MANA 3319
Management and its Evolution.
A Firm needs to be Successful and Effective.
A firm can be efficient by making the best use of people, money, physical plants, and
technology.
It is ineffective if its goals do not provide a sustained competitive advantage.
Successful organizations know how to manage people and resources efficiently and
effectively to accomplish organizational goals and to keep those goals in tune with
changes in the external environment.
Business in the 21st century is different:
1. Emphasis on the Management of Change
2. Increasing Emphasis on Customer Service
3. Need for Higher Business Ethics.
Manager: A person who is responsible for making resource allocation decisions and with
the formal authority to direct others
i.
Operational- lowest level, supervise the affairs of the organization
ii.
Tactical- translate general goals into specific activities
iii.
Strategic- senior executives responsible for overall development.
A Manager needs to:
Have a holistic view
Effective and Efficient Planning
Integrity, honesty, respect
Good Communication
Team: A set of people performing a task to attain a common goal.
Cross-functional teams: Composed of individuals from different parts of the organization
Cross-disciplinary: Composed of team members with diverse background
Functions of Management
a. Planning: assesses the management environment to set future objectives and
map out activities necessary to achieve those objectives COORDINATION is
required
b. Organizing: determines how the firm’s human, financial, physical,
informational, and technical resources are arranged and coordinated to
perform tasks to achieve desired goals. RESOURCE DEPLOYMENT is
required
c. Leading : energizes people to contribute their best individually and in
cooperation with other people. COMMUNICATION, MOTIVATION are
required
d. Controlling: measures performance, compares it to objectives, implements
necessary changes, and monitors progress. FEEDBACK, PROBLEM
SOLVING are required.
A Pandey
MANA 3319
Roles of Managers
Interpersonal- involving interaction with superiors, peers and subordinates and people
outside the organization.
Figurehead
Leader
Liaison
Informational- Obtaining, interpreting and giving out a great deal of information.
Monitor
Disseminator
Decisional- Choosing among alternatives, balancing interests of various parties.
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Principles of Taylor’s Scientific Management
a. Scientifically study each part of a task develop the best method of performing
the task.
b. Carefully select workers and train them to perform the task by using the
scientifically developed method.
c. Cooperate fully with workers to ensure that they use the proper method.
d. Divide work and responsibility so that management is responsible for
planning work methods using scientific principles and workers are
responsible for executing the work accordingly.
Weber’s Ideal Bureaucracy
a. Specialization of labor
b. Formal rules and procedures
c. Impersonality
d. Well-defined hierarchy
e. Career advancement based on merit
Functional approach to management
a. Unity of command
b. Unity of direction
c. Equity
The Behavioral Perspective of Management is based on the fact that psychological and
social processes of human behavior can result in improvements in productivity and work
satisfaction.
Human Relations Approach - the relationship between employees and a supervisor is a
vital aspect of management. It involves:
Employee motivation
Leadership style
A Pandey
MANA 3319
McGregor’s Theory X and Theory Y
a. Theory X assumes that employees are inherently lazy and lack ambition. Negative
perspective on human behavior.
b. Theory Y assumes that most employees do not dislike work and want to make
useful contributions to the organization. Positive perspective on human behavior.
Systems Theory
 The organization is a system of interrelated parts that function in a holistic
way to achieve a common purpose.
 Input process output occurs
 Environment= external market
 Feedback is an important component
 Important concepts are:
A. Open and closed systems- open interact with environment, closed do not.
B. Subsystems- interdependent parts of the system
C. Synergy- whole greater than the parts
D. Equifinality- same goal different routes
Contingency Theory
 There is no “one best way” to manage an organization.
 what works for one organization may not work for another
 Contingencies: Situational characteristics which differ from situation to situation.
 Managers need to understand the key contingencies that determine the most effective
management practices in a given situation
The Learning Organization
 The management approach based on an organization anticipating change faster than
its counterparts to have an advantage in the market over its competitors.
 Rather than reacting to change, which is a normal part of the business landscape,
organizations need to anticipate change so they are well positioned to satisfy
customer needs.
A Pandey