2.  Classical
theory
a. Scientific Management Approach
b. Administrative Management Approach
c. Bureaucratic Approach
 Neo- Classical theory
a. Human Relations Approach
 Social Systems Approach
 Decision Theory Approach
 Management Science Approach
 Human Behavior Approach
 Systems Approach
 Contingency Approach

3. Frederick Winslow Taylor (20 March 1856-21
March 1915), widely known as F. W. Taylor, was
an American mechanical engineer who sought to
improve industrial efficiency.
 He is regarded as the father of scientific
management, and was one of the first
management consultants.
 He is sometimes called as “Father of Scientific
Management”.


4.  It
is the art of knowing what exactly you
want from your men to do & then seeing that
it is done in best possible manner.

5.  Taylor’s
contributions can be divided in two
parts:
 Elements and tools of SM
 Principles of SM

6.  Separation
of planning and doing
 Functional Foremanship
 Job analysis
 Standardization
 Scientific selection and training of workers

7.  Financial
incentives
 Economy
 Mental
revolution

8. Replacing rule of thumb with science.
 Harmony in group action.
 Cooperation.
 Maximum output.
 Development of workers.


9. The main argument against Taylor is this
reductionist approach to work dehumanizes the
worker.
 The allocation of work "specifying not only what
is to be done but how it is to done and the exact
time allowed for doing it" is seen as leaving no
scope for the individual worker to excel or think.
 The belief that increased output would lead to
less workers.


10. HENRY FAYOL

11. A
French mining engineer developed 14
principles of management based on his
management experience.
 He pioneer in the field of management
education.
 He has been rightly called as father of
management process school.
 He was first person who laid emphasis on
the process of management.

12.  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.

13.  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.

14.  Technical
(production)
 Commercial (purchase and sales)
 Financial (funding and controlling capital)
 Security(protection to property and person)
 Accounting
 Managerial

15.  Physical
 Mental
 Moral
 Educational
 Technical
 Experience

16.  Division
of work
 Authority and responsibility
 Discipline
 Unity of command
 Unity of direction
 Subordination of individual interest to
general interest

17.  Remuneration
of personnel
 Centralization
 Scalar
chain
 Order
 Equity
 Stability
of tenure
 Initiative
 Esprit de corps

18. F.W. Taylor
Basis of difference
Perspective
 Shop floor level
Orientation
Result
Production and
engineering
 Scientific
observation and
measurement

Henry Fayol
Higher
management level
 Managerial
function


Personal
experiences
translated into
universal truths.

19. Max Weber

20.  It
is an administrative system designed to
accomplish large- scale administrative tasks
by systematically coordinating the work of
many individuals.

21.  Administrative
class
- people are paid and are whole time
employee.
- they receive salary and other
benefits normally based on their
positions.
- their tenure in the organization is
determined by the rule and regulations.

22.  They
do not have any proprietary interest
In the organization.
 They are selected for the purpose of
employment based on their competence.

23.  Division
of work
 Hierarchy
 Rules
 Impersonal conduct
 Technical competence
 Official records

24. Elton Mayo

25.  Psychologist
and Sociologist
 12/26/1880
– 9/7/1949

26.  Hawthorne
plant of GE company, chicago.
 Manufacturing telephone system bell.
 Investigation to find the problems of low
productivity.

27.  To
find out effect of varying level of
illumination on productivity.

28.  Effect
of various job conditions on the group
productivity.
 The changes:
- the incentive system
- two five minute rests
- frequency of rest increased
- rest was reduced to two but with the
coffee or soup and sandwich
- changes in working hours and work
day

29.  Productivity
was increased.
 Absenteeism decreased.
 Morale increased.
 Less supervision was required.

30.  To
analyze the functioning of small group and
its impact on individual behavior.
 Group of 14 male workers was employed
 Hourly wage rate based on average output of
each worker while bonus on the basis of
group output

31.  7300
terminal vs 6600 terminals
 Reasons for restricted output:
- fear of unemployment
- fear of raising the standard
- protection of slower workers
- satisfaction on the part of mgmt.

32.  20,000
interviews were conducted
 Direct questions were asked
 The method was changed to non- directive
interviews.
 Workers behavior was being influenced by
group behavior.

33.  Social
factors in output
 Group influence
 Leadership
 Supervision
 Communication

34. Chester Barnard

35.  According
to this approach, an organization
is essentially a cultural system composed of
people who work in cooperation.

36.  Concept
of organization
- able to communicate each other
- willing to contribute to the action
- attempt to accomplish a common
purpose
 Formal and informal organization

37.  Authority
- person can understand the
communication
- compatible with personal interest.
- he is physically and mentally fit for job.

38.  Motivation
- opportunity of power and distinction
- feeling of belongingness
- recognition
 Organizational Equilibrium

39.  Concept
of organization
- it is a complex network of decisional
processes.
 Decision Making
- intelligent activity
- design activity
- choice activity

40.  Nature
of management
- innovation and creative
 Organizational structure
- least possible no. of managers levels
- training and testing of tomorrow top
managers
- giving responsibility to managers while
still
he is young.

41.  Management
by objective(MBO)
- MBO is a systematic and organized
approach that allows management to focus
on achievable goals and to attain the best
possible results from available resources

42.  should
"avoid the activity trap", getting so
involved in their day to day activities that
they forget their main purpose or objective.
Instead of just a few top-managers, all
managers should:

43.  everybody
within the organization has a clear
understanding of the aims, or objectives, of
that organization
 awareness of their own roles and
responsibilities in achieving those aims.

44.  managers
to be masters five basic
operations:
 setting objectives,
 organizing the group,
 motivating and communicating,
 measuring performance, and
 developing people, including yourself

46. 


All individuals within an organization are
assigned a special set of objectives that
they try to reach during a normal operating
period. These objectives are mutually set
and agreed upon by individuals and their
managers.
Performance reviews are conducted
periodically to determine how close
individuals are to attaining their
objectives.
Rewards are given to individuals on the
basis of how close they come to reaching
their goals.

48.  It
is regarded as the problem solving
mechanism with the help of mathematical
tools and techniques.
 Operation research, mathematical tools,
models etc. are the basic methodologies to
solve managerial problems.

49.  Linear
programming
 Queuing theory
 Time series analysis
 Transportation theory
 Assignment problem

50.  This
approach emphasizes HR in organization
more as compared to physical and financial
resources.

51.  Derived
from latin word “movere” which
means “to move”.
 A motive is an inner state that energizes,
activates or moves which directs behavior
towards goals.

52.  Abraham
Maslow’s need hierarchy
 Frederick Herzberg’s Motivation- Hygiene
Theory
 Douglas McGregor’s “Theory X” and “Theory
Y”.
 William Ouchi’s Theory Z.

53. Maslow’s Hierarchy of Needs
NEED
SELFACTUALIZATION
ESTEEM NEEDS
SOCIAL NEEDS
SAFETY NEEDS
PHYSIOLOGICAL OR SURVIVAL NEEDS

54.  Food
 Water
 Air
 Shelter
 Clothing

55.  Staying
well, avoiding being ill
 Avoiding danger
 Safe circumstances
 Stability
 Protection

56.  Loves
and affection and belongingness needs
 Friends, children, affectionate relationships
in general, exchange of feelings and
grievances etc.

57. •
The need for the respect, the need for status,
fame, glory, recognition, attention, reputation,
appreciation, dignity, competence, achievement,
independence, and freedom

59.  In
1959, Frederick Herzberg foundthat
people had two essential needs in life.


The human’s need as an animal to avoid pain
The human’s need to grow psychologically
 This
led to the creation of a dual factor
theory that has been a stepping stone for
motivation in the workplace.

60.  Herzberg
interviewed 203 engineers and
accountants


They were asked to recall a time when they felt
exceptionally good at their job and the feelings
associated
At a second interview they were asked to recall a
time when they felt exceptionally negative on
the job and the feelings associated
 These


results led to two categories
Job Satisfiers
Job Dissatisfies

61.  Also
know as Job Satisfiers
 Motivators are things that create positive
feelings
 These included things such as




Achievement
Responsibility
Growth in Workplace
Recognition

62.  Job
Dissatisfies
 Hygiene Factors were associated with work
context and environment
 These included things like:





Company Policy
Administration
Job Security
Salary
Work Conditions

63. - interpersonal relationship with supervision
- interpersonal relationship with peers
- interpersonal relationship with
subordinate

64.  The
theory states that if the motivator
factors are present in conjunction with
hygiene factors then the job will be
satisfying
 If the hygiene factors are the only present
factors then the job will be in a neutral state
 If the hygiene factors are not present then
the job becomes dissatisfying, with or
without motivators

65. 
Theory X


Theory Y


Assumes that workers have little ambition, dislike
work, avoid responsibility, and require close
supervision.
Assumes that workers can exercise self-direction,
desire responsibility, and like to work.
Motivation is maximized by participative decision
making, interesting jobs, and good group
relations.

66.  Trust
 Strong
bond between organization and
employee
 Employee involvement
 No formal structure

67.  System
is defined as “An organized or
complex whole; an assemblage or
combination of things or parts forming a
complex unitary whole.

68. A
system is basically a combination of parts,
subsystems. Each part may have various subparts.
 An organization is a system of mutually
dependent parts, each of which may include
many subsystems.

69.  Closed
system
 Open system

70.  Management
action is contingent on certain
action
 Because of specific organizationenvironment relationship, no action can be
universal.