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Management is the process of getting things done through people, involving planning, organizing, leading, and controlling activities within an organization. It encompasses various fields such as marketing, finance, and human resources, and has evolved through historical approaches including classical, scientific, and behavioral management theories. Contemporary management emphasizes systems thinking, focusing on both open and closed systems and the importance of quality management and continuous improvement.

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2 views

Untitled document-4

Management is the process of getting things done through people, involving planning, organizing, leading, and controlling activities within an organization. It encompasses various fields such as marketing, finance, and human resources, and has evolved through historical approaches including classical, scientific, and behavioral management theories. Contemporary management emphasizes systems thinking, focusing on both open and closed systems and the importance of quality management and continuous improvement.

Uploaded by

s.myudppagulong
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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What is management?

➤ Getting things done through people.


➤ Directing the actions of a group to achieve a goal in most efficient manner.
➤ Application of engineering principles and skills in management. Engineering which combines
science and mathematics in the design and creation of structures and machines.
➤ Field that involves the planning, coordination, and control of all engineering activities within
the organization.

Fields of Management
• Marketing Management
• Technology Management
• Engineering Management
• Financial Management
• Human Resources Mgt.
• Project Mgt.
• Quality Mgt.
• Supply Chain Mgt
• Operations Mgt.
• Procurement Mgt.
• Change Management
Facility Mgt.
• Health Administration Mgt.
• Service Mgt.
• etc

Differences in work done by Engineers and Managers


As a technical contributor, the engineer focus primarily on the operational aspect of the
work.

Functions of Engineering Management:


1. Planning - forecasting, action planning, administering policy, and establishing procedures;
2. Organizing - designing a team structure, delegating, and establishing working relationships;
3. leading/directing - decision making, communicating, motivating, and developing people;
4. controlling - setting standards, and measuring, evaluating, and controlling performance.
5. staffing-recruit, select, train, compensate, promote personnel

Management can be classified into one of four categories


* An organizational or administrative process
* A science, discipline, or art
* The group of people running an organization
* An occupational career

Why Engineering Managers?


- Competition is global and companies need these people to compete successfully
EARLY MANAGEMENT

Adam Smith The Wealth of Nations in 1776


-​ Division of labor (job specialization) the breakdown of jobs into narrow and repetitive
tasks. (48,000 pins a day by 10 persons if division of labor exist other wise 10 pins a day
if each worked alone.)

Industrial Revolution
-​ Substituted machine power for human labor
-​ Created large organizations in need of management

CLASSICAL APPROACH
-​ Classical approach - first studies of management, which emphasized rationality and
making organizations and workers as efficient as possible.

SCIENTIFIC MANAGEMENT

Fredrick Winslow Taylor


-​ The "father" of scientific management

Scientific management - an approach that involves using the scientific method to find the "one
best way" for a job to be done.

• General administrative theory


-​ is an approach to management that focuses on describing what managers do and what
constitutes good management practicices.
-​ Max Weyber developed a theory of authority structures and relations called
Bureaucracy a form of organization characterized by division of labor, a clearly defined
hierarchy, detailed rules and regulations, and impersonal relationships.

HENRI FAYOL

Principles of management
-​ Fundamental rules of management that could be applied in all organizational situations
and taught in schools.

FAYOL'S 14 PRINCIPLES OF MANAGEMENT

1. Division of work
-​ Specialization increases output by making employees more efficient.

2. Authority
-​ Managers must be able to give orders, and authority gives them this right.
3. Discipline
-​ Employees must obey and respect the rules that govern the organization.

4. Unity of command
-​ Every employee should receive orders from only one superior.

5. Unity of direction
-​ The organization should have a single plan of action to guide managers and workers.

6. Subordination of individual interests to the general interest


-​ The Interests of any one employee or group of employees should not take precedence
over the Interests of the organization as a whole.

7. Remuneration
-​ Workers must be paid a fair wage for their services.

8. Centralization
-​ This term refers to the degree to which subordinates are involved in decision making.

9. Scalar chain
-​ The line of authority from top management to the lowest ranks is the scalar chain.

10. Order
-​ People and materials should be in the right place at the right time.

11. Equity
-​ Managers should be kind and fair to their subordinates.

12. Stability of tenure of personnel


-​ Management should provide orderly personnel planning and ensure that replacements
are available to fill vacancies.

13. Initiative
-​ Employees allowed to originate and carry out plans will exert high levels of effort.

14. Esprit de corps


-​ Promoting team spirit will build harmony and unity within the organization.
BEHAVIORAL APPROACH

●​ Organizational behavior (OB) - the study of the actions of people at work.


●​ Early OB Advocates
-​ Robert Owen
-​ Hugo Munsterberg
-​ Mary Parker Follett
-​ Chester Barnard

THE HAWTHORNE STUDIES

●​ Hawthorne Studies a series of studies during the 1920s and 1930s that provided new
insights into individual and group behavior.

●​ The Hawthorne effect is a type of human behavior reactivity in which individuals modify
an aspect of their behavior in response to their awareness of being observed

TOTAL QUALITY MANAGEMENT (TQM) Total quality management (TQM)


-​ a philosophy of management that is driven by continuous improvement and
responsiveness to customer needs and expectations.

WHAT IS QUALITY MANAGEMENT?

1. Intense focus on the customer


-​ The customer includes outsiders who buy the organization's products or services and
internal customers who interact with and serve others in the organization.

2. Concern for continual improvement


-​ Quality management is a commitment to never being satisfied. "Very good" is not good
enough. Quality can always be Improved.

3. Process focused
-​ Quality management focuses on work processes as the quality of goods and services is
continually improved.

4. Improvement in the quality of everything the organization does


-​ This relates to the final product, how the organization handles deliveries, how rapidly it
responds to complaints, how politely the phones are answered, and the like.

5. Accurate measurement
-​ Quality management uses statistical techniques to neastire every critical variable in the
organization's operations. These are compared against standards to identify problems,
trace them to their roots, and eliminate their causes.
6. Empowerment of employees
-​ Quality management involves the people on the ne in the improvement process. Teams
are widely used in quality management programs as empowerment vehicles for finding
and solving problems.

CONTEMPORARY APPROACHES

●​ System - a set of interrelated and interdependent parts arranged in a manner that


produces a unified whole.

●​ Closed system - systems that are not influenced by and do not interact with their
environment.

●​ Open system - systems that interact with their environment.

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