Pom unit-i, Principles of Management notes BBA I Semester OU
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The document outlines the principles of management, highlighting its nature, scope, functions, and skills required for effective management. It categorizes management into various levels: top, middle, and lower levels, and discusses their respective roles and functions. Key aspects include the importance of planning, organizing, staffing, directing, controlling, and understanding efficiency and effectiveness in achieving organizational goals.
Pom unit-i, Principles of Management notes BBA I Semester OU
- 1. PRINCIPLES OF MANAGEMENT PRESENTED BY K.BALASRI PRASAD B.Sc(KU), M.B.A(OU), NET(UGC), (Ph.D)(MGU)
- 2. Management Management is co-ordination of all resources through the process of planning, organizing, directing and controlling in order to attain stated objectives.
- 3. Nature of Management 1. Universal phenomenon 2. It is an organized activity 3. It is a Group activity 4. Management is a systematic process 5. It is a social process 6. It is about “Getting things done through people”
- 4. 7. Management is an Integrated process 8. Management is Intangible 9. Goal- Oriented 10. Inter-Disciplinary Approach 11. Dynamic 12. Management is about system Authority 13. Good Leadership 14. Management is an Economic activity 15. One of the factors of production 16. Management is a profession
- 5. Scope of Management 1. Subject matter of Management: Planning, Organizing, Staffing, Directing, Coordinating, Motivating and Controlling are main functions of Management. 2. Functional Areas of Management: (i) Financial Management (ii) Marketing Management (iii) Production Management (iv) Human Resource Management
- 6. 3. Inter-Disciplinary Approach: Management is a discipline that takes the help of other subjects like Psychology. Sociology, Engineering, Economics etc,. 4. Universal Phenomenon: Management is also present in political, religious, charities, Armed forces, educational institutions etc,.
- 7. Management functions (or) Process of Management There are five types of functions in management. They are, Planning-Defines the goal & establishing strategy. Organizing-includes determining what task has to be done, who is to do them. Staffing-Includes recruitment of people and training them towards the project. Directing-Includes the motivating the employees and leading the activities. Controlling-It is the process of monitoring the performance.
- 8. Managerial Skills There are three types of skills required by a manager. They are: Conceptual Skills-These skills are required by the employee who are in top level management. Human Relations Skills- These skills are required by the employee who are in middle level Management. Technical skills-These skills are required by the employee in the supervisory level.
- 9. Different Managerial Levels Top Management Middle Management Supervisory Level Human Relations Skills Conceptual Skills Technical Skills
- 10. Order of Management Operatives (or) Executive First-Line Managers Middle Managers Top Management
- 11. Effectiveness: Adequate to accomplish a purpose; producing the intended or expected result. Efficiency: Performing or functioning in the best possible manner with the least waste of time and effort. (Or) Efficiency is doing something with the least possible expenditure of resources (such as time, energy, etc.) Efficiency & Effectiveness
- 12. Principles of Management- Henry Fayol Division of work Authority & responsibility Discipline Unity of command Unity of direction Subordination of individual to general interest Centralization Scalar chain
- 15. INTRODUCTION The term ‘management’ encompasses an array of different functions undertaken to accomplish a task successfully. It is the process of designing and maintaining an environment in which individuals, working to gather in groups, efficiently accomplish selected aims. There are many approaches for the management varying from a problem to problem solving style to the change. Each approach has its own limitations and advantages. Management is all about ‘getting things done’.
- 16. ENVIRONMENT FACTORS SOCIAL INFLUENCE • The aspects of culture that influence norms and values ECONOMIC INFLUENCE • The concept to availability, production, and distribution of resources within a society POLITICAL INFLUENCE • The impact of political institutions on individuals and organisations
- 17. EVOLUTION OF MANAGEMENT THOUGHT
- 18. DIFFERENT APPROACHES • SCIENTIFIC • ADMINISTRATIVE • BUREAUCRATIC CLASSICAL • GROUP INFLUENCES • MASLOW’S NEED THEORY • THEORY X AND THEORY Y • HAWTHORNE STUDIES BEHAVIOURAL • SYSTEM • CONTINGENCY • THEORY Z AND QUALITY MANAGEMENT MODERN
- 19. Focuses on the individual worker’s productivity Focuses on the functions of management Focuses on the overall organizational system CLASSICAL APPROACH
- 20. SCIENTIFIC MANAGEMENT: Taylor • develop a scientific approach for each element of one’s work • scientifically select, train, teach and develop each worker • cooperate with workers to ensure that jobs match plans and principles • ensure appropriate division of labor FOUR PRINCIPLES • Task Performance • Supervision • Motivation THREE AREAS OF FOCUS: • Piece-rate-incentive system • Time and motion study TWO MANAGERIAL PRACTICES:
- 21. FAYOL’s PRINCIPLE OF MANAGEMENT 1. Division of work 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest to the common good 7. Remuneration of personnel 8. Centralization 9. Scalar chain 10. Order 11. Equity 12. Stability 13. Initiative 14. Esprit de corps
- 22. BEHAVIOURAL APPROACH The behavioural school of management emphasized what the classical theorists ignored. Acknowledged the importance of human behavior in shaping management style. Personalities • Mary Parker Follett • Douglas McGregor • Chester Barnard • Elton Mayo
- 23. HIERARCHY’s HUMAN NEEDS SELF ACTUALIZATION NEED FOR SELF ESTEEM NEED FOR SOCIAL RELATIONS NEED FOR SECURITY PHYSIOLOGICAL NEEDS
- 24. CONTINGENCY THEORY There is no “One Best Way” to manage all the situations. Also known as ‘Situational Theory’. Developed by managers, consultants, and researchers who tried to apply the concepts depending on various Internal and External factors
- 26. The term “Levels of Management’ refers to a line of separation between various managerial positions in an organization. The number of levels in management increases when the size of the business and work force increases and vice versa. The level of management determines a chain of command, the
- 27. The levels of management can be classified in three broad categories: - Top level / Administrative level. Middle level management. Low level / Supervisory.
- 29. Consists of board of directors, chief executive or managing director. The top management is the ultimate source of authority and manages goals and policies for an enterprise. They devotes more time on planning and coordinating functions. Top Level of Management
- 30. Top management lays down the strategic objectives and broad policies of the enterprise. Issues necessary instructions for preparation of department budgets, procedures, schedules etc. Controls & coordinates the activities of all the departments. Provides guidance and direction. The top management is also Role of Top Mgmt
- 31. 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 Middle Level of Management
- 32. 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 and sends important reports and other important data to top level management. Role of Middle level Mgmt
- 33. Lower level is also known as supervisory / operative level of management. It consists of supervisors, section officers, superintendent etc. According to R.C. Davis, “Supervisory management refers to those executives whose work has to be largely with personal oversight Lower Level of Management
- 34. 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 communicate worker’s problems, suggestions, and recommendatory appeals etc to the higher level. They help to solve the grievances of the workers. They prepare periodical reports about the Role of Lower level Mgmt
- 37. PLANNING According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. Planning is necessary to ensure proper utilization of available resources.
- 38. ORGANIZING According to Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel”. Organizing as a process involves: Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility.
- 39. STAFFING According to Koontz & O'Donnell, “Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure”. Staffing involves: Manpower Planning Recruitment, selection & placement. Training & development. Remuneration. Performance appraisal. Promotions & transfer.
- 40. DIRECTING It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. Direction has following elements: Supervision Motivation Leadership Communication
- 41. CONTROLLING The purpose of controlling is to ensure that everything occurs in conformities with the standards. Therefore controlling has following steps: Establishment of standard performance. Measurement of actual performance. Comparison of actual performance with the standards and finding out
- 42. PPT can be downloaded from link: https://www.slideshare.net/BALASRIPR ASADKAMARAP/principles-of- managementbba1semunit1-osmania- university