Management organisation and behaviour

1. Evolution of management Thought
• Management thought is regarded as an evolutionary
concept. It has developed along with it and in line with
social, cultural, economic and scientific institutions.
Management thought has its origin in ancient times. It
is developed along with other socio economic
development.
• The evolution of management thought is a process that
started in the early days of man. It began since the
period man saw the need to live in groups. Powerful
men were able to organize the masses, share them into
various groups. The sharing was done accord to the
masses' strength, mental capacities, and intelligence.

2. Classical management thought
• The classical management theory believes
that employees are strongly motivated by
their physical needs and monetary
incentives. Organizations that implement this
management style often incorporate regular
opportunities for employees to be rewarded
for their productivity with incentives.

3. Who created classical management
theory
• Three streams of classical management theory
are - Bureaucracy (Weber), Administrative
Theory (Fayol), and Scientific Management
(Taylor).
• Henri Fayol (1841–1925) is often described as the
'father' of modern management. He had been
managing director of a large French mining
company, and was concerned with efficiency at
an organisational level rather than at the level of
the task.

4. • Three streams of classical management theory
are - Bureaucracy (Weber), Administrative
Theory (Fayol), and Scientific Management
(Taylor).
• Henri Fayol (1841–1925) is often described as the
'father' of modern management. He had been
managing director of a large French mining
company, and was concerned with efficiency at
an organisational level rather than at the level of
the task.

5. • The neoclassical theory is the extensive
version of the classical theory that includes
behavioural science in business management.
In this theory, the organization is the social
system, and its performance is affected by
human efforts.

6. • The behavioral management theory is often
called the human relations
movement because it addresses the human
dimension of work. Behavioral theorists
believed that a better understanding of
human behavior at work, such as motivation,
conflict, expectations, and group dynamics,
improved productivity.

7. Behavioral Theory of Management
• The Behavioral Theory of Management, often
referred to as Neo-Classical Management
Theory, focuses upon individual behavior,
motivations, and social interactions.
Specifically, it incorporates the study of
human behavior through psychology,
sociology, and anthropology.

8. • The classical development of management
thoughts can be divided into the scientific
management, the organizational
management, the behavioral management
and the quantitative management.

9. Father of Behavioral Management
Theory
• Abraham Maslow
• This principle of human motivation helped
revolutionize theories and practices of
management. Abraham Maslow, a practicing
psychologist, developed one of the most
widely recognized need theories, a theory of
motivation based upon a consideration of
human needs .

10. Management Science Approaches
• The management science approach uses
mathematical models of analysis to apply the
scientific method to business operations or
processes.
• Management science encompasses a logical
approach to problem solving. The steps of the
scientific method are (1) observation, (2) problem
definition, (3) model construction, (4) model
solution, and (5) implementation. This model
now represents the manager's problem of
determining the number of units to produce.

11. • The management process by which we pursue
goals includes planning, organizing, leading,
and controlling.

12. • The chart of “The Management Process,”
begins with the three basic elements with
which a manager deals: ideas, things, and
people. Management of these three elements
is directly related to theoretical thinking (of
which planning is an essential part),
administration, and leadership.

13. Management - Definition
• Management Definition by H. Koontz "
Management is an art of getting things done
through and with the people in formally
organized group.“
• Henry Fayol – “To manage is to forecast and to
plan, to organize, to command, to co-ordinate
and to control.”

14. LEVELS OF MANAGEMENT
Top Level of Management
• It consists of board of directors, chief
executive or managing director. The top
management is the ultimate source of
authority and it manages goals and policies for
an enterprise. It devotes more time on
planning and coordinating functions.

15. Top management lays down the objectives and broad policies of the enterprise.
• It issues necessary instructions for preparation of department
budgets, procedures, schedules etc.
• It prepares strategic plans & policies for the enterprise.
• It appoints the executive for middle level i.e. departmental
managers.
• It controls & coordinates the activities of all the departments.
• It is also responsible for maintaining a contact with the
outside world.
• It provides guidance and direction.
• The top management is also responsible towards the
shareholders for the performance of the enterprise.

16. • Middle Level of Management
The branch managers and departmental managers
constitute middle level. They are responsible to
the top management for the functioning of their
department. They devote more time to
organizational and directional functions. In small
organization, there is only one layer of middle
level of management but in big enterprises, there
may be senior and junior middle level
management.

17. • They execute the plans of the organization in
accordance with the policies and directives of the
top management.
• They make plans for the sub-units of the
organization.
• They participate in employment & training of
lower level management.
• They interpret and explain policies from top level
management to lower level.
• They are responsible for coordinating the
activities within the division or department.

18. • Lower Level of Management
• Lower level is also known as supervisory /
operative level of management. It consists of
supervisors, foreman, section officers,
superintendent etc.

19. • Assigning of jobs and tasks to various workers.
• They guide and instruct workers for day to day activities.
• They are responsible for the quality as well as quantity of production.
• They are also entrusted with the responsibility of maintaining good relation in the
organization.
• They communicate workers problems, suggestions, and recommendatory appeals
etc to the higher level and higher level goals and objectives to the workers.
• They help to solve the grievances of the workers.
• They supervise & guide the sub-ordinates.
• They are responsible for providing training to the workers.
• They arrange necessary materials, machines, tools etc for getting the things done.
• They prepare periodical reports about the performance of the workers.
• They ensure discipline in the enterprise.
• They motivate workers.

20. Functions of Management
1. Planning
Planning is future-oriented and determines an
organization’s direction. It is a normal and
systematic way of making decisions today that
will affect the future of the company. It
involves predicting of the future as well as
attempting to control the events. It involves
the ability to foresee the effects of current
actions in the long run in the future.

21. • An effective planning program incorporates
the effect of both external as well as internal
factors. The external factors are shortages of
resources; both capital and material, general
economic trend as far as interest rates and
inflation are concerned, dynamic
technological advancements, increased
governmental regulation regarding
community interests, unstable international
political environments, etc.

22. • The internal factors that affect planning are
limited growth opportunities due to
saturation requiring diversification, changing
patterns of the workforce, more complex
organizational structures, decentralization, etc

23. 2. Organizing
• Requires a formal structure of authority and
the direction and flow of such authority
through which work subdivisions are defined,
arranged and coordinated to attain the
prescribed objectives.

24. Function of organizing is concerned
with:
• Identifying the tasks that must be performed
and grouping them whenever necessary
• Assigning these tasks to the personnel while
defining their authority and responsibility.
• Delegating this authority to these employees
• Establishing a relationship between authority
and responsibility
• Coordinating these activities

25. 3. Staffing
Staffing is the function of hiring and retaining a
suitable work-force for the enterprise both at
managerial as well as non-managerial levels. It
involves the process of recruiting, training,
developing, compensating and evaluating
employees and maintaining this workforce with
proper incentives and motivations. Since the
human element is the most vital factor in
the process of management, it is important to
recruit the right personnel.

26. 4. Directing
The directing function is concerned
with leadership, communication, motivation,
and supervision so that the employees
perform their activities in the most efficient
manner possible, in order to achieve the
desired goals.

27. 5. Controlling
The function of control consists of those activities
that are undertaken to ensure that the events do
not deviate from the pre-arranged plans. The
activities consist of establishing standards for
work performance, measuring performance and
comparing it to these set standards and taking
corrective actions as and when needed, to
correct any deviations.

28. Roles of a manager
• Interpersonal Roles of Manager
The interpersonal role is all about interacting with
people inside and outside the organization.
• Figurehead
A manager plays a figurehead role when he
performs activities such as attending formal
functions which have representative nature.
Sometimes managers greet visitors, attend social
functions involving employees, and handling out
merit certificates and other awards to
outstanding employees.

29. • Leader
• The leader role of a manager involves leading
and motivating his subordinates for willing
contribution. Managers perform leader roles
when they perform activities such as Hiring,
Training, motivating, and guiding
subordinates.

30. • Liaison
In the Liaison role, the manager act as a
mediator between the organization and the
outsider.
He serves as a connecting link between his
units and organizational units, and sometimes
with people from the external environment.

31. Informational Roles of Manager
• The informational role of a manager is like
serving as a focal point for the exchange of
information. It includes communication,
giving, and receiving information, both within
and outside the organization. Information is
required at every level in an organization to
make decisions effective.

32. • Monitor role
The manager seeks and receives information
about those factors which affect his activities.
These factors may be within the organization
as well as outside it.
By playing a monitor role, Managers gain an
understanding of the Organization and its
environment.

33. • Disseminator Role
• In the disseminator role, the manager
transmits information to subordinates, peers,
and superiors within the Organization.
• The manager has to act as a disseminator and
distributes the information to his subordinates
because they may not be in a position to
collect it.

34. • Spokesperson Role
• In the spokesperson role, the manager
represents his organization or unit while
interacting with outsiders.
• More precisely, the Spokesperson Speaks on
behalf of the Organization and transmits
information on Organization plans, policies,
and actions to outsiders.

35. • Decisional Roles of Manager
• Decisional roles of a manager involve choosing
the most appropriate and best alternative out
of the available ones so that the organization
achieves its objectives when the chosen
alternative is put into action.

36. • Entrepreneur
• Manager as an Entrepreneur role, take
initiative and make changes or improvements
in the activities of the Organization.
• The manager assumes certain risk which is
involved in terms of the outcomes of action
because these are affected by a variety of
external factors.

37. • Disturbance handler
• As a role of disturbance handler, the manager
has in charge and takes corrective action when
Organization faces unexpected crises.
• The manager is required to tackle those forces
and events which tend to disturb the
organizational equilibrium and normal
functioning.

38. • Resource allocator
• A manager as the resource allocator role must
divide work and delegate authority among his
subordinates. He must decide who will get
what work.
• The manager allocates resources such as
human, physical and financial among his
subordinates.

39. • Negotiator
• The manager represents the organization in
bargaining and negotiations with outsiders as
well as insiders.
• In the negotiator role, the manager negotiates
with various interest groups in the
organization. Such interest groups are
shareholders, employees, and outside
agencies.