The classical theories viewed the organizations from a mechanistic point of view.They placed emphasis on the design and performance of work an the process of the management.They had perform ace of work and the process of the management.They had either ignored or over-simplified the human factor. In contrast Behavioral theory(Behavior approach) evolved in recognition of the importance of human behavior in organization.The behavioral theory developed partly because managers found that following the ideas of classical theory did not achieve total efficiency and work place harmony.Its primary emphasis was on improving management through understanding the psychological makeup of people.If managers understand their people and adapt their organizations to them,organizational success will usually follow.
The behavior theory (approach) to management has two branches.The first branch is Human relations and second branch is Behavioral science theory.
Monday, January 18, 2010
Sunday, January 10, 2010
THE CLASSICAL THEORY
The Industrial Revolution led to the emergence of industrialization in Western Countries.Big factories were established in Europe and the USA with great potential for mass production of goods.However. very little was understood about these factories and their functioning.There was very little idea about how such organizations should be managed.Hence, the need for knowledge about the management of such organizations soon became apparent.The early approaches to the study of management,thus,concerned themselves with the production systems.These early theorists and practitioners explained the essential nature of management and its relationship to the production processes.
The early theorists are also called "traditionalists".They believed that managers should con centre their attention and energies on increasing the efficiency of the production process.The Classical management theory represents two views toward the management of the work and of organization:
a.Scientific Management
b.Administrative Management
Scientific management concentrated on the problems of shop-floor management and efficiency of production.The administrative management theory,on the other hand, focused on the problem of top management faced in managing the entire organization.
The early theorists are also called "traditionalists".They believed that managers should con centre their attention and energies on increasing the efficiency of the production process.The Classical management theory represents two views toward the management of the work and of organization:
a.Scientific Management
b.Administrative Management
Scientific management concentrated on the problems of shop-floor management and efficiency of production.The administrative management theory,on the other hand, focused on the problem of top management faced in managing the entire organization.
EVOLUTION OF MANAGEMENT THOUGHT
MANAGEMENT THOUGHTS-Management as a systematical body of knowledge and distinct discipline is the product of the twentieth century.However, the history of management practice is as old as human civilization, when the men started living in groups.For every human group requires management.
The real development of management thought has begun with the scientific management approach by F.w. Taylor. Thought some of the concepts have been developed by thinkers earlier to Taylor.Early management thoughts have come from Roman Catholic Church,military organizations, the Camera lists, a group of German and Austrian public administrators and intellectuals during sixteenth to eighteenth centuries.Their concepts of management were mostly related to specialization, selection of subordinates and their training, simplification of administrative procedures,unity or doctrine etc.
In the later period,Charles Babbage, James Watt and Robert Owen made contributions.Their contributions were limited mostly to the field of developing the concept to make resources more effective at the shop-floor level.These contributions were made bit by bit and in haphazard manner that could not stimulate management as a distinct discipline for further study.However,the various ideas stated by them have created awareness about managerial problems.By the end of the nineteenth century, a stage was set for the systematic of management F.w. Taylor made a beginning in this direction in the early part of the 20Th century.During five decades there has been enormous development of management thought.
Koontz was the first academician to classify the various approaches into the schools of management theory.The evolution of management thoughts can be classified into "six (Schools of Management Theories"
1.The Classical Theory
2.Behavioral Theory
3.The Decision Theory
4.The Management Science Theory
5.The Systems Theory, and
6.The Contingency Theory.
The real development of management thought has begun with the scientific management approach by F.w. Taylor. Thought some of the concepts have been developed by thinkers earlier to Taylor.Early management thoughts have come from Roman Catholic Church,military organizations, the Camera lists, a group of German and Austrian public administrators and intellectuals during sixteenth to eighteenth centuries.Their concepts of management were mostly related to specialization, selection of subordinates and their training, simplification of administrative procedures,unity or doctrine etc.
In the later period,Charles Babbage, James Watt and Robert Owen made contributions.Their contributions were limited mostly to the field of developing the concept to make resources more effective at the shop-floor level.These contributions were made bit by bit and in haphazard manner that could not stimulate management as a distinct discipline for further study.However,the various ideas stated by them have created awareness about managerial problems.By the end of the nineteenth century, a stage was set for the systematic of management F.w. Taylor made a beginning in this direction in the early part of the 20Th century.During five decades there has been enormous development of management thought.
Koontz was the first academician to classify the various approaches into the schools of management theory.The evolution of management thoughts can be classified into "six (Schools of Management Theories"
1.The Classical Theory
2.Behavioral Theory
3.The Decision Theory
4.The Management Science Theory
5.The Systems Theory, and
6.The Contingency Theory.
Saturday, January 9, 2010
EMERGING CHALLENGES FOR MANAGEMENT
GLOBALIZATION OF BUSINESS-The world economy is becoming increasingly global in character.The magnitude of this globalization is very high.Today,managers operate in a boundless world.Therefore,they must learn how to operate in a border less and global economy.They need to understand the process of globalization and the competition it creates for them.
QUALITY ASSURANCE AND PRODUCTIVITY-Another competitive challenge that has attracted much attention is quality and productivity.Quality is an important issue for several reasons.First ,more and more organizations are using quality is an important issue for several reasons.First,more and more organizations are using quality as a basis for competing .Second, improving quality tends to increase productivity.Third,enhancing quality lowers costs.Thus, the managers' attention must be focused in the assurance of quality of the products or services.
ETHICS AND SOCIAL RESPONSIBILITY-Another managerial challenge that has importance is concerned with ethics and social responsibility.There is increasing concern about the role and state of ethics in business because of the belief that business ethics have declined in recent years .Managers are concerned because of the complexity of ethics have declined in recent years.Managers are concerned because of the complexity of ethics in decision making.The cost of unethical actions can be substantial for the organization and society .Today, in most societies codes of ethics have been prescribed for businesses.Violation of these codes by a business would result in penalties and social condemnation.
INNOVATION AND CHANGE-Organizations must pay attention to innovation and change .Otherwise,they will go out of business.Product life span has been shortening everyday.Products need improvement,up gradation, and modification will go to those organizations that continually improve their product quality.They have to beat their competitors in the marketplace with a constant flow of innovative products and services .An organization's employees are the vital forces for innovation and change.If they block innovation and change,The organization will become a candidate for extinction.The challenge for managers is to stimulate employees creativity for innovation and change.
WORKFORCE DIVERSITY-Workforce diversity is the organizational reality today.Work force diversity means that organizations are becoming more heterogeneous in terms of gender,race,ethnicity, and other backgrounds.The participation of women and minorities in the workforce has been increasing.It will continue to increase in the coming years.The workforce is increasingly better educated.The mangers should realize that employees come to work with their cultural values and lifestyle preferences.
QUALITY ASSURANCE AND PRODUCTIVITY-Another competitive challenge that has attracted much attention is quality and productivity.Quality is an important issue for several reasons.First ,more and more organizations are using quality is an important issue for several reasons.First,more and more organizations are using quality as a basis for competing .Second, improving quality tends to increase productivity.Third,enhancing quality lowers costs.Thus, the managers' attention must be focused in the assurance of quality of the products or services.
ETHICS AND SOCIAL RESPONSIBILITY-Another managerial challenge that has importance is concerned with ethics and social responsibility.There is increasing concern about the role and state of ethics in business because of the belief that business ethics have declined in recent years .Managers are concerned because of the complexity of ethics have declined in recent years.Managers are concerned because of the complexity of ethics in decision making.The cost of unethical actions can be substantial for the organization and society .Today, in most societies codes of ethics have been prescribed for businesses.Violation of these codes by a business would result in penalties and social condemnation.
INNOVATION AND CHANGE-Organizations must pay attention to innovation and change .Otherwise,they will go out of business.Product life span has been shortening everyday.Products need improvement,up gradation, and modification will go to those organizations that continually improve their product quality.They have to beat their competitors in the marketplace with a constant flow of innovative products and services .An organization's employees are the vital forces for innovation and change.If they block innovation and change,The organization will become a candidate for extinction.The challenge for managers is to stimulate employees creativity for innovation and change.
WORKFORCE DIVERSITY-Workforce diversity is the organizational reality today.Work force diversity means that organizations are becoming more heterogeneous in terms of gender,race,ethnicity, and other backgrounds.The participation of women and minorities in the workforce has been increasing.It will continue to increase in the coming years.The workforce is increasingly better educated.The mangers should realize that employees come to work with their cultural values and lifestyle preferences.
MANAGERIAL ROLES
INTERPERSONAL ROLES-Managers assume interpersonal roles in order to coordinates and interact with organizational members.Through this role,managers provide direction and supervision to employees..In interpersonal roles,managers develop contacts and build relationships with people inside and outside the organization.They communicate with peers,superiors,subordinates,suppliers,customers, and bankers, both formally and informally .Interpersonal roles are characterized by three activities:figurehead,leader,and liaison.
INFORMATIONAL ROLE:Informational role are directly related with tasks necessary to obtain and transmit information.Managers perform informational roles in various ways.They handle a great deal of information in connection with their work.The sources of such information are different.The role of the manager is to develop a network of contacts and relations within and outside the organization for collection,processing, and dissemination of such information.Informational roles are characterized by three activities:monitor, disseminator, and spokesperson.
DECISIONAL ROLE-Decision making is the vital function of every manager.Decision-making involves negotiations and compromises with competing or conflicting interests.Managers develop strategies to deal with such negotiations and uncertainties, and put them into action to attain goals.Hence,decisions roles are closely associated with the methods managers use to plan strategy and utilize resources.Delusional roles of a manager are conceived as:entrepreneurship,disturbance handler,resource allocator,and negotiator.
INFORMATIONAL ROLE:Informational role are directly related with tasks necessary to obtain and transmit information.Managers perform informational roles in various ways.They handle a great deal of information in connection with their work.The sources of such information are different.The role of the manager is to develop a network of contacts and relations within and outside the organization for collection,processing, and dissemination of such information.Informational roles are characterized by three activities:monitor, disseminator, and spokesperson.
DECISIONAL ROLE-Decision making is the vital function of every manager.Decision-making involves negotiations and compromises with competing or conflicting interests.Managers develop strategies to deal with such negotiations and uncertainties, and put them into action to attain goals.Hence,decisions roles are closely associated with the methods managers use to plan strategy and utilize resources.Delusional roles of a manager are conceived as:entrepreneurship,disturbance handler,resource allocator,and negotiator.
Friday, January 8, 2010
CLASSIFICATION OF MANAGERS BY THIER LEVELS
TOP MANAGEMENT-Top management is also as executive management .A limited number of top executives lead the entire organization.They are responsible for its overall management.The main job of these top executives is to establish mission and goals , as well as the general operating policies of the organization.Their focus is on long-term issues .They emphasize the growth,survival, and overall effectiveness of the organization.Not only these,they have also to make sure that these goals and policies are translated into action and results are achieved.Top managers are concerned not only with the organization,but also with the interaction between n the organization and its internal environment .The most common job titles of top management are :chairman,president,vice-president,executive director,chief executive officer,general manager,deputy general manager,managing director.Top management takes responsibility for the organization's success or failure.
MIDDLE MANAGEMENT-The middle management has between the top and the front-line management.It also called tactical management.It is largely responsible for implementing strategic plans.The middle mangers translate the general.long -range goals set down by the top management into concrete,specific goals for their divisions and departments .These mangers plan,organize,lead,coordinate, and control the activities of the first-line mangers working under them.The job titles of middle management are :marketing manager,personnel manager,finance manager,labour relations manager,etc.
FIRST MANAGEMENT-The first -line management is also known as operating management,front line management,or supervisory-level management.It is largely responsible for carrying out the day-to-day activities within the various units or work groups to ensure that the short-term goals are met.The managers are this level supervise,guide,lead ,the staff member to get the work done.They are also the connecting link between the operatives and the higher management.The common Job titles of the first-line managers are officers,supervisors,foremen,unit heads,etc.
MIDDLE MANAGEMENT-The middle management has between the top and the front-line management.It also called tactical management.It is largely responsible for implementing strategic plans.The middle mangers translate the general.long -range goals set down by the top management into concrete,specific goals for their divisions and departments .These mangers plan,organize,lead,coordinate, and control the activities of the first-line mangers working under them.The job titles of middle management are :marketing manager,personnel manager,finance manager,labour relations manager,etc.
FIRST MANAGEMENT-The first -line management is also known as operating management,front line management,or supervisory-level management.It is largely responsible for carrying out the day-to-day activities within the various units or work groups to ensure that the short-term goals are met.The managers are this level supervise,guide,lead ,the staff member to get the work done.They are also the connecting link between the operatives and the higher management.The common Job titles of the first-line managers are officers,supervisors,foremen,unit heads,etc.
MANAGEMENT BY TYPE
A further classification of managers is also done by their type.Generally,there are two types of managers;line and staff.
Line Managers-Managers who are directly in the chain of command are called kine managers.They have the responsibility for the principal activities of the organization.Line managers deal directly with the organization's primary goods and services.They make things,sell things,or provide consumer service.Production and marketing managers are examples of line managers.These managers are responsible for the achievement of the organization's goals.Line managers have power and authority to the organization.They have ultimate responsibility for making operating decisions.They are also accountable for the "bottom line" results of their decisions.
STAFF MANAGERS-The need for specialized or technical information increases as organization.These manager are called staff managers.These managers are those who provide advice and expertise in their specialized area of knowledge.They assist and support the line managers in undertaking their function.Staff managers are however outside the formal chain of command.Their staff authority is restricted to their immediate assistants.The managers working in personnel,purchasing,legal,research and development,finance, and public relations functions are staff managers.
Line Managers-Managers who are directly in the chain of command are called kine managers.They have the responsibility for the principal activities of the organization.Line managers deal directly with the organization's primary goods and services.They make things,sell things,or provide consumer service.Production and marketing managers are examples of line managers.These managers are responsible for the achievement of the organization's goals.Line managers have power and authority to the organization.They have ultimate responsibility for making operating decisions.They are also accountable for the "bottom line" results of their decisions.
STAFF MANAGERS-The need for specialized or technical information increases as organization.These manager are called staff managers.These managers are those who provide advice and expertise in their specialized area of knowledge.They assist and support the line managers in undertaking their function.Staff managers are however outside the formal chain of command.Their staff authority is restricted to their immediate assistants.The managers working in personnel,purchasing,legal,research and development,finance, and public relations functions are staff managers.
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