1. UNIT I (A)
INTRODUCTION TO
MANAGEMENT

2. What is Management?

3. CONCEPT OF MANAGEMENT
The term management is used in three
alternative ways:
1. Management as a discipline
2. Management as a group of people
3. Management as a process

4. Management defined…
“Management is the art of getting things done through and
with people in formally organized groups” - Harold Koontz
“To manage is to forecast and plan, to organize, to
command, to coordinate and control”
- Henry Fayol
“ Management is concerned with the systematic
organization of economic resources and its task to make these
resources productive”
- Peter F Drucker

5. Nature of Management

6. Nature of Management
☺ Multidisciplinary
☺ Dynamic Nature of Principles
☺ Relative, not Absolute Principles
☺ Management: Science or Art
☺ Management as Profession
☺ Universality of Management

7. IMPORTANCE OF MANAGEMENT
Effective Utilization of Resources
Development of Resources
To incorporate Innovations
Integrating various Interest Groups
Stability in the Society
Handling Difficulties
Economy and Efficiency

8. FUNCTIONS OF MANAGEMENT
WRITERS
Henry Fayol
Luther Gulick
Lyndall Urwick
Ralph Davis
E.F.L Brech
Koontz and O’Donnell
FUNCTIONS
.
Planning, Organizing, Commanding,
Coordinating, Controlling.
POSDCORB
Planning, Organizing, Commanding,
Coordinating, Communicating,
forecasting, investigating.
Planning, Organizing, Controlling
Planning, Organizing, Motivating,
Coordinating, controlling
Planning, Organizing, staffing,
leading, controlling.

9. FUNCTIONS OF MANAGEMENT

10. TAYLOR’S SCIENTIFIC
MANAGEMENT
Scientific Management concept was
introduced by Frederick Winslow Taylor in
USA in the beginning of 20th century.
“ Scientific Management is concerned
with knowing exactly what you want men to
do and then see in that they do it in the best
and cheapest way.”

11. ELEMENTS AND TOOLS OF SCIENTIFIC
MANAGEMENT
1.
2.
3.
4.
5.
6.
7.
8.
Separation of Planning and Doing.
Functional Foremanship.
Job Analysis.
Standardization.
Scientific Selection and Training of Workers.
Financial Incentives.
Economy.
Mental Revolution.

12. Separation of Planning and Doing

13. Functional Foremanship

14. Job Analysis

15. Standardization.

16. Scientific Selection and Training of
Workers

17. Financial Incentives.

18. Economy &Mental Revolution

19. PRINCIPLES OF SCIENTIFIC
MANAGEMENT
1.
2.
3.
4.
5.
Replacing Rule of Thumb with Science
Harmony in Group Action
Co-operation
Maximum Output
Development of Workers

20. Harmony in Group Action

21. Co-operation

22. Maximum Output

23. FAYOL’S PRINCIPLES OF
MANAGEMENT
1.
2.
3.
4.
5.
6.
7.
Division of Work
Authority and Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual to General Interest
Remuneration of Personnel

24. FAYOL’S PRINCIPLES OF
MANAGEMENT
(contd.)
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of Tenure
13. Initiative
14. Esprit de Corps

25. MAYO’S HAWTHORNE EXPERIMENTS
The Hawthorne plant of Generic Electric
Company, Chicago, was manufacturing telephone
system bell.
It employed about 30,000 employees at the time
of experiments.
A team was constituted led by Elton Mayo
(Psychologist) to investigate the causes of
dissatisfaction among the employees.

26. FOUR PHASES OF HAWTHORNE
EXPERIMENTS
1. Illumination Experiments (1924-27)
2. Relay Assembly test room experiments
(1927-28)
3. Mass interviewing programme (1928-30)
4. Bank Wiring Observation Room
Experiments (1931-32)

27. IMPLICATIONS OF HAWTHORNE
EXPERIMENTS
1.
2.
3.
4.
5.
6.
Social Factors in Output
Group Influence
Conflicts
Leadership
Supervision
Communication

28. CRITICISMS
The Hawthorne researchers did not give
sufficient attention to the attitudes that people bring
with them to the work place.
The Hawthorne plant was not a typical plant
because it was a thoroughly unpleasant place to
work.
They assume acceptance of management’s goals
and look on the worker as someone to be
manipulated by management.

29. MASLOW’S THEORY OF HUMAN
NEEDS
The behavior of an individual at a
particular moment is usually determined
by his strongest need.

30. MASLOW’S THEORY OF HUMAN
NEEDS

31. MASLOW’S THEORY OF HUMAN
NEEDS
Basic Human Needs
• Food
• Air
• Water
• Clothing
Physiological Needs

32. Safety and Security
• Protection
• Stability
• Pain Avoidance
• Routine/Order
Safety Needs

33. Love and Belonging
• Affection
• Acceptance
Social Needs
• Inclusion

34. Esteem
Esteem Needs
• Self-Respect
• Self-Esteem
• Respected by Others

35. Self-Actualization
• Achieve full potential
• Fulfillment

36. Summary
Self-Actualization
Esteem
Belonging
Safety
Physiological