MANAGEMENT CONCEPTS AND ORGANISATIONAL BEHAVIOUR
Management :-
Management is the science and art of getting people together to accomplish desired goals and
objectives by co-ordinating and integrating all available resources efficiently and effectively. It is a
process of getting thing done with a aim of achieving goals effectively and efficiently.
Functions :-
Management is defined as the procedure of organising, directing, planning and controlling the efforts of
organisational members and of managing organisational sources to accomplish particular goals.
Planning is the purpose of ascertaining in advance what is supposed to be done and who has to do it.
This signifies establishing goals in advance and promoting a way of delivering them effectively and
efficiently. In an establishment, the aim is the obtainment and sale of conventional Indian handloom and
workmanship articles. They trade furnishings, readymades, household items and fabrics made out of
classical Indian textiles.
Organising is the administrative operation of specifying grouping tasks, duties, authorising power and
designating resources needed to carry out a particular system. Once a definite plan has been set for the
completion of an organisational intent, the organising party reviews the actions and resources expected
to execute the program. It ascertains what actions and resources are needed. It determines who will do
a distinct job, where and when it will be done.
Staffing is obtaining the best resources for the right job. A significant perspective of management is to
make certain that the appropriate people with the apt skills are obtainable in the proper places and
times to achieve the goals of the company. This is also called the human resource operations and it
includes activities such as selection, placement, recruitment and coaching of employees.
Directing involves directing, leading and encouraging the employees to complete the tasks allocated to
them. This entails building an environment that inspires employees to do their best. Motivation and
leadership are 2 chief elements of direction. Directing also includes communicating efficiently as well as
managing employees at the workplace. Motivating workers means simply building an atmosphere that
urges them to want to work. Leadership is inspiring others to do what the manager wants them to do.
Controlling is the management operation of controlling organisational achievement towards the
accomplishment of organisational intentions. The job of controlling comprises ascertaining criteria of
performance, computing the current performance, comparing this with organised rules and taking
remedial action where any divergence is observed. Here management should ascertain what activities
and outputs are important to progress, how and where they can be regulated and who should have the
power to take remedial response.
Role :-
13 common management roles
Managers have many responsibilities to perform in their roles as leaders of their departments. Here is a
list of 13 of the most common roles in management:
Resource allocator
Managers often allocate funds and resources within their office or department, such as equipment, in
the most efficient and cost-effective way. They may plan the best way to complete projects on time and
within a set budget. Managers may assign projects to employees and monitor those projects to see if any
reassignments need to occur along with determining if the workload is manageable.
Leader
A manager may lead their staff by providing employees with a vision or long-term goal to achieve.
Employees look to managers to provide direction, decide on courses of action, and inspire them to reach
both short-term and long-term goals.
Spokesperson
A manager can be an advocate of the organization. Communicating positive messages about the
company, managers inform the public about the organization’s overall goals. Managers work to promote
the organization and may assist the public relations team in marketing the company, attending events or
giving speeches.
Trainer
A manager may help train new hires and existing employees. This can involve facilitating on-site training
and development opportunities, or leading training sessions. They also may provide hands-on
supervision for employees as they learn new skills, or when there are new technologies added, they help
employees learn and adjust to the changes.
Negotiator
Managers may deal with negotiations within the team and organization. Negotiating allows them to
reach a compromise with or among parties when there is a dispute or disagreement. Managers can work
with others to focus on problems and come up with the best solution to meet their objectives.
Representative
A manager may be a representative for the company in formal situations and meetings. They may also
appear at community social events such as a lunch with a client, an employee’s wedding or charity
fundraisers.
Mentor
Managers may coach their staff and help employees develop skills in order to help them succeed
personally and professionally. They can help their staff members develop a specific skill and offer
constructive criticism to let them know how they are doing. Mentoring employees may allow managers
to not only lead the entire team but focus on an individual level as well.
Liaison
A manager may serve as the connection between other departments in the organization and externally.
Managers may also network on behalf of the organization to make contacts in the community or within
the industry. Managers may also be a messenger for executive leadership, such as the CEO, delivering
information to employees.
Entrepreneur
Managers often solve problems and brainstorm new ideas for the company or their department. Using a
vision, they create the change they want to see in the company to improve and start projects. Managers
may be passionate about their company and unafraid of taking risks in order to come up with better
solutions.
Mediator
Managers can resolve and control internal or external disturbances, such as a conflict between two
employees, a customer complaint or losing an important client. Managers may act similarly to a judge in
resolving problems and stopping minor problems from escalating.
Monitor
Managers may monitor the productivity and well-being of their employees. They can keep track of what
is being done and look for anything interfering with the completion of tasks. Managers also stay up-to-
date with the news and information relevant to the company.
Disseminator
A manager may share useful information, typically from people in executive leadership, with their
employees. They gather data, such as updates on competitors, and then convey it to the team so they
have a better understanding of what is going on with the organization.
Policy enforcer
A manager may implement company-wide policies and keep employees accountable for their actions.
When violations occur, they may discipline employees, enforcing rules and regulations to ensure
misconduct won’t occur in the future.
Emotional intelligence :-
Emotional intelligence refers to the capability of a person to manage and control his or her emotions and
possess the ability to control the emotions of others as well. In other words, they can influence the
emotions of other people also.
Components :-
In his book, Goleman presents five categories of emotional intelligence:
Self-awareness. A person has a healthy sense of emotional intelligence self-awareness if they understand
their own strengths and weaknesses and how their actions affect others. A person with emotional self-
awareness is usually receptive to and able to learn from constructive criticism more than one who
doesn’t have emotional self-awareness.
Self-regulation. A person with a high emotional intelligence can exercise restraint and control when
expressing their emotions.
Motivation. People with high emotional intelligence are self-motivated, resilient and driven by an inner
ambition rather than being influenced by outside forces, such as money or prestige.
Empathy. An empathetic person has compassion and can connect with other people on an emotional
level, helping them respond genuinely to other people’s concerns.
Social skills. People who are emotionally intelligent can build trust with other people and are able to
quickly gain respect from the people they meet.
Motivation :-
Motivation is a reason for actions, willingness, and goals. Motivation is derived from the word ‘motive’,
or a need that requires satisfaction. These needs, wants or desires may be acquired through influence of
culture, society, lifestyle, or may be generally innate.
Berelson and Steiner: – “A motive is an inner state that energizes, activates, or moves and directs or
channels behaviour goals.”
Lillis: – “It is the stimulation of any emotion or desire operating upon one’s will and promoting or driving
it to action.”
Nature of Motivation :-
Motivation is a psychological phenomenon that occurs within a person. A person lacks some needs,
which makes him satisfied that he works more. The need to satisfy the ego motivates a person to do
better in general.
Theories of motivation
1. Maslow’s Need Hierarchy Theory
It is probably safe to say that the most famous theory of motivation is Maslow’s requirement hierarchy
theory. Maslow’s theory is based on human needs. Primarily based on their clinical experience, they
categorized all human needs from lower to higher order.
Physiological Needs: –
These needs are basic to human life and, therefore, include food, clothing, shelter, air, water and life
requirements. These are related to the existence and maintenance of human life.
Safety Needs: –
After satisfying the physical requirements, the next needs to be felt are called the need for safety and
security. These require expression in desires such as economic security and protection from material
threats.
Social Needs: –
Man is a social animal. Therefore, he is interested in social interaction, companionship, belonging, etc.
It is because of this socialization and belonging that individuals like to work in groups and especially
older people go to work.
Esteem Needs: –
These refer to self-esteem and self-respect. They include requirements that indicate confidence,
achievement, ability, knowledge, and independence.
Meeting the requirements of respect creates confidence, strength and the ability to be useful in the
organization. However, inability to meet these needs creates feelings of inferiority, weakness and
helplessness.
5. Self-Actualization Needs: –
This level represents the culmination of all lower, intermediate and higher needs of humans. In other
words, the last step under the needs hierarchy model is self-realization. It refers to fulfillment.
2. Herzberg’s Motivation Hygiene Theory: –
Psychologist Friedrich Herzberg carried on Maslow’s work and introduced a new motivation theory
known as Herzberg’s Motivation Hygiene (Two-Factor) theory. He conducted a widely reported
motivational study on 200 accountants and engineers employed by firms in and around western
Pennsylvania.
According to Herzberg, dissatisfaction is not the opposite of satisfaction. The underlying reason, they say,
is that removing dissatisfied characteristics from a job does not necessarily make the job satisfactory. He
believes in the existence of a double continuum.
According to Herzberg, today’s motivators are the hygiene of tomorrow because the latter influences the
behaviour of individuals when they receive them. Accordingly, one hygiene may be the motivator of
another.
3. McGregor’s Participation Theory: (X and Y theory)
Douglas McGregor formulated two different views of humans based on worker’s participation. The first
basically negative, the label of Theory X, and the second basically positive, the enabling of Theory Y.
Theory X is based on the following assumptions: –
People are indolent by nature. That is, they like to do as little work as possible.
People lack ambition, dislike responsibility, and prefer to be guided by others.
People are naturally self-centered and indifferent to organizational needs and goals.
People are usually naïve and not very sharp and bright.
On the contrary, theory Y assumes that: –
They want to assume responsibility.
They want their organization to succeed.
People are able to direct their own behaviour.
They require achievement.
4. Urwick’s Theory Z
Following the propositions of theories X and Y by McGregor, three theorists Urvik, Rangnekar, and Auchi
accepted the third theory as the Z theory.
The two propositions in Urwicks’s theory are that: –
Everyone should know the organizational goals properly and the amount of contribution to these goals
through their efforts.
Everyone should also know that the relationship of organizational goals is positively satisfying their
needs.
In Urwick’s view, both people above are willing to behave positively to meet both organizational and
personal goals.
However, Ouchi’s Theory Z has attracted a lot of attention from management practitioners as well as
researchers. It should be noted that Z does not stand for anything, only the last alphabet in the English
language.
Theory Z is based on the following points: –
Strong bond between organization and employees
Employee participation and participation
No formal organization structure
Human Resource Development
Ouchi’s Theory Z represents the adoption of Japanese management practices (group decision making,
social cohesion, job security, overall concern for employees, etc.) by American companies. In India,
Maruti-Suzuki, Hero-Honda etc. apply the post-up of Principle Z.
5. McClelland’s Theory of needs :-
McClelland affirms that we all have three motivating drivers, which don’t depend on our gender or age.
Achievement a need to accomplish and demonstrate own competence.
Affiliation a need for love belonging and social acceptance.
Power a need for controlling own work and the work of others.
Process in Motivation
The elements of the process of motivation are: (1) Motivates, (2) Behaviour, (3) Goal, (4) Feedback.
Motive:- Motives prompt learner to action. Motives determine the general direction of learner’s
behaviour.
Behaviour:- Behaviour is a series of activities of an individual. It generally motivated by a desire to
achieve a goal.
Goal:- Motives are directed towards goals. Goals are the ends which provide satisfaction to learners.
Feedback:- Feedback may be in the form of reduction or increase in tension.
Foundation and background of Organisational behaviour :-
FOUNDATION OF ORGANIZATION BEHAVIOUR An Organization is a consciously co-ordinated social unit,
composed of two or more people that functions on a relatively continuous basis to achieve a common
goal of the organization as well as individuals. Behaviour is anything a person does. Since our earlier
years we have watched the actions of others & attempt to interpret what we see. We watch what others
do & try to explain why they have engaged in their behaviour. In addition we attempt to predict what
they might do under different sets of condition.
The Industrial Revolution brought about the need for understanding human behavior in a work
environment. The first mention of analyzing work was with Frederick Winslow Taylor (1856-1915). He
viewed job tasks as a bunch of components that could be analyzed and broken down into small parts
In the early stages of human history, organization was confined through simple tasks involving the most
basic human needs: food, clothing, and shelter. As a mean of increasing the food supply, prehistoric
people organized foraging and hunting activities and, later, agricultural activity as well.
Organizational Structure :-
Organizational structure is a management concept that outlines the methods of doing activities in the
organization from beginning to end in order to achieve the defined goals and objectives. It is related to
creating different departments and divisions of activity for the integrity of performing the jobs.
Types of Organizational Structure
In management, types of organizational structure mainly include line, functional, line & staff, committee,
and matrix organization structures. According to the character, time, and situation of the organization,
every organization’s structure is important considering its potentiality.
Line Organization
This is a simple form of organizational structure. The authority flows from top to bottom with an
unbroken chain. The top manager has full decision-making authority though he is responsible for his
made decisions. And the entire people of the organization are the followers of his decisions.
Functional Organization
This is the second type of organizational structure. As its name suggests, according to the specialty areas
the functions are divided.
For example, production activities to the production department, financial activities to the finance
department, etc. And, as per department the head and juniors are different.
Line and Staff Organization Structure
This is the combination of both line and functional organization structures. As we have mentioned their
separate definition above.
The main objectives of this organization are to improve the functionality of the organization through
effective coordination, optimum utilization of resources, and provide greater flexibility.
Committee Organization
A committee organization is a set of people who are interacted to perform some specific activities to
achieve planned objectives. As per the time and situation, various committees are formed in the
organization.
Committees are responsible to extract information from the present and future markets which support
the quality decisions and progress of the business firm.
Matrix Organization Structure
Matrix organization is a special form of organization structure that is developed to solve complex
problems. Even if it is an advanced form of organizational structure.
It can be formed by combining two or more organizational structures. Initially, it is difficult to manage
this organization, but when it is managed properly the benefits are outstanding.
Job Design :-
Job design is a research and analysis of a job in consultation with peers, managers, and management to
compile the entire job data and outline the duties, responsibilities, Academic and professional
qualification skills, and expertise required to perform a particular job.
The study and research were conducted to determine that job design plays an important role to
understand the complexity of the job and its implication on individual employees and also plays an
important role in performance management. The job design helps and reduces Job/work stress and the
risk of health, safety and occupational injuries of the employees ensure job satisfaction, better
productivity, and performance of the workers, and ultimately meets organizational goals and objectives.
