Principles of Management - PSOCC
Principles of Management - PSOCC
Principles of Management - PSOCC
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.
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
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
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
:
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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
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