE STABILI TY

DIVISIO AUTHO RITY DICIPLI NE

UNITY OF COMM FAYOLS AND PRINCIPLE OF UNITY MANAGEMEN OF T EQUITY DIRECT INDIVI ION DUALGENER ORDER AL INTERE REMUN SCALAR CENTR ERATIO ST CHAIN ALIZATI N ON

MANAGE RS NOT OWNERS

SIMPLEROUTINEWELL DEFINED TASKS

DIVISION OF LABOUR
CAREER ORIENTATI ON

WEBERS BUREAUCRAC Y

AUTHORIT Y HIERARCH Y

POSITIO N ORGANIZ EDCLEAR CHAIN OF COMMA NDS

IMPERSONALI TY

UNIFOR M APPLICA TIONS

FORMAL RULES AND REGULATION S WRITTEN RULESSTANDARD OP PROCEDURES

FORMAL SELECTION

SELECTI ON ON TECHNIC AL QUALIFI CATION

QUANTITATIVE APPROACH TO MANAGEMENT

(OPERATIONS RESEARCH / MANAGEMENT SCIENCE )

EVOLUTION Quantitative approach developed out of

mathematical and statistical solutions to military problems during world war II. Techniques used to solve military problems were applied to business. Robert McNamara and Charles Tex Thornton used statistical and quantitative models.
It involves in improvement in decision making.

APPLICATION OF THE QUANTITATIVE MODEL

STATISTICS OPTIMIZATION MODELS COMPUTER SIMULATIONS INFORMATION MODELS

MANAGEMENT OF ACTIVITIES

ORGANIZATIONAL BEHAVIOR

The field of study concerned with the behavior of people at work is called as organizational behavior (OB).

Behavioral problems are more widespread and visible.

Easy to relate to real, day to day people problem than to more abstract of constructing quantitative models.

OUTCOME
Human resource management Contemporary views on : a) Motivation b)leadership c) trust d) teamwork e) conflict management

 deplorable working conditions. idealistic workplace smart investment.

Robert Owen Late 1700s Early advocates of OB

Created field of industrial psychology Scientific study of people at work. Suggested using psychological tests for employee selection, learning theory concepts for employee training, and study of human behaviour for employee motivation.

Chester Bernard 1930s

Mary Parker Follett Early 1900s

Hugo Munsterberg Early 1900s

Cooperation. communicate and simulate employees high levels of effort. Organizations were open systems.

Organizations could be viewed from perspective of individual and group behavior. Proposed more people oriented ideas than scientific management followers. Thought organizastions should be based on group ethic.`

THE HAWTHORNE STUDIES

AIM To examine the effect of various illuminations levels on worker productivity. METHOD It encompass numerous experiments in the redesign of jobs and includes

changes in -a )workday b) workweek length c) introduction of rest periods d) individual versus group wage plans
CONCLUSION -- Social norms or groups standards were the key determinants of

individual work behavior. Organization is more than a formal arrangement of functions but is also a social system.
USE OF THE BEHAVIORAL APPROACH IN ORGANIZATIONS

# designing motivating jobs # teamwork # open communication

Definition:

System is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Two types: Closed Open

Organisation as an open system ENVIRONMENT

inputs Transformation process Employees work activities Management activities technology Operation methods Outputs Products and services Financial results. Information Human results

Raw materials Human resources Capital Technology information

FEEDBACK

ENVIRONMEN T

The systems approach and managers

An organization is made up of interdependent factor, including individuals, groups, attitudes, motives, formal structures, interactions, goals, status and authority.
Managers coordinate the work activities of various parts of organization and ensure all parts are working together so that goals are achieved. It implies that decisions and action taken in one organizational area will affect others and vice versa. It recognizes that organisations are not self contained. They rely on their environments for essential inputs and as sources to absorb their outputs.

The Contingency Approach

Sometimes called situational approach. Organisations are different, face different situations(contingencies), and require different ways of managing. But surprisingly some management rules are universally applicable that would work in all situations.

Popular Contingency Variables

Organization size:
As size increases, so do the problems of coordination. Routineness of task technology: It requires organizational structures, leadership style and control systems that differ from customized technology. Environmental uncertainty: Environmental changes influence the management process, it being rapidly changing and unpredictable. Individual differences: Each one is different in terms of their desire for growth, autonomy, tolerance of ambiguity and expectation and accordingly managers select motivation techniques style and designs

 Globalization Ethics Workforce diversity

Entrepreneurship
Managing in an E Business World Knowledge Management and Learning Organizations Quality Management

Globalization
Working with people

from different Cultures

Coping with

Anticapitalist Backlash
Movement of jobs to

countries with Low cost

Labor

Ethics
Process of addressing ethical delimas
Step 1: What is the ethical dilemma? Step 2: Who are the affected stakeholders? Step 3: What personal, organizational, and external factors are important to my decision? Step 4: What are possible alternatives? Step 5: Make a decision and act on it.

Workforce Diversity
A workforce thats heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences
Broad range of view

points
Problem solving

skills
Better understanding

of diverse customer
base

Enterpreunership
It is the process of starting new businesses, generally in response to opportunities.
Pursuit of

opportunities
Innovation

Growth

 Managing in an E-Business World

E-Business
The way the organization does work by using electronic(Internet based)linkages with its key constituents to efficiently & effectively achieve the goals including the e-commerce.

Categories of e-business involvement

E-Business Enhanced Organization
Category 1

E-Business Enabled Organization

Category 2

Category 3

Total E-Business Organization

KNOWLEDGE MANAGEMENT
Cultivating a learning culture where organizational

members systematically gather knowledge & share it with others in the organization to achieve better performance.

Learning Organizations
Organizations must be dynamic & learning i.e

continuously learn, adapt & change.

Create

learning organization.

capabilities

throughout

the

Manage the base of knowledge for good decision

making.

Learning Organization v/s Traditional organization

Parameters Attitude towards Change Attitude towards new ideas Whos responsible for innovation Main Fear Competitive Advantage Managers Job Traditional Organization No change if working Not Open R&D Making Mistakes Product & Service Learning Organization Changing is must Always open & accepting Everyone in Organization Not learning, not adapting Ability to learn, Knowledge & Expertise Enable others

Control Others

Quality Management
A philosophy of management driven by

continual improvement & responding to customer needs & expectations.

Committed to continuous improvement in

work processes.
Departure from earlier management theories. TQM started during 1980s & 1990s Inspired by W.Edwards & Joseph M.Juranmin

1950

Cont..
Customer focused
Process focused Accurate Measurements Empowerment of employees

Summary
Historical Background Early management examples Adam Smith Industrial Revolution Major Management Theories Scientific management(Taylors principles, Frank, use in todays management) General Administrative theories (Fayols principles, Max Weber) Quantitative approach(Robert McNamera,Charles Thornton)

Cont
Organizational Behavior (Early Advocates, Hawthorne

studies) Systems Approach Contingency Approach

Current Trends & Issues Globalization Ethics Workforce Diversity Entrepreneurship E-business Knowledge & learning Organizations Quality Management

Questions
Discuss the development of major management theories. Write short notes on:1. Globalization 2. Quality management A philosophy of management that is driven by continual

a) b) c) d)

improvement and responding to customer needs and expectations is: Contingency approach Quality management System approach Scientific management

 A theory of management that is focused on describing what

managers do and what constitutes good management practice is the general administrative theory. a) Correct b) Incorrect Quantitative techniques are used to improve:a) Decision making b) Leadership qualities Open systems are those which do not interact with the environment. a) Correct b) Incorrect

 Workforce diversity is heterogeneous in terms of gender,

race, ethnicity, age, and other characteristics that reflect similarities. a) Correct b) incorrect

THANK YOU