1

Management:
Meaning, Principles and
Functions of Management.
Different Schools of
Management and Management
Thought.
2

Getting
Getting work
work
done
done through
through
others
others

Efficiency
Efficiency
Effectiveness
Effectiveness

Develop
Develop aa science
science for
for each
each element
element of
of aa mans
mans work,
work,
which
which replaces
replaces the
the old
old rule-of-thumb
rule-of-thumb method.
method.
Scientifically
Scientifically select
select and
and then
then train,
train, teach,
teach, and
and
develop
develop the
the workmen.
workmen.
Cooperate
Cooperate with
with the
the men
men to
to insure
insure all
all work
work is
is done
done in
in
accordance
accordance with
with the
the principles
principles of
of the
the science.
science.
There
There is
is almost
almost equal
equal division
division of
of the
the work
work and
and the
the
responsibility
responsibility between
between management
management and
and workmen.
workmen.
5

Time Study
Timing how long it takes good workers
to complete each part of their jobs.

Motion Study
Breaking each task into its separate
motions and then eliminating those that are unnecessary
or repetitive.

1. Division of Work: allows for job specialization. Work

should be divided among individuals and groups.

2. Authority and Responsibility: Authority right to
give orders. Responsibility involves being answerable
Whoever assumes authority assumes responsibility
3. Discipline: Common efforts of workers. Penalties
4. Unity of Command: Employees should have only
one boss.
5. Unity of Direction: A single plan of action to guide
the organization.
6. Subordination of individual interests to the
general interests of organization
7

7. Remuneration: An equitable uniform payment

system that motivates and contribute to success.

8. Centralization: The degree to which authority rests
at the top of the organization.
9. Scalar Chain: Chain like authority scale.
10. Order: The arrangement of employees where they
will be of the most value to the organization.
11. Equity: The provision of justice and fair dealing
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de corps: Harmony, general good feeling
among employees
8

Functio

t
n
e
m
e
g
a
ns of Man

d
n
a
g
n
i
n
n
Pla
g
n
i
k
a
M
n
Decisio

Defining goals,
establishing strategy
and developing sub
plans to choose
alternatives and
coordinate activities

g
n
i
z
i
n
a
O rg
Deciding where
decisions will be made
Who will do what jobs
and tasks
Who will work for
whom

11

g
n
i
d
a
e
L
Inspiring
Inspiring

Leading
Leading
Motivating
Motivating

12

g
n
i
l
l
o
r
Cont
Monitoring progress
towards goal
achievement and
taking corrective
action when needed

13

s
a
e
r
A
d
n
a
Levels
t
n
e
m
e
g
a
of Man
Levels of Management
Top managers

th
er
O

Fi
na
nc
e

ar
ke
ti n
g

First-line managers

pe
r
H ati
um o
n
an s
re
so
ur
ce
Ad
s
m
in
is
tr
at
io
n

Middle managers

Areas of Management

14

s
r
e
g
a
n
a
M
Role of Top
Creating
Creating aa context
context for
for change
change
Developing
Developing commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action
Monitoring
Monitoring their
their business
business environments
environments
15

e
l
d
d
i
M
t
a
Wh
Managers
Do?
Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives
Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions
Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them
Implement
Implement changes
changes or
or strategies
strategies
generated
generated by
by top
top managers
managers
16

e
l
d
d
i
M
t
a
Wh
?
o
D
s
r
e
g
Mana
Plan
Plan and
and allocate
allocate resources
resources to
to meet
meet objectives
objectives

Coordinate
Coordinate and
and link
link groups,
groups,
departments,
departments, and
and divisions
divisions
Monitor
Monitor and
and manage
manage the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them
Implement
Implement changes
changes or
or strategies
strategies
generated
generated by
by top
top managers
managers
17

f
o
s
e
i
t
i
l
i
b
i
Respons
s
r
e
g
a
n
a
First-Line M
Manage
Manage the
the performance
performance of
of
entry-level
entry-level employees
employees
Encourage,
Encourage, monitor,
monitor, and
and reward
reward
the
the performance
performance of
of workers
workers
Teach
Teach entry-level
entry-level employees
employees how
how to
to do
do
their
their jobs
jobs
Make
Make detailed
detailed schedules
schedules and
and operating
operating
plans
plans

18

l
a
i
r
e
g
Mana
Roles
Interpersonal

Informational

Decisional

Figurehead

Monitor

Entrepreneur

Leader

Disseminator

Disturbance
Handler

Liaison

Spokesperson
Resource
Allocator
Adapted from Exhibit 1.4

Negotiator

H. Mintzberg, The Managers Job: Folklore and Fact:. Harvard Business Review, July-August 1975.

19

l
a
i
r
e
g
a
Man
Technical
Technical Skills
Skills

Conceptual
Conceptual Skills
Skills

Human
Human Skills
Skills

Motivation
Motivation to
to
Manage
Manage
20

Ma

s
e
g
n
e
l
l
a
h
nagerial C
Ethics

Knowledge
Management

Diversity

MANAGER
Innovation

Globalization

Customers

Chapter 1, Stephen P. Robbins, Mary Coulter, and

Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2005 Pearson Education Canada Inc.

E-Business

21

f
o
s
l
o
o
h
c
S
)
t
History:
r
a
t
s
(
t
h
g
u
o
h
T
t
n
e
Managem
Quality Viewpoint

Contingency Viewpoint

Systems Viewpoint

Behavioral Viewpoint

Traditional Viewpoint

1900

1910

1920

1930

1940

1950

1960

1970

1980

1990

2000
22
22

l
a
n
o
i
t
i
d
Tra
t
n
i
o
p
w
e
Vi
Administrative
Management
Bureaucratic
Management

Goals:
Efficiency
Consistency

Scientific
Management

23

f
o
s
c
i
t
s
i
r
e
t
c
a
Char
nt
e
m
e
g
a
n
a
M
Bureaucratic
Rulesformal guidelines for the behavior of employees
on the job

Impersonalityemployees are evaluated according to

rules and objective data

Division of Laborsplitting work into specialized

positions

24

c
i
f
i
t
n
e
i
c
S
s
i
t
a
h
W
?
t
n
e
m
e
Manag

25

e
v
i
t
a
r
t
s
i
n
Admi
t
n
e
m
e
g
a
M an
Fourteen
Principles of
Management
given by
Henry Fayol

26

l
a
r
o
i
v
a
h
What is Be
t
n
i
o
p
w
e
Vi
Focuses on dealing effectively with the
human aspects of organizations
Started in the 1930s
Emphasis on working conditions
Workers wanted respect
Workers formed unions to bargain
with management

27

f
o
w
e
i
V
Systems
s
n
o
i
t
a
z
i
Organ

28

y
c
n
e
g
n
i
t
n
o
What is C
Approach?
Problem
Problem or
or Situation
Situation

Important
Important
Contingencies
Contingencies

Solution
Solutionor
orAction
Action
AA

Solution
Solutionor
orAction
Action
BB

SSolution
olutionor
orAction
Action
CC

Source: Van Fleet, David D., Contemporary Management, Second Edition. Copyright 1991 by Houghton Mifflin Company.

29

:
h
c
a
o
r
p
p
A
y
t
i
l
a
Qu
Positive
Company
Image

Lower Costs
and Higher
Market Share

Decreased
Product Liability

Quality
30

t
n
e
m
e
g
a
n
Islamic Ma
:
e
v
i
t
c
e
p
s
Per
1. Work

is an act of Worship
2. Work as Trust Amana
3. Discipline
4. Reliance on Own Self
5. Proper placement depending upon Skills & Talent
6. Fairness and Proper Treatment of Employees
7. Quality Itqan
8. Consultative and decision making skills Shura

31

u
o
Y
k
n
Tha