MANAGEMENT SCIENCE
INDEX SYLLABUS (PPT SLIDES) TOPIC LECTURE NO. Introduction to Management L1 Managing Organizational Structure L2 Operations Management L3 Materials Management L4 Human Resource Management (HRM) L5 Project Management (PERT/CPM) L6 Strategic Management L7 Contemporary Management Practices L8
UNIT-I
Introduction to Management
Instructor: Sihem Smida
DEFINITION
Henri Fayol(1916):To manage is to
forecast and plan ,to organize, to command, to coordinate and control
Peter. F. Drucker(1955):Management is concerned with the systematic organization of economic Resources and its task is to make these resources productive.
Nature and Features
Management is a social process It also denotes a a body of people involved in decision making It is inexact science It is an art and also science It is profession It is inter-disciplinary It is complex
IMPORTANCE
It facilitates the achievements of goals through limited resources It ensures smooth sailing in case of difficulties It ensures continuing in the organization It ensures economy and efficiency It focus on group efforts It is the key to the economic growth
Taylors Scientific Management Theory
F.W.Taylor Father of Scientific Management Taylor demonstrated the benefits of increased productivity and earnings through an experiment at Bethlehem Steel Works.
FUNCTIONS OF MANAGEMENT
According to Luther Gullick P-----Planning O------Organizing S-----Staffing D----Directing Co---Coordinating R---Reporting B---Budgetting
Fayols Principle of Management
1. 2. 3. 4. 5. 6.
Henri Fayol contributed 14 principles to management Division of Work Authority Discipline Unity of command Unity of direction Subordination of individual interest to group interest
Fayols Principle of Management
7.Remuneration 8.Centralization of authority 9.Scalar chain 10.Order 11.Equity 12.Stability of tenure of personnel 13.Initiative 14.Espirit de corps (Team work)
Mayos Hawthorne Experiments
Mayo known for his famous experiment at Hawthorne plant of the western electric company, Chicago, USA, for evaluating the attitudes and Psychological reaction of workers on the job situations.
Maslows theory of Human NeedsS
1. 2. 3. 4.
5.
According to him humans have 5 needs Physiological needs Safety needs Affiliation or acceptance needs Esteem needs Self-actualisation needs
Douglas McGregors Theory X and Theory Y
Theory X: Assumptions 1. Employees are lazy 2. They require constant guidance and support 3. Some times they require even coersion and control 4. Given an opportunity they would like to avoid responsibility 5. They do not show any ambition but always seak security
Theory Y
Assumptions: 1. Some employees consider work as natural as play as rest 2. They employees are capable of directing and controlling performance on their own. They are much committed to objectives of the organization. 3. Higher rewards make these employees more committed to organization. 4. Most of them are highly imaginative, creative, and display ingenuity in handling organizational issues. 5. Give an opportunity , they not only accept responsibility but also look for opportunities to
Management Science Theory
Contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services.
2-15
Management Science Theory
Quantitative management utilizes linear and nonlinear programming, modeling, simulation, queuing theory and chaos theory. Operations management techniques used to analyze any aspect of the organizations production system.
2-16
Management Science Theory
Total Quality Management (TQM) focuses on analyzing input, conversion, and output activities to increase product quality. Management Information Systems (MIS) provides information vital for effective decision making.
2-17
Four Functions of Management
1-18
Figure 1.2
Steps in the Planning Process
Deciding which goals the organization will pursue Deciding what workflows(lines of action) to adopt to attain those goals Deciding how to allocate organizational resources
1-19
Planning
Complex, difficult activity Strategy to adopt is not always immediately clear Done under uncertainty
1-20
Organizing
Involves grouping people into departments according to the kinds of job-specific tasks they perform Managers lay out lines of authority and responsibility Decide how to coordinate organizational resources
1-21
Leading
Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals
1-22
Leading
Leadership involves using power, personality, and influence, persuasion, and communication skills Outcome of leadership is highly motivated and committed workforce
1-23
Controlling
Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance
The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness
1-24
