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IM Unit - 1

The document covers various aspects of industrial management, including management functions, organizational behavior, group dynamics, and modern management concepts. It emphasizes the importance of leadership styles, group decision-making, and the role of technology in management. Additionally, it provides resources for students, such as solved questions and model papers to aid in their examinations.

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8 views47 pages

IM Unit - 1

The document covers various aspects of industrial management, including management functions, organizational behavior, group dynamics, and modern management concepts. It emphasizes the importance of leadership styles, group decision-making, and the role of technology in management. Additionally, it provides resources for students, such as solved questions and model papers to aid in their examinations.

Uploaded by

thirubala515
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF or read online on Scribd
ies, managerial grid, leadership styles, group decision informal carat aa arcradersip role in group decision, group c fr group relations and conti management such as Management by (MBE), strategic management, ex nt strategie mit $ deals with modesn concep wa qi), Nampen y Exe ianing for frre direction, SWOT Anal Jpfoeation technology in management decisions support syste tames, Business Process Re-engineering (BPR), Enterprises Resource Planning {ERD Supply Chain Management (SCM), and Activity Based Management (AM) ng devel nent Impitsnt solved Anna Unversity questions, and Two mark questions and answers have been added atthe tail end ofeach unit which will enable the students to score high marks in the University examinations. Model Solved Anna University Question Papers have been added atthe endo this book: ‘With these features, we sincerely hope that this book would serve as a valuable text for the students ‘Though effons have been taken aiming at a ‘zero flaw’ content, we do recognize t mistakes may have inadvertently crept in, We welcome constructive criticisms on any specific topics of this book: A. Durai B.E., Founder and Managing Director of Lakshmi Publications, Suehitra Pu ns, for their involvement to make this publication sucessful Authors Dr. G.K. Vijayaraghavan Dr. S, Sundaravalli aves ss INDUSTRIAL MANAGEMENT unit INTRODUCTION ‘Technology Management - Defini Scientific Management Developm of Management, Forms of Organi Companies - Co-operative Enterprises Work- Share Holders - Board of Directors - Com Functional Managers-Financial-Legal-Trade Union. Unit2 FUNCTIONS OF MANAGEMENT Planning - Nature and Purpose - Ot Promises - Dé Functions - Evolution of Modern Management = agement Thought. Approaches to the study dual Ovmership - Partnership - Joint Stock Sector Undertakings, Corporate Frame lees - Chief Executive, Line and 08 = Strategies ~ Poles and Plann fon, Making = Organizing ~ Nature and Procese Promises = Deparimentazation - Line and staf - Decentalzaton “orgmniatina cule, Saiteg telecon and Placement - Porlomance. appraisal = CoreerSvalegy Organizational Development. Leading -Manesing’ human’ facor Leadership Communication, Contoling - Process of Conroling« Contoting lecnaues, pred and operations management - Preventive conta musta Sey 3. ORGANIZATIONAL BEHAVIOUR jons. Personality - Contributing factors - Dimension — ‘ocess Theories - Job Satisfaction, Leaming and Behaviour-Leaming Curves, Work Design and approaches, Unit4 GROUPDYNAMICS Group Behaviour - Groups - Contributing factors - Group Norms, Communication + Effective communication, leadership - formal and tics ~ Managerial Grid - Leadership styles - Group Decision Making - Leadership Role in Group Decision, Group Conflicts - Types -Causes - Conflict Resolution -Inter group relations and conflict, Organization centralization and ion - Formal and informal - Organizational Structures Organizational Change ‘and Development -Change Process ~ Resistance to Change - Culture and Ethics. Unit MODERN CONCEPTS Management by Objectives (MBO) Management - Planning for Management by Exception (MBE), Strategic tion - SWOT Analysis -Evolving development ‘management Decisions support system- ames, Business Process Re-engineering (BPR) ~Enterprises Resource (ERP) - Supply Chain Management (SCM) - Activity Based Management (AM) - erspective - Principles and Steps Advantages and disadvantage. INTRODUCTION TO MANAGEMENT FUNCTIONS OF MANAGEMENT ORGANIZATIONAL BEHAVIOUR UNIT 4 GROUPDYNAMICS MODERN CONCEPTS Contents UNIT 1_ INTRODUCTION TO MANAGEMENT... RMT INTRODUCTION TO MANAGEMENT snore MDT dd 12. 1 La 42 43 14 16 L7 1.3. Nature of management 14. Scope of manages 13. Functions of management 1.6 Is management a science or an art? Ln La 1s 13. iffe or pre-classical management period 1.9.1. Robert Owen (1771-1858) 1.92. Charles Babbage (1792-1871) 1.93. Henry Robinson Town 110. je management theory ‘management theory | Li. Inagenient theory or Taylor's theory. Lz. 113. LM. LAs. 116, Ld? system approach ns /erticisms of system approach 118. 119. 1.20. 12k 122 13, LM. 125. 126, Ly. 128, 129. 130, 131 132, 138, 134 135, 136, Industrial Management Co-operative enterprises 12% ile sector underta Government company. Corporate Co Public corpo Shorcholders Board of directors 131.1, Role of board of directors Board commit 1.32.1. Purpose of board committee 1322. Main types of board committees, 1.323. Othertypes of common board commitees (Chief Executive Officer (CEO) 133.1. Roles of CEO's 1332, Qualities of a successful CEO Line and functional managers 1341. Line manager... 1.342, Functional manager Financial manager 135.1, Respons 1352. Skis and q Legal manager 136.1 . Characteristies of co-operative enterprises ontonts 4137. Trade union 1.37.1, Functions of trade union, 1372. Merits of trade unions 1.373, Demerits of tade union Two mark questions and answers Solved questions UNIT2_ FUNCTIONS OF MANAGEMENT ‘Planning -An introduction Characteristics of planning... Nature and purpose of planning Objectives of planning process Types of planning 27 2. Plans based on frequency of use : er) 2.62. Plans based on scope ssssesnseenen 2.10 2.63. Plans based on time frame essen 2 . 212 212 2.7 Advantages and limitations of planning 27.1. Advantages of planning 2.72. Limitations of planning 213 2% — Strategies 2M 28.1. 214 282. soe BAS 2.83. 217 29. ‘a a 219 2.9.2. Need or importance or purpose of policy 220 293. Policy formulation process . 220 221 2.10. 222 . 22 2.10.2 223 DIL Decisi 24 Characteristics of decision-making, 225 an 2B. 2 2S. 26 aut, DUB. 28, 220. 221. 222 223, Industral Management Elements of decision decision-making Purpose of organizing Organizing premises Organizing theory Principles of organizing Process or levels of organ Departmentation 1. Need and importance of depa 2.19.2. Departmentation by different strategies Authority and respo 2212. 2213. Decentral Organizational culture 2231 2232. 2233. 2234, 22: 2.23.6. Types of organi 223.7 2.23.8, 223.9, Components of organ Gontonts 266 224, 266 2241. Staffing... a 2.66 2.24.2. Systems approach of staffing . . 267 2243. Scope of staffing coon 267 224.4, Factors affecting staffing 268 225. 270 270 2252. Operative functions : . 270 2.25.3. Functions of human resource development 2n 2.26. Recruitment 227. 227.1. Selection process 2272. Imerview. 2273. Tests a Orientation or induction. 221.5. Assessment centers 2.28. System approach to selection of managers 2.29, Training methods... Areas of training. Steps in 2298. Eval 230. Placement 2.30.1, Elements ofplacement sso 230.2, Advantages of effective placement 23 Performance management or performance appraisal 231 2312, appraisal process, . 295 cance of performance appraisal 295 Industrial Management ed secestceiee 2.96 232 282, Methods of performance app 2314, Bariers of performance appraisal syst Carcer strategy and manageme! 2521. Careerand its types 2322. Career management 2323, Career planning, 2324. Career development ’ 232.5. Career stages (carver development eye Organizational Development (OD) 2.33.1. Steps in organiza 235.2. Advantages of orga Leading . 234.1. Managing human factor: . 297 2.98 2.98 sone 2.98 2.98 2.99 2.100 2.102 2.102 Need or importance of e 2373. Types of managerial controls. 2374. Types of comrot 2.40.1. Feedback o 2402. Coneurre 2403. Feed rol techniques Steps involved in bud, in budgetary cor 243.2. Types of budgetary c Non-budgetary gone Gr) 245. 248. 2.49, 2.50. oo LB Audits n planning control ports itty accounting Balanced scorecard . 18 — = mn and Review Techniques (PERT) Merits of MIS 2. Demerits of MIS Benchmarking [Link], Benchmarking procedure 2. Merits of benchmarking 3. Demerits of benchmarking Inventory control or purchase control... Measurements in prod 2. Role of productivity Factors affecting product rove pro Deming’s 14 poi Industral Management Contents ‘Unir3_ ORG! SANIZATIONAL BEHAVIOUR _ 43. Individual bel 33.1, Causes of individual factors affecting th Personal factors dual behaviour Environmental factors. Organizational factors. Behaviour and perfor rs Behaviour impacting performance 34, 3.25 36. BT. 3a 39. 3.10. 5.5.3. Motivational dimensions Heraberg's two-factor theory or Hygiene theory of motivation 3.64, McClelland’s three needs theory 3.65. Alderfer's ERG (existence, relatedness and growth) theory Process theories of organizational behaviour ‘Vroom’s expectancy theory Equity theory Porter and Lawler expectancy theory Goal setting theory . Reinforcement theory Other process theories related o organizational bebviour Job satisfaction 3.9.1. Importance of job satisfaction 3.9.2, Factors relating to job satisfaction. 3.9.3, Measurement of job satisfaction 3.9.4. Theories of antecedents of job satisfact 3.95. Effects of ob satisfaction 3.9.6. Measures to increase job Learning and behaviour 3.10.1, Theories to explore leaning and behaviour 3.10.2. Learning curves |. Learning curve models - Advantages of learning curves 1. Work design or job design. Approaches to work design 2. SMART work design model dustrial Mantogement al. a 43, “a + 3.58 370 Introduction to group dynamics Jconstrctve group behaviour [egativeldestructive group behaviour Groups en |. Types of groups Benefits of groups in an o ‘Contributing factors in groups Group norms .. : Types of group norms Benefits of group norms Communication 42.1. Communi 422, Importance of comm 423. Purpose of communi 424. Communication models 424.1. Shannon-weaver model 4242. Transactional model 4243. Interactive model 425. Communication flow in the organisation 42.6. Communication network 427. Methods of communicat 428, Barriers to effective commu 429. — Rules for effective communication 42.10. Communication Leadership 431 432. 433. Leading vs managing Contents 4 5. Comparison between Leader vs manager. fing and managing. ee 424 425 vee ADS vos 425 426 427 429 . 429 = 430 431 432 influencing leadership moral 432 fe leadership impact on morale 432 prove morale asa leader cove 433 433 leadership Laissez-faire or ftee-rein leadership... Managing human fctor oc esdership morale |. Fact Posi 53. Points to ‘Theories of leadership ‘Trait approaches to leadership 433 Beh theory of leadership .... eecesematnenne 434 ‘The Michigan studies . 434 ‘The Ohio state university studies =... 435 }- Managerial grids (Blake-mouton) . 436 Managerial grid (Reddin) 437 Situational or contingency approaches to leadership 439 ‘edler’s contingency approach 439 4al . House’s path-goal approach Likert’s management system 483 rr 445 446 448 448 449 450 4st . Ast Group decision making group conflicts based on general factors group conflicts based on worktoy or interpersonal conflict 453. Types 434. In _ insta Management aon individual conflict. iss 6 oe 485 ‘elec . e487 ee oe - 4.56 | |. Types of management ethics .. 490 . 456 2. Contemporary ethical issues in organi 491 bed an ethical organisational culture . 492 re 4h, and answers 493 - 7 412, Solved questi 4 459 | Inns MODERN CONES OC: a | UNITS MODERN CONCEPTS -5.00-5.81 «0 Su. . 4.60 . Sd 3 46 ‘Types of centralization 47 Decentralisatic oe 461 Process of MBO 52 Making decent 462 Benefits of MBO... : cons 34 2 Weaknesses of MBO... 55 — 1 463 a oe 52. Management By Exception (MBE) ~ 56 48. ‘Types ofonaizaton 463 by Excep fait, (eaioeeo te 52.1. Need of Management By Exception (MBE) 56 5.2.2. Types of Management By Exception (MBE) 57 See Rem omanaaiey ms a 5.23. Factors to make effetive Management By Exception (MBE) . 5.7 o a 524. Advantages of MBE 58 “Ae 525. Disadvantages of MBE 53 te 53. Strategie man 59 410 ange and development or change 475 Ee 4.10.1. Fores for change in orga . 475, cree or cereceeraes Ae 533. Majckinds of strategies and p “n 53a, 4.104. Lewin's process of 4.80 $46 Plana for, 4.10.5. Resistance to change 48) a $42. 4.106. Overcoming resistance : 4.83 SS. SWOTAnalysis Industrial Management eo) SAL. Business Process Reengineering (BPR) Objectives of BPR . + Conditions for using business process reengi Business process reengineering procedure Features / characteristics of business process reengineering. Challenges faced by BPR process... Merits of business process reengineering 7. Demerits of business process reengineering . 5.12. Enterprise Resource Planning (ERP) .. 5.12.1. Need of ERP systems... 2. Functions of ERP systems ‘Types of ERP systems. 1. Process of ERP systems. Merits of ERP systems, 5.12.6. Demerits of ERP systems an $13, Supply Chain Management (SCH) Objectives of supply chain management 2. Components of supply chain management }. Activites of supply chain management. |. Factors for effective in Supply Chain Management (SCM) 551. Elements of SWOT analysis 552, SWOT analysis procedure... 553, Features / charactristies of SWOT an 5.18 5.19 55.4. Creating SWOT anal 555. Merits of SWC 55.6. Demerits of SWOT analysis Evolving development strategies 5.6.1. Factors to be considered for . effective evolving development strategies 562. Advantages of evolving development strategies .... ns and challenges in 572. {Tinmanagement control Information technology in management or ‘Management Information System (MIS) S81. Characteristics of MIS 582. Objectives of MIS 583. Resources of MIS 584, Implementation of MIS ... 531 S45. Appleone MS 532 Advantages of SCM 7 $22 m Pinte 547. Merbsot MS 533 Se cee = Need of aM Global Penge oat Decisions support system 59.1. Elements or components ofa de A |. Steps in AM lesof AM 2 SUpPort SYStEMeeaeease 5.35 592. Development of dion suppor system 537 a 593. Types of decision suppor systems 337 ae 5:94, Advantages of decision support systems $38 a" anes $15. Two mark questions and answers S16 Solved questions 595. Dissdvana ‘Management games ‘of decision support systems Features of management games Solved Model Question Papers 541 INTRODUCTION TO MANAGEMENT Technology Management - Definition - Functions - Evolution of Modem Management - Scientific Management Development of Management ‘Thought. Approaches to the study of Management, Forms of Organization - Individual Ownership - Partnership - Joint Stock Companies - Co-operative Enterprises - Public Sector Undertakings, Corporate Frame Work- Share Holders - Board of Directors - Committees - Chief Executive Line and Functional Managers,-Financial-Legal-Trade Union Foge (0) i) INTRODUCTION TO MANAGEMENT 4.1. INTRODUCTION TO MANAGEMENT and con ness enterprises In simple words, ican be defined as "the ail of getingrtiings done by others". The siz of managemer small organiza Managem: uded asa factor of producto and money. Wi wagers and effective managerial leadership, the resources of ‘production res rely resources and never become production. Every orpanisation regardless of size, type or location needs managers who have a variety of characteristics. ‘what type of organisation they work. Managers are generally responsible for formance. A manager is someone who works with and trough other ivities in order to accomplish org 3 goals, les and roles. They perform various jobs and duties and they ‘00d performance. Managers workin various departments -mployed by many types of organisations. As leaders, managers must encourage up to reach common business goals suchas bringing a new product to the market ina ely fashion “Gass cement Management may be defined in many diferent ways: Many eminent autor othe sujet have defined ranagement Some of hese deiiton are reproduced below Koont and Wellrich define the management in asiplifed form asfManagement isthe proses: of signing and matalning at emironmen in cH Indus are working together in groups effet eccomplsh he seletedains™] the obje we efor of eters" rent in a more elaborate form as{"Management is the in and operate purposive orgarsaion uman effort. ] Mangement is @ process or a func objectives set by admi 4. Management is a Science as well ‘Management is an an because les of managem Iso a science because predetermined obj fed by the apy of these principles. Management is dynamic and not statics, Tee principles of management are dynamic and not static. It has to adapt itself according, m social changes, Introduction to Management fay lished principles wolves a specialized nce only when there i a group act fanagement is always concerned wi ‘To achieve the goals of an organi and controls the group effort ary job is to assure the productive performance through planning, {s expected ofthe management to bring into being the desired recut lable resources fo maximise the profit isthe economic function of 2 Management involves doi profitable return cannot be per function of eaming and securing positive means power to make others act in a predetermined manner. Managem 5 a standard set of rules and procedure to be f the management agement accounting, industrial Management placing orders, tates the prope ear and maintenance ofthe buildings, plant office avout office staffing and equipment of ing activity made up of basic management feds 9 conn : oisng 5 directing and controlling. These components logy, psychology and ws ides and concepts from a storage of ioticton eMerageret duties tothe individuals concerned. ivities. Staffing process involves the selection of candidates for positions, fixing salary, taining uf isational functions. The manager performs the duties ‘h come under the staffing function. 1& supervising, communicating and sdership and communication are three to the subordinates for the improved and 1 process by which a manager guides and influences Industral Management a ____ sug, 1S MANAGEMENT A SCIENCE OR AN ART? ened bly ftrovedge whch systema body of are essential for the Is managers to be recognized as aseience: he existence ofa systematic body of knowledge with array i based on scientific enquiry. hould be verifiable. of principles. is a dynamic subject ogy, mathematics and iplinary in nature. (0 two types. They are exact science and inexact science. In exact ence because So, the standard results may not be obtained. > readymade and standard solutions cannot be obtained. > management is complex and unpredictable. sanisation decisions are influenced by the environment. The environment complex and unexpected changes may occur any time. What is an art? Is manage ‘According to Terry, art Management isan art because ofthe following facts: Management process involves t achieve concrete results, Introduction fo Management knowledge to save the problems, tives fully ar , " at the management combi Management isa science because it cont and “administration are wed interchangeably. Thee is 2 lot of controversy on the usage of these two terms. wee | L Administration is above manager to EFL Brech, “Management is a generic term for the total process of ive control i. the responsibilty for effective planning and guidance of the k ion and carrying out of communicated, sulted and checked against plans.” According to fe function to overall management function. 1 George R. Terry favoured this inistration and Management Industrial Management Introduetion f0 Management lies into Mowing four stages: ianagement period 3. Neo-classcal theory or Behavioural theory or Human Relations approach 4, Modem theory terms of periods. Evolution of Management Thought Pre-scieniife | [Classical Theory]| Neo-classical_ || Vodem Theory , Preclassical ||(;, Scenic or Agoroach Behave Tesry management anaas y Behaviour ee “ ‘Management “Approach Canialbeny: re-scientiic or Pre-lassical period 177048001825 1850 1875 19001925 4950 1878—2D Figure 1.2 Chronological development of management theories management focuses on optimizing the sis and improvement of tasks, tools and Introduction to Management 1.9. PRE-SCIENTIFIC OR PRE-CLASSICAL MANAGEMENT PERIOD 3 of canteen ete. Though ‘came to be regarded asthe father of Personnel Management, 1.9.2. Charles Babbage (1792-1871) He is considered to be the “father of modern computing.” He was the Professor of . customer focus and employee involvem: enhance quality, reduce waste and in nit Menapement ino Introduction to Management 7a MANAGEMENT JCAL APPROACHES TO THE: ‘STUDY OF tnaagement ory developed dune HEIRESS ror stand 0 2082" a abot ction, so they began to test solu y Tabour dissatisfaction, develope fom efforts tind the “one best way" to 4.40, CLASS! payment, ifa worker completes the wor in addition to his daily minimum wages. strmanagement theory ismade up of thee parts. |3. Frank Gilbreth (1868-1924) and Lilian Gilbreth (1878-1972): cored team studied the job motions. They refined Taylor's analysis of work Jy. Their sims were 1 ative management theory oy bresleup into each of compone necessary fo perform a particular task, ; e _necessary 0 perform a pariular task, fined asthe se ofthe ein to define the “one. faa tees eo .gement theory developed due to the need to to find the best way to get In Frank's early career as an apprenti he was interested in standard and method study. He watched bricklayers and identified that some workers were slow and inefficient while others were more productive. He discovered that each bricklayer ean be used fic management theory areas follows: a different set of motions to lay bricks. From his observations, Frank isolated the basic movements necessary to do the job and eliminated unnecessary motions. Workers using these from 1,000 to 2.700 bricks per dav, This was the first motion se method of performing a given job. Later, Frank and ‘a motion-picture camera and a split-second clock. Example, in 1898, Ta workers could be unloading Bveraging In addition, Increase the length of work time. 50010 140. Lastly, he developed an incent it workers were paid more mone) ‘meeting the new standard. Productivity at Bethlehem Steel Pl up overnight. Asa res ‘many theorists followed Taylor's eit own principles of ‘management, 2. Henry Gantt (1861-1919): ive management. Fayol published his ideas in a ‘Management." In this book, he outlined 14 prineples Industria! Management Introduction to Management snl efficieney. These principles are fem etiermes = ned ‘Taylor attempted a more scier isa 7 - the approach was based tp es Pate hr eter 866172 il te coop of fe ‘developed method, 3. Cooperate fully with workers fo ensure they use the proper method | 4, asa clear hierarchy of procedures. 3. James D. Mooney (1884-1957): He was an American management ci 5 and workers are responsible for executing the work accordingly. most important 3 coud andor due | 4 Lather Gulck (1892-1993 soon fo oaaiing ‘ies. POSDCORB stands for Planr framework for organizing goverment agencies. stand fo Siang, Dieting, Coordinating, Reporting, and Bye “anagem theory pele to government and prvateae 1.14.4. Elements of Scientific Management cout how human beings lowing are the elements or the supervisor should do the planning. work on span of sa Work study may be defined as the systematic, objective and eriical examination of all control. Span of factors gov Supervise. Unwi People that a manager can effet hhave two fundamental aspect 6, Henri Minteberg (1939 - Pres He expanded upon the P-O-L.C focusing onthe roles thet managers assume w ork hasbeen substantial and is discussed asa separate se Theory. inslow Taylor joined as labour He became a chief engineer inthe year 1884 Bethhem Steel Works. He published journal pepers on management”. He published a book on “Principles of sc ssn ints he ples et oth ply swell a sii ny ines va be Fe eutel completing the job. Taylor suggests a fair day’s work Industrial Management ane ‘sel eronnel department, The rosedue of select ly and more efficis 4, Standardisation: oe Standards must be maintained in the aspect of equipment an bout a ‘conditions, cost of production etc, Norm 1 bass of various experiments terials, period of these standards planning of the performance of oper foremen were involved to direct and contr Route clerk: ‘To lay down the sequence of operations, the workers are instructed about Instruction eard clerk: ‘To prepare the detailed instructions regarding the different aspects of work, ‘Tosend all information re of work from them, Shop disciplinarian: ing to their pay ofthe workers and fo secure the proper returns ‘To deal with eases of breach of discipline and absenteeism, (9) Gang boss: To assemble and set up ind machines and to teach the workers to make quickest and best way, To ensure that each worker kee ‘around him and is machines. Introduction to Management Inspector: ‘To show to the worker how to do the work. wages shoul be based on ind onthe position which he eccupies. (Giiy"“According to this scheme, a worker who completes the normal work gets wages at higher rate and who does not complete gets at lower rate. ‘Scientific management is based on co-operation betwen management and workers. fanagerial ac Co-operation enhances the e conflict should be replaced by m both. 1.11.2, Bonefits of Scienti ‘The Benefits of scientific igns and constant guidance oft ious relationship betwee sTRATIVE) MANAGEMENT THEORY ment based on his, management increase the efficiency of the ‘general guidelines sta. Henry Fayol fanagement. Although sheets, Cost 5. “Aesounting Balance sheets fallows: 1 6. “Management Planning, Or “The second pat is concerned Division of work Unity of command Unity of direction Subordination of individual interest to general interest Remuneration of personnel general, weness and kind and amount of work expectey of fom a man by his superior, isora agement isthe delegation of author ity on its own, fine requires szreements. and judiciously enforced penal ‘An employee must receive orders and instructions from one supervisor only, Mi ‘commands will cause conflicts and confusions. A sound management should ave ‘commands. signifies each group of ‘2roups should coordinate and work together to achieve the common m of individual interest to general interest: ‘The interest of every employee isto eam money to meet his personal needs. The general interest ofthe organisa evelopment and progress of the or should give primary importance ion should be fair for both the employees and employers. The wage payment fy the employees. decentralized. ization helps to take tions and orders should be sent from top 2): (i on ba crctent fare 18 Of an is not good ”| mployees come for ion of: ward he thinking and execution © Greate the morale of | mt be encouraged bY St employees. M. Espritede-comps: “This refers to union is str mn, It improves the er mony and unity, oye morale. yREAUCRATIC) MANAGEMENT THEORY | 5 (8 4.43, PRINCIPLES OF WEBER'S ( oar cined ese “bUIUETAY" Opp | He discussed that many European | basis and that employees were loyal to | ved th oration soul | person | ing which was the part of. ‘Rand another took over. | impers I _more important. In other words, he did not the position held by superiors (ee, police officers, executives, supervisors) em | effectiveness. A bureaucratic SYS! MetteneMerwemm a Aweldefned hierarchy a bureaueracy ae struc 7 away 10 pei higher poston the lover postions, Positons sould be Nesey ea should know whom to report and who report then, Tice ena ‘command facilitates the control and order throughout the organi sane sn an orgnistion ae seize so tech employe tas he ‘to do a particular task. a [ (il) System of writen rutes and regulations: System of written rules and regulations: ‘ust create a well-defined system of rules, standard ope ley can effectively cont ‘coordination. (i) Impersonal relationships between managers and employees: ‘Managers should mai ship with employees so that and personal prejudice do not (%) Selection ap Selection and evaluation of their performance should not be based on “who you know" but they should be on the basis of th (i) Records: A bureaucracy needs to maintain the complete file re 114, HUMAN RELATIONS APPROACH TO THE STUDY OF MANAGEMENT OR BEHAVIOURAL MANAGEMENT THEORY _BEHAVIOURAL MANAGEMENT THEORY _ Management principles developed during the classical period were simply not useful in in the behavior of individual ‘and behavior. As result, began to consider the hum fhe employee. They concer structure and support et ‘out the role of psychology and sociology in understand : better understanding of human behavior at work such improve productivity. man side of the 1s Ways in Which seville by tthe Hawt ais ind of mangers ex a one type the Peo ive view of employees nd asus tat ea ar. anasto responsi. On the other hand the Theory Page ee stworthy and capable of suming responsi bu skates hie every ff rather than force science and social work. Jmportance ofthe funct principle of “Power | iples of Chester Barnard: A president of New Jersey Bell Telephone Company over over” in management employeg sd jons as social n. Chester Bamard (1886-1961) felt that exceutives nto conflict that would serve system among employees. jon and motivate employees. ‘of a manager flows from reject an order from the manager once they understand what the order requires of them ‘They must establish the objectives ofthe orga le also developed an acceptance theory of authority. Author of subordinates to accept unity whereby inerelated parts worki the 2. Principles of Eton Mayo: ton Mayo’ (1880 - 1949) con Loprptins pled classical manager is acura experiments that lore) 2 i ae asachas fom Harvard University ledby Eton Mayo conducted ee ee eee eee ecco pre cae Mary Parker ol SOU RAL) MANAGEMENT THEORY ‘order's consistency with organisation goals recognise a personal benefit in obeying the order. raters of communication, patterns of informal leadership etc, ‘management practice today. Here are some pri lary Parker Follet's management philosophy: Human beings have needs that ze never completely satisfied. 2. Human behavior is aimed at satisfying the peeds that are yet unsatisfied at a given Safety needs Belonging and love needs Gv) Esteem needs needs ‘of needs theory helped m ther than “power over" tagers visualize employee mot li She propsed ines Observation and measurements > The employees should be scent fc selection and trainings ho fically elected and tained. tiv employee has the opportunity of earning sant cooperation between the employer and agement. [Anna Univ. Nov'9} mental revolution inthe form of eons employees should be given the benefits of © 13, Write any two favourable points for management asa science, (@)__ Management principles should be verifiable. }) Reliable basis for predicting futur. 1a is huown as fether of modern operation management theory? amnnn ™ [Anna Univ. May? 12} ”. enti Fayol is called “Father of modem operat 15, Write down any eight principles of Henry Fayol. sion of work 2. Authority and responsi [Anna Unis. Dec!20] 4, Unity of command 5, Unity of direction 6. Individual interest to general interest 134m 14, Esprit de Corps, Introduction to Management 16, Mention any to of Henry Fayol's principle of management. 4. Division of work: [Anne [Link]"13} sureness and accuracy which increases thei b, Unity of command: ‘An employee must receive orders and instructions from one supervisor only. ‘Multiple commands will cause conflicts and confusions. A sound management should avoid dual commands. 17, List the characteristics of modern management thought. [Anna Univ. Mtay10} 8) Management is a continuous process. b) Managers use the resources of the organisation both physical as well as human to achieve the goal €, Managements sts in shoving he orarisaton ols by esuring teeing 18, How would you interpret the results of Hawthorne experiment? [Anna Univ. Dec'21] ‘The Hawthorne Experiments brought out thatthe productivity ofthe employees is not ‘work situation, 19, Define: Authority and responsibil. Authority isthe power given toa person to get work from his subordinates. Responsibility i the amount of work expected of from a man by his superior. 20, Explain unity of direction. [Anna Unix, Dec’07} Unity of direetion signfias each group of activities having the same objective with one ‘groups should coordinate and work together to achieve the common, 21. What are centralization and decentralization? ‘The organisation is centralized when the power i concentrated with one person. power is fully distributed to the subordinates of the organisation, itis called tion. 22, What is sealar chain? “The instructions and orders should be sent from the top management to the bottom ‘management, 23, What is meant by Esprit De corps? Union is strength, In organisation, employees should be harmony and ‘improves the employee morale. [Anna Univ. May’09) It 25, What is motion ‘Taylor sugges necessary movements 26, Write down any Ov Advantages: (@) Under systems a ims at mesningful anal to intend of the organisation, ‘managem wea good ve" proach, manages have 38 is of orga ys pendence of 1 amenable practice in real ion goals and indi and abstract and it dividual goals. Orgeni (Ts apa et ple ve ei Cotten conse . «oy Tesgonn app spre slr re complex or (oT apenh does ot eso te dile 2, Dees propio. Sle pepo fein expos ova slants repose ‘ ‘and manages the business is called sole trader. sees in systems, () Short life. 29. Define is partnership. Larger financial resources, Promptness of decision-making, Introduction fo Management 183 ltt i 37 ayy af mary pens ho cote seme ce trade and also share the profit and losses. . camper ia company wis emininum pip eg be prescribed. 7 a. 33. Write any ovo privileges ofa private Ltd Company. 1. A private limited eoinpany can be incorporated with just two persons t fitates ing its share capital, tlic and private limited companies. Or Differentiate Public and Private sector enterprises. ‘[Link]. 1 Di ween, i 34, Distinguish ber [Anna Univ, May'18] {Anna Unis, Dee'22] ‘Private sector company ‘A private company is a company ‘hich is owned and traded privately Which is owned and traded publiely, 2. | After receiving cenifcate of incorporation and certificate of ‘After receiving centfiate of incorporation, 535. What is social respon [Anna Unix. Apro4] tions with orto protect the soctal an ethical framework which suggests that an mn 0 act for the benefit of society idual has to perform so as to maintain a 36. Define corpor Corporate refers to the higher levels of organizational structure and decision-making ‘8 company or corporation, 37, Name the various corporate frame works involved in management. 1. Organizational structure 2. Corporate governance 3. Strategie planning 4, Financial management Industrial Manager a Oo 5, Pesfoance nese 6. Hurnan resource managemen 7, Corporate culture 8, Risk management “38. What is meant by shareholder? management referst0 the in its tare two different groups als oF entities that oyq shares in a company ‘Shareholders and manage bbe some overlap. 39, Mention the varios forms of shareholders. ‘in a company 2s follows. “There ae various forms of shar! 1. Directors or board members 2. Prony voting 3. Prony contests 4. Shareholder ssivism 5. lavesor relations 6. Annuel General Meetings (AGMS) 7. Shareholder proposals. 40, State at least four roles of board of directors. (They actas the governing body elected by the shareholders (in public (i) They set the overall direction and strategy and ethically. as budgets and mergers zy have a legal duty to actin the best compensation, nominating and governan 42, List down the purpose of board commitee, (©) Weivides the wosklond ofthe bose by allowing Introduction to Management irectors with relevant expertise for focused discussions and ieney in handling complex matters. ie the main types of board commitees? ‘Standing committees, and ))_ Ad Hoc committees. ype of common board committees. Audit committee i) Compensation committee i) Nominating and governance committee ) Risk oversight committee (¥) Special committees. 48, Who is CEO? Chief Executive Officer (CEO) isthe highest-ranking executive ina company who is responsible for making major corporate decisions by managing the overall operations and the company and acting asthe main point of communication between the board and corporate operations. ie Role of CEO's. ‘Strategic leadership Corporate governance Performance management (¥) Business Acumen. NNBEES Haury efor the dnyatg, day operations €98 «49, List doen the respons He provides di Me aids operational f allocates res00: ses ofa ine iaae™ agement. Functional m i ‘orarea of expertise across different departments oF manager are responsible for providing specialized experts, to thie functional are, 1. Who isan efficent finan: ‘guidance and support related il manager? an organization responsible for overseeing Financial manager is a majo role the financial health and performance of the company. ‘company's mar | strategic planing, decision-making and ensuring thatthe organizations financial resources | ae effectively managed, $2, Mention the various responsi | tes and functions ofa financial manager. | Financial managers do have the following responsibilities such as and analysis and investment analysis Risk management ‘Cash flow manage Financial reporting and comy Financial contol and internal aud ancial forecasting and modeling Investor relations and stakeholder e nication een eeeene Introduction to Managomont $4, What are skills and quattes required to be a good flnanctal manager? 54, Define legal manager. Le activities i manager range of legal idustry regulations, intellect and risk management necessary and play a major tole in corporate governance ‘55. Listdown the roles and responsibilities ofa legal manager. 1. Legal com Dispute resolution leetual property protection Employment law Compliance taining Legal research and advice 10,Poliey development. 56. Define trade union, specific industry, ceupat smployers and advocate for $7, State the functions of trade union. oF trade u 1, Collective barga 2, Representation a its of trade union su ite don the mars ana aemeri ' Mery ofr wo ensures job seeurty presentation and suppor ug and development. idrity benefits. It reduces income inequality. ical influence. It provides re It provides adequate ti leads to lack of representation. resists to worker choice. leads to potential for corruption. kes and work stoppages. 1.38, SOLVED QUESTIONS 1. Discus the scope and nature of management Lima Unie: May'I1 & Dee’ Refer chapter 1.3 on Page 12 fornatueof management and chapter 1.4 0n Pe 13 for scope of management 2. Diseuss the varius functions of Management [anna Univ, Dec'07, May'09, May'1T & May'l3) Or | “Management is the at of geting work done through people”, Expl ios ; lone through people", Explain the var Refer chapter 5 on Page L4 Introdstion to Management ta 3. Is Management a Science or Art? Discuss. Uma De 6, M0 Mey No 18M Refer chapter 1.6 on Page 1. “m ee itn nd mage, (le May 14 Refer chapter 1.7 on Page 1.7. a ” (anna Univ. May’07) a fanagement process? How do the required 1m Hierarchy? [Anna Univ. May’09) n of management thought Anna Univ. May'10, May'I!, Dee'I6, May'I6 & Nov'I8) Page 1.8 les of Management and also specify the features of scientific ‘Management. [Anna Univ. Dee'07 & May'I0) Refer chapter 1.10.1 on Page 1.12 Explain the principles of administrative theory of management wit table illustrations. [Anna Univ. Dee'I3} Refer chapter 1.10.2 on Page 1.12. Explain the fourteen principles of management advocated by Henry Fayol. [Anna Univ. Nov 18) 5 or Discuss the contributions of Henry Fayol tothe field of Management. [Anna Univ. Nov'I9} Refer chapter 1-12 on Page 1.17. Il modern theories of management. or Explain the fourteen principles of management as advocated by Henry Fayol. [Anna Univ, Dec'06, May'07, May'13, Dec'lt, May'I6 & Dec'I7| Or Discuss the contributions of Henry Fayol tothe field of Management. [Arma Univ. Dee'22] Refer chapter 1.12 on Page 1.17. 12. Compare human relations theory Refer chapter 1.14 on Page 1.21. |. Explai [Anna Univ. May'I0) {Anna Univ, May’09 de May? 10) they’form the core of management in practice. But hy se of pure science ects be eit fom Ieee ef Eee at (Gi) Why docs Satinder find the principles of management different from those of pure fer chaps LAL on Page which wil ep you wrt answer yy do the principles of management form the core of management Explain by giving any two points hil ranazemeat, Refer chapters 1.12-1.18 on Pages 1S. Write n essay about the contributions made by [Link], Henri Fayol [Link], Frank 1 Lillian Gilet, Getoge Eton Mayo and others tothe field of Management (na Uni, May Bt, May‘, May08, May’09, May’I1, May'I2 & May’ 18} Refer chapter 12 on Page L.17 for Fayol's administrative management theory, stapterLI on Poge Ls for T management and chapter 1.16 (00 Page 1.24 for Havthome sues of Elon Mayo. 16. Explac the major contributions of Hewtivone experiments towards the development of exponent thought [Anna Univ. Nov'09] Or Exeneras oo modem principles of management with suteble examples. Refer chart 17, How do you elesify ta ness orgenisations? Explain, Or Explicete the differee types of business orgecizstions. [Anna Univ. (Anna Unis. May'65, Dec'I6 & May’ Metter a or Explain the different types of business organ with their merits and demerits, nna Unis, Dee 20. May'22) Or iscuss the main characteristics of different ms, ‘pes of business organizations with nna Univ. Dee 21} Refer chapter 1.19 on Page 1.30 of individual behvaiour ina business (Arma Univ, May’22] apers 1.20 and 1.20.1 on Page 1.31. Refer chapter 1.21 on Page 1.32. 20. Explain Joint Stock Company. Refer chapter 1.22 on Page 1.36. 21, Explain public limited company. Refer chapter 1.24 on Page 139, 22. Discuss the various elements of corporate frame work in detail pter 1.28.1 on Page 14. 23, Write short notes on shareholders, Refer chapter 1.30 on Page 1.46. 24, IIlustrate the role of board of directors. Refer chapter 1.31.1 on Page 1.47. 2, Explain the purpose and types of board committee. Refer chapter 1.32.1-1.32.3 on Page 1.48, 26. Discuss the roles and qi 27. Briefly explain and functional managers. Refer chapters 1.34 & 1.35 on Page: 28. Who are legal managers? Explain their role and responsi Refer chapters 1.36 & 1.36.1 on Pages 1.58. 29, Explain the Trade union with merits and demerits. Refer chapters 1.37 on Page 1.36, END of Unit 1

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