1-Management, Science, Theory, and Practice

 

Dr Zain Yusafzai 

Management Science Practice & Theory

Chapter 1 (page3-35)

Manage Mana geme ment nt The art of getting things done through people” Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. Basic defini definition tion needs to be expanded All managers’ carryout managerial functions of planning, organizing, •

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staffing, leading and controlling Management applies to all kinds of organizations and managers at all levels of organization t is con concer cerned ned wit with h pro produc ductiv tivity ity,, whi which ch imp impli lies es eff effect ective ivenes ness s and efficiency  !ob of managers is to create surplus

Functions of Management "oncepts, "once pts, prin principle ciples, s, theor theory y and techn techni#ue i#ues s of manag manageme ement nt are grouped into five functions $lanning, %rganizing, &taffing, 'eading and "ontrolling. (ow owev eve er, man anag age ers mus ustt be resp spo ons nsiive to ex exte terrna nall en env viron onm men entt) *conomic, technological, social, ecological, political, and ethical Managerial Skills & Organizational Hierarchy $ll managers carry out managerial functions %ut the time spent for each function may ! iffer 

Time spent in carrying out managerial functions Top

    y  Mgmt      h     r   c     r   a      i   e Mi! leel      H  manager      r   g      O First line superisor 

    g       n       i      n      n     a       l       P

   g      n     i    z     i    n    a    g     r    O

   g     n     i    !    a    e     "

Top Management spends more time on planning & organizing First line managers spend more time in leading

Skills an! Organizational Hierarchy Skills & management leels

'atz i!entifie! ( skills for a!ministrators Design skill can %e a!!e! #onceptual & Design Skills

Top Management

Mi!!le Management

Human Skills

Technical Skills

Superisors

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Percentage of o%

Skills Skil ls Req Require uired d by Man Manager ager

 +echnical, (uman, "onceptual, esign, esign, and "ommunication &kills Principles of Management Heinz eihrich! Harold "oontz! Mar# $% Cannice

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     g      n       i       l       l      o      r       t      n      o       #

 

 

Dr Zain Yusafzai 

Management Science Practice & Theory

Chapter 1 (page3-35)

Goals of Man Managers agers and O Organizations rganizations Aim of managers is to create a surplus by establishing an environment in which people can accomplish group goals with least amount of time, money, materials and personal dissatisfaction. +o be successful in the -st century com ompa pani nie es mus ustt tak ake e ad adv van anta tage ge of + esp spec eciial ally ly th the e in intterne ernett an and d globalization

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roducti!ity" #ffecti!ene roducti!ity" #ffecti!eness ss and #fficiency$ Another aim is to raise productivity roduc ti!ity ity% % %utput//input ratio within a time period with due ro ducti! consideration for #uality. #uality. $roductivity can be improv improved ed by increasing outputs with same inputs, decreasing inputs 0 maintaining same outputs and increasing outputs 0 decreasing inputs to change ratio *ffect ctiv iven enes ess s 0 effi effici cien ency cy in indi indivi vidu dual al 0 %r %rg g rod roducti ucti!it !ity y impl implies ies   *ffe performance *ffectiveness1 Achievement Achievement of ob2ectives and *fficiency1 Achievement Achievement of ob2ectives with least amount of resources 0 time •

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Managing Science or &rt$

Managing as practice is an art. %rganized knowledge underlying the practice is science. &cience and art are complementary Management is &rt$  t is known how. t is doing things in the light of realities of a situation. *lements of art include $ersonal &kills, $ractical 3now 4 (ow, 5esult %rientation, "reativity. "reativity. Analysis of managem management ent practices agai against nst elements of Arts suggests that as a practice management is art #lements of Science &cience is a systematized body of knowledge pertaining to a particular field. t contains principles and theories developed through continuous observation experimentation experimentati on and research. $rinciples have universal application and they are are ve veri rifi fiab able le and le lead ad to pr pred edic icta tabl ble e re resu sult lts. s. +h +he e organ organiz ized ed bo body dy of knowledge can be taught and learnt

Management: 6hen reviewed against elements of science1 Management is doing things in the light of realities of a situation. Managers can work better by using organized knowledge Management is also a systematic body of knowledge t contains principles and theories developed over long periods of time after continuous observations, experimentations and research.  +hese principles also have universal universal application and can be verified. verified.  +herefore management management as knowledge is science and its application application is Art. •

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Evolution of Management Thought  •

Scientific Management #ra '(p to )**+ )**+,,

Principles of Management Heinz eihrich! Harold "oontz! Mar# $% Cannice

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Dr Zain Yusafzai 

Management Science Practice & Theory

Chapter 1 (page3-35)

 +he art of management has ancient routes. routes. +he moment people began to live and work together organization and management came into existence Modern management thought has developed through several stages -lassic -las sic &ppr &pproach oach ')* ')*.+/) .+/)0.+, 0.+, Approach was evolved in early part of -7th century. Many managers, to some extent, accept 0 practice even today. Main points of approach are1 $rinciples of management can be developed and implemented to make the organization effective Management principles have universal application with slight modification to suit various situations. Scientific Management &pproach$ ')0.+/)01+, 8red 8redri rick ck +ay +aylo lorr is the the pi pion onee eerr of &c &cie ient ntif ific ic Ma Mana nage geme ment nt Ap Appr proa oach ch.. (is (is principles of scientific management are1 evelop a true science for each element of a worker’s 2ob to replace the old rule of thumb method ivision of labor should be a part of each 2ob &cientifi &cie ntific c sele selection ction,, train training ing and deve developm lopment ent of worke workers rs shoul should d be done to improve the efficiency •

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 +here workersshould be closed cooperation between management and 6orkers should work for maximum output in place of restricted output

2uman Relat Relation ions s appr approach oach "lassical approach 0 scientific approach failed to recognize importance of human element in Mgmt. $eople were treated in rational and mechanistic terms Ignoring their social & psychologi psychological cal needs (uman relation approach emphasizes that1 A worker worker iis s not purely rational e economic conomic being. (e has emotions and feelings •

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Man Manage agemen mentt needs is respo responsi ble toinrecog reorder cogniz nize andtheir sat satisf isfy y thecooperation soc social ial and psychological ofnsible workers toe win willing 6hen 6he n wor worker kers s are sat satisf isfie ied d 0 mot motiv ivate ated d pro produc ductiv tivity ity 0 eff effici icienc ency y would increase

3eha !ioral 3eha!ior al Scien Science ce &ppro &pproach ach An extension of human relation approach) t focuses on study of attitude, behavior 0 performance performance of indivi individual dual and groups in organiz organization. ation. Based on belief that work is primarily source of satisfaction s atisfaction 0 motivation) t is the responsibility of management to use potentials of people by crafting a healthy work environment, $hysical, social 0 psychological #!olutio #!ol ution n Of Manage Management ment Tho Thoughts ughts Fredrick Taylor ')*14/)0)5 •

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Principles of Management Heinz eihrich! Harold "oontz! Mar# $% Cannice

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Dr Zain Yusafzai 

Management Science Practice & Theory

Chapter 1 (page3-35)

(is primary primary concern was to increase productivity through efficiency and use of sci scient entifi ific c me metho thods. ds. (is (is pri princi nciple ples s em empha phasiz sized ed usi using ng sci scienc ence, e, creat creating ing group harmony 0 cooperation and achieving maximum output 0 development of worker rinciples 5eplacing rule of thumb with science %btaining harmony in group action, rather then discard. Achieving cooperation of human being, rather than chaos 6orking for maximum output rather than restricted output eveloping all workers to the possible extent the their own 0 company’s highest prosperity 2enry Gantt ')*4)/)0)0, (e emphasized the need for understanding between the management and lab abo or. (e str stressed ssed up upon on impo porrta tanc nce e of te teac achi hing ng de dev vel elop opm men entt an and d understanding of system on the part of both labor and manager Frank ')*4*/)056, 7 8illian 3ilbreth ')*9*/)095,$ 8rank is known primarily for his time 0 motion studies whereas 'illian’s fo focu cus s wa was s on hu huma man n as aspe pect cts s of wo work rk an and d un unde ders rsta tand ndin ing g of wo work rker ers s personalities and needs. 2enry Fayol ')*6)/)051$ According to him there are six industrial activities) +echnical 9$roduction:, "omme "om merci rcial al 9se 9selli lling: ng:,, 8in 8inanc ancial ial,, &ec &ecuri urity, ty, Acc Accoun ountin ting g 9&t 9&tati atisti stical cal data data:, :, Manage Man ageri rial al 8un 8uncti ction. on. (e is con consid sidere ered d as fat father her of mo moder dern n man manage ageme ment nt theory rinciples$ ivisions of work, Authority and responsibility, iscipline, ;nity of commands, ;nity of irections, &ubordinations of individual over general interest, 5emuneration, "entralization, &calar chain, %rder , *#uity, &tability of tenure, nitiative, *spirit de corps Mintzberg: Mintz berg:s s Manag Manageria eriall Roles • •

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