DR. N.G.P.

INSTITUTE OF TECHNOLOGY
- COIMBATORE-48
(AN AUTONOMOUS INSTITUTION)

PRINCIPLES OF MANAGEMENT

Unit- I – INTRODUCTION TO MANAGEMENT AND

ORGANISATION
 MG8591 POM 2

UNIT I INTRODUCTION TO MANAGEMENT AND

ORGANIZATIONS

Overview of Management: Definition –Nature and scope of

management-Importance - skills of managers– Manager Vs
Entrepreneur Levels of Management-Functional areas of
management- Evolution of Management thoughts: -Management:
a science or an art?. Types of Business organization - Sole
proprietorship, partnership, company-public and private sector
enterprises - Organization culture and Environment – Current
trends and issues in Management.
UNIT 1 INTRODUCTION TO MANAGEMENT AND 3
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 4
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 5
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 6
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 7
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 8
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND
ORGANIZATION
9
UNIT 1 INTRODUCTION TO MANAGEMENT AND 10
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 11
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 12
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 13
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 14
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 15
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 16
ORGANIZATION
 MANAGEMENT VS ADMINISTRATION
17

UNIT 1 INTRODUCTION TO MANAGEMENT AND

ORGANIZATION
 MANAGEMENT VS ADMINISTRATION
Management Administration

1. Function Directing human-goals Determination of goal and policies

2. Position Servant of administration Controlling management and

organization

3. Technical ability Requires to function properly Does not requires

4. Productive nature Productive in nature Non productive

5. Levels 3 levels Only relate to top levels

6. Role It executes the work It gives the proper direction

UNIT 1 INTRODUCTION TO MANAGEMENT AND 18

ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 19
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 20
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 21
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 22
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 23
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 24
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 25
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 26
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 27
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 28
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 29
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 30
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 31
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 32
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 33
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 34
ORGANIZATION
 IMPORTANCE OF MANAGEMENT

• Attainment of group goals • Motivation

• Effective functioning of • Communication
business • Coordination
• Resource development • Decision making
• Management controls the • Leadership quality
organization • Management is needed at all
• Sound organization structure levels
• Integrates individual efforts

UNIT 1 INTRODUCTION TO MANAGEMENT AND 35

ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 36
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 37
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 39
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 40
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 41
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 42
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 43
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 44
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 45
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 46
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 47
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 48
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 49
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 50
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 51
ORGANIZATION
• Principle was derived on the basis of
observation and analysis i.e. practical
experience of manager
• Not only to business but also to political,
religious, philanthropic, and military.
 Fayol's definition of management roles and actions distinguishes
between Five Elements:
1. Prevoyance: (Forecast & Plan). Examining the future and drawing up a
plan of action. The elements of strategy.
2. To organize: Build up the structure, both material and human, of the
undertaking.
3. To command: Maintain the activity among the personnel.
4. To coordinate: Binding together, unifying and harmonizing all activity and
effort.
5. To control: Seeing that everything occurs in conformity with established
rule and expressed command.
 Henri Fayol (1841-1925)-French Management Theorist-20th century.
 Fayol -The father of modern operational management theory.
 Fayol -one of the most influential contributors to modern concepts of
management.
 Proposed five primary functions of management-planning, organizing,
commanding, coordinating, and controlling.
 Daft (2005) have reduced the five functions to four: planning, organizing,
leading, and controlling.
 Fayol suggested that it is important to have unity of command-one supervisor
for one person.
UNIT 1 INTRODUCTION TO MANAGEMENT AND ORGANIZATION 55
Specialization allows the individual to build up experience,
and to continuously improve his skills. Thereby he can be
more productive.
The right to issue commands, along with which must go the
balanced responsibility for its function.
Employees must obey, but this is two-sided: employees will
only obey orders if management play their part by
providing good leadership.
 only one supervisor
People engaged in the same kind of activities must have
the same objectives in a single plan. This is essential to
ensure unity and coordination in the enterprise. Unity of
command does not exist without unity of direction but
does not necessarily flows from it.
Management must see that the goals of the firms are
always paramount.
Payment is an important motivator although by analyzing a
number of possibilities, Fayol points out that there is no such
thing as a perfect system
This is a matter of degree depending on the condition of
the business and the quality of its personnel.
A hierarchy is necessary for unity of direction. But lateral
communication is also fundamental, as long as superiors
know that such communication is taking place. Scalar chain
refers to the number of levels in the hierarchy from the
ultimate authority to the lowest level in the organization. It
should not be over-stretched and consist of too-many levels
Both material order and social order are necessary. The
former minimizes lost time and useless handling of materials.
The latter is achieved through organization and selection.
In running a business a ‘combination of kindliness and
justice’ is needed. Treating employees well is important to
achieve equity.
Employees work better if job security and career progress
are assured to them. An insecure tenure and a high rate of
employee turnover will affect the organization adversely.
Allowing all personnel to show their initiative in some way
is a source of strength for the organization. Even though it
may well involve a sacrifice of ‘personal vanity’ on the
part of many managers.
Management must foster the morale of its employees. He
further suggests that: “real talent is needed to coordinate
effort, encourage keenness, use each person’s abilities, and
reward each one’s merit without arousing possible jealousies
and disturbing harmonious relations.”
 Fayol's definition of management roles and actions distinguishes between Five
Elements:

 Prevoyance. (Forecast & Plan). Examining the future and drawing up a plan of action. The
elements of strategy.

 To organize. Build up the structure, both material and human, of the undertaking.

 To command. Maintain the activity among the personnel.

 To coordinate. Binding together, unifying and harmonizing all activity and effort.

 To control. Seeing that everything occurs in conformity with established rule and expressed
command.
 Change and Organization.

 Decision-making.

 Skills -Can be used to improve the basic effectiveness of a manager.

 Understand that management can be seen as a variety of activities, which

can be listed and grouped.
Contribution of Taylor
 Fredrick Winslow Taylor ( March 20, 1856 - March 21, 1915) - ‘Father of Scientific
Management’.

 Conducted various experiments during this process which forms the basis of scientific
management.

 Implies application of scientific principles for studying & identifying management problems.

 “Scientific Management is an art of knowing exactly what you want your men to do and
seeing that they do it in the best and cheapest way”.

Unit-I: OVERVIEW OF MANAGEMENT 72

Principles of Scientific Management
1. Development of Science for each part of men’s job

1) This principle suggests that work assigned to any employee should be observed,
analyzed with respect to each and every element and part and time involved in it.
2) This is done by the use of method of enquiry, investigation, data collection,
analysis and framing of rules.
3) Under scientific management, decisions are made on the basis of facts and by
the application of scientific decisions.

Unit-I: OVERVIEW OF MANAGEMENT 73

Principles of Scientific Management…
2. Scientific Selection, Training & Development of Workers
1) There should be scientifically designed procedure for the selection of workers.
2) Physical, mental & other requirement should be specified for each and every job.
3) Workers should be selected & trained to make them fit for the job.
4) The management has to provide opportunities for development of workers
having better capabilities.
5) According to Taylor, efforts should be made to develop each employee to his
greatest level, efficiency & prosperity.

Unit-I: OVERVIEW OF MANAGEMENT 74

Principles of Scientific Management…
3. Co-operation between Management & workers

1) Taylor believed in co-operation and not individualism.

2) It is only through co-operation that the goals of the enterprise can be achieved
efficiently.
3) There should be no conflict between managers & workers.
4) Taylor believed that interest of employer & employees should be fully
harmonized so as to secure mutually understanding relations between them.

Unit-I: OVERVIEW OF MANAGEMENT 75

Principles of Scientific Management…

4. Division of Responsibility

1) This principle determines the concrete nature of roles to be played by different

level of managers & workers.
2) The management should assume the responsibility of planning the work whereas
workers should be concerned with execution of task.
3) Thus planning is to be separated from execution.

Unit-I: OVERVIEW OF MANAGEMENT 76

Principles of Scientific Management…
5. Mental Revolution
1) The workers and managers should have a complete change of outlook towards their
mutual relation and work effort.
2) It requires that management should create suitable working condition and solve all
problems scientifically.
3) Similarly workers should attend their jobs with utmost attention, devotion and
carefulness. They should not waste the resources of enterprise.
4) Handsome remuneration should be provided to workers to boost up their moral.
5) It will create a sense of belongingness among worker.
6) They will be disciplined, loyal and sincere in fulfilling the task assigned to them.
7) There will be more production and economical growth at a faster rate.

Unit-I: OVERVIEW OF MANAGEMENT 77

Principles of Scientific Management…
6. Maximum Prosperity for Employer & Employees
1) The aim of scientific management is to see maximum prosperity for employer
and employees.
2) It is important only when there is opportunity for each worker to attain his
highest efficiency.
3) Maximum output & optimum utilization of resources will bring higher profits
for the employer & better wages for the workers.
4) There should be maximum output in place of restricted output.
5) Both managers & workers should be paid handsomely.

Unit-I: OVERVIEW OF MANAGEMENT 78

Techniques of Scientific Management
1. Time Study
 It is a technique which enables the manager to ascertain standard time taken for
performing a specified job.
 Every job or every part of it is studied in detail.
 This technique is based on the study of an average worker having reasonable skill and
ability.
 Average worker is selected and assigned the job and then with the help of a stop watch,
time is ascertained for performing that particular job.
 Taylor maintained that Fair day’s work should be determined through observations,
experiment and analysis by keeping in view an average worker.

Standard Time × Working Hours = Fair Day’s Work

Unit-I: OVERVIEW OF MANAGEMENT 79

Techniques of Scientific Management
2. Motion Study
 In this study, movement of body and limbs required to perform a job are closely
observed.
 In other words, it refers to the study of movement of an operator on machine
involved in a particular task.
 The purpose of motion study is to eliminate useless motions and determine the best
way of doing the job.
 By undertaking motion study an attempt is made to know whether some elements
of a job can be eliminated combined or their sequence can be changed to achieve
necessary rhythm.
 Motion study increases the efficiency and productivity of workers by cutting down
all wasteful motions.

Unit-I: OVERVIEW OF MANAGEMENT 80

Techniques of Scientific Management
3. Functional Foremanship
1. Taylor advocated functional foremanship for achieving ultimate specification.
2. This technique was developed to improve the quality of work as single
supervisor may not be an expert in all the aspects of the work.
3. Therefore workers are to be supervised by specialist foreman.
4. The scheme of functional foremanship is an extension of principle of
specialization at the supervisory level.
5. Taylor advocated appointment of 8 foramen, 4 at the planning level & other 4 at
implementation level.

Unit-I: OVERVIEW OF MANAGEMENT 81

Techniques of Scientific Management
3. Functional Foremanship

Unit-I: OVERVIEW OF MANAGEMENT 82

Techniques of Scientific Management
6. The names & function of these specialist foremen are: -
1) Instruction card clerk concerned with tagging down of instructions according to which
workers are required to perform their job
2) Time & cost clerk is concerned with setting a time table for doing a job & specifying the
material and labor cost involved in it.
3) Route clerk determines the route through which raw materials has to be passed.
4) Shop Disciplinarians are concerned with making rules and regulations to ensure discipline in
the organization.
5) Gang boss makes the arrangement of workers, machines, tools, workers etc.
6) Speed boss concerned with maintaining the speed and to remove delays in the production
process.
7) Repair boss concerned with maintenance of machine, tools and equipments.
8) Inspector is concerned with maintaining the quality of product.

Unit-I: OVERVIEW OF MANAGEMENT 83

Techniques of Scientific Management
4. Standardization
1) It implies that the physical attitude of products should be such that it meets the
requirements & needs of customers.
2) Taylor advocated that tools & equipments as well as working conditions should be
standardized to achieve standard output from workers.
3) Standardization is a means of achieving economics of production.
4) It seems to ensure –
a. The line of product is restricted to predetermined type, form, design, size, weight,
quality. Etc
b. There is manufacture of identical parts and components.
c. Quality & standards have been maintained.
d. Standard of performance are established for workers at all levels.

Unit-I: OVERVIEW OF MANAGEMENT 84

Techniques of Scientific Management
5. Differential Piece Wage Plan
1) This tech of wage payment is based on efficiency of worker.
2) The efficient workers are paid more wages than inefficient one.
3) On the other hand, those workers who produce less than standard no. of pieces are paid
wages at lower rate than prevailing rate i.e. worker is penalized for his inefficiency.
4) This system is a source of incentive to workers who improving their efficiency in order
to get more wages.
5) It also encourages inefficient workers to improve their performance and achieve their
standards.
6) It leads to mass production which minimizes cost and maximizes profits.

Unit-I: OVERVIEW OF MANAGEMENT 85

Techniques of Scientific Management

6. Other Techniques
1) Various other techniques have been developed to create ordeal relationship
between management and workers and also to create better understanding on
part of works.
2) Those includes use of instruction cards, strict rules & regulations, graphs, slides,
charts etc, so as to increase efficiency of workers.

Unit-I: OVERVIEW OF MANAGEMENT 86

Study of Fayol and Taylor
 Both the persons have contributed to development of science of management.
 The work of Taylor & Fayol was, of course, especially complementary.
 They both realized that problem of personnel & its management at all levels is the
key to individual success.
 Both applied scientific method to this problem that Taylor worked primarily from
operative level, from bottom to upward, while Fayol concentrated on managing
director and work downwards, was merely a reflection of their very different careers.

Unit-I: OVERVIEW OF MANAGEMENT 87

Study of Fayol and Taylor
 They both differ from each other in following aspects: -
 Taylor looked at management from supervisory viewpoint & tried to improve efficiency at
operating level. He moved upwards while formulating theory. On the other hand, Fayol analyzed
management from level of top management downward. Thus, Fayol could afford a broader vision
than Taylor.
 Taylor called his philosophy “Scientific Management” while Fayol described his approach as “A
general theory of administration”.
 Main aim of Taylor – to improve labor productivity & to eliminate all type of waste through
standardization of work & tools. Fayol attempted to develop a universal theory of management and
stressed upon need for teaching the theory of management.
 Taylor focused his attention on fact by management and his principles are applicable on shop floor.
But Fayol concentrated on function of managers and on general principles of management wheel
that could be equally applied in all.

Unit-I: OVERVIEW OF MANAGEMENT 88

Study of Fayol and Taylor
 Similarity - Both emphasized mutual co-operation between employment and employees.
 Spheres of Human Activity
Fayol’s theory is more widely applicable than that of Taylor, although Taylor’s philosophy has
undergone a big change under influence of modern development, but Fayol’s principles of management
have stood the test of time and are still being accepted as the core of management theory.
 Psychologists View Point
According to Psychologists, Taylor's study had following drawbacks: -
 Ignores human factors - Considers them as machines. Ignores human requirements, want and
aspirations.
 Separation of Planning and Doing.
 Dissatisfaction - Comparing performance with others.
 No best way - Scientific management does not give one best way for solving problems.

Unit-I: OVERVIEW OF MANAGEMENT 89

Study of Fayol and Taylor
Basis Taylor Fayol

Human aspect disregards human elements Fayol pays due regards on

and there is more stress on human element. E.g. Principle
improving men, materials and of initiative, Espirit De’ Corps
methods and Equity recognizes a need
for human relations

Status Father of scientific Father of management

management principles
Efficiency & administration Stressed on efficiency Stressed on general
administration

Unit-I: OVERVIEW OF MANAGEMENT 90

UNIT 1 INTRODUCTION TO MANAGEMENT AND 91
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 92
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 93
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 94
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 95
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 96
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 97
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 98
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 99
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 100
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 101
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 102
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 103
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 104
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 105
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 106
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 107
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 108
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 109
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 110
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 111
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 112
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 113
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 114
ORGANIZATION
Types of
Business
Organization
UNIT 1 INTRODUCTION TO MANAGEMENT AND 116
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 117
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 118
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 119
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 120
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 121
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 122
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 123
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 124
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 125
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 126
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 127
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 128
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 129
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 130
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 131
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 132
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 133
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 134
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 135
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 136
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 137
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 138
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 139
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 140
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 141
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 142
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 143
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 144
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 145
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 146
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 147
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 148
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 149
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 150
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 151
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 152
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 153
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 154
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 155
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 156
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 157
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 158
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 159
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 160
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 161
ORGANIZATION
UNIT 1 INTRODUCTION TO MANAGEMENT AND 162
ORGANIZATION
 Puzzle
163

UNIT 1 INTRODUCTION TO MANAGEMENT AND

ORGANIZATION
 Answer
164

51

UNIT 1 INTRODUCTION TO MANAGEMENT AND

ORGANIZATION
 165

THANK YOU

UNIT 1 INTRODUCTION TO MANAGEMENT AND

ORGANIZATION