People call orphan (yateem) to those who have no father
But I call orphan to Ignorant (Hazrat Ali)
Acquire knowledge from cradle to grave
|
|
Ask not what Country has given you,
Ask what you have given to the Country.- John F Kennedy
Fathers of Management
Modern Human
_cientific Relationship
Management Management
Management
Fredrick Harvard
Henri
Winslow Business _chool
Fayol
Taylor Professor
Elton Mayo
Advocate of _cientific
Management
Frederick Winslow Taylor (1903-1912)
Henry Gantt (1901)
Frank Gilbreth
Dr. Lillian Gilbreth (Mrs. Frank )
Advocate of Modern Operational
Management
Henri Fayol (French Man)
Advocate of Behavioral _ciences
Hugo Minsterberg (1912)
Water Dil _cott (1911)
Max Weber (1946)
Vilfredo Pareto (1896 - 1917)
Elton Mayo (1993)
Roethisber (1933)
_ystems Theory
Chester Bernard (1938)
Emergence of Modern Management
Rensis Likert
Douglous Mc Gregor
Abraham Maslow
Frederick Herzberg Taylor
Lyndall Urwick
Mary Peter Follet
William Ouchi 1981
Peter Drucker 1974
Emergence of Modern Management
Chris Argyris,
Robert R. Blake
West Chruchman
Ernest Dale
Herbert _imon
Lyman Porter
Joan Woodward
Emergence of Modern Management
Edwards Deming (after World War II)
Laurence Peter 1969
Harold Koontz
Thomas Peter 1982
Robert Waterman 1982
Definition of Management
Different philosophers has given different
definitions of Managements according to
their field of works.
However the end result of their work is
same which leads to betterment or
attainment of their goals.
|evel of Management
Top Level Middle Level Lower Level
_trategic Tactical Operational
Level Level Level
Management |evels
_trategic Level
Tactical Level
Operational Level
Function of
Managers
Managerial Functions
Directing _taffing
Planning Organizing
(Leading) (Human Resource
Management)
Controlling
Time _pent by
Managers on their
Functions
(op Management
Planning
Organizing
Leading
Controlling
Time _pent shown with the Help of Length of Boxes
Middle Management
Planning
Organizing
Leading
Controlling
Time _pent shown with the Help of Length of Boxes
First |evel/ |ower |evel Management
Planning
Organizing
Leading
Controlling
Time _pent shown with the Help of Length of Boxes
ãorking (ime/ Duty timings
_trategic Level Tactical Level Operational Level
Short Moderate More & |engthy
Management Skills
Conceptual Human (echnical
Skills Skills Skills
Generation of Managing Managing
Ideas People ãork
Strategic |evel Of Management
Conceptual Technical
Human
_kills _kills
_kills
Extensive Not Much
Moderate
(actical |evel of Management
Conceptual Technical
Human
_kills _kills
_kills
Moderate Adequate
Extensive
Operational |evel of Management
Conceptual Technical
Human
_kills _kills
_kills
|ess Extensive
Adequate
Management Goals
_trategic Level Tactical Level Operational Level
Goals Goals
Goals |ess
Ambiguous Clear & Specific
Ambiguous
Managerial Role
(1) (2) (3)
Interpersonal Informational Decision
Role Role Role
' Interpersonal Role
Performing Liaison
Leader Role
Ceremonial Role
_ocial Duties
Ö Informational Role
_pokes
Disseminator/
Person
Recipient Role Distribution
Role
Role
ß Decision Role
Resource Entrepreneurial Disturbance
Allocator Role Handler Role
Negotiator
Role
Code : R-END
Differences Between
Manager & Leader
Differences
Manager Leader
Drives People Leads People
Eye On
Manager Eyes on Leader Eyes on
Bottom Line Horizon
Org. Goal / All future to
Profits come
Eye On
Manager Eyes on Leader Eyes on
Bottom Line Horizon
Status Quo
Manager Maintains Leader Challenges
_tatus Quo _tatus Quo
Powers
Manager Powers Leader Powers
Legitimate Referent
Legitimate = Position
_eat Power
Referent = _pecial skill_
Decision Impact
Manager Decisions Leader Decisions
_hort Term Impact Long Term Impact
Medium Term
Ask Questions
Manager Asks Leader Asks
How & When What & Why
Concept
Line Personnel
_taff Personnel
Concept
Line _taff
Those persons who help Line
Those persons who have
Persons to work most
Direct Impact on the
effectively in
Objectives of the Accomplishing the
Enterprise Objectives of the
Enterprise
Concept
Manager Production Manger R & D
Conduct researches,
Reads the Report & Advice
surveys analysis
He may Act as Prepare report
per advice or reject and sends it to
Manager Production
Concept
Manager Finance Manager Research
Analyzes Fundamentals
Reads the Report of
of the the company;
Manager Research
conduct a detailed research
He may consider the Recommend buying of
Report for action or _hares to
he may take different action Manager Finance
Concept
Manager Finance Manage HR
Recruitments, trains,
The employees contributing
takes disciplinary action
Under the line Manager
Not under the HR manager
|ine Personnel
Production Finance
_ales
Department Department
Staff Personnel
_oftware Human Maintenance
_upport Resource Accounts
& Purchasing
Department Department Department
Department
Research & Quality Control Internal Audit
Development Department Department
Department
Authority
Line
Managers _taff
Decision Making Advisory
Communication
Personal Organizational
Interpersonal Intra organizational
Intra personal Inter Organizational
Organizational Communication
Inter Intra
Organizational Organizational
Between two Within one
Different Organizations Organization
Intra Organizational Communication
Horizontal Vertical
Between Upward Downward
Peers
Diagonal
Upward
Downward
Horizontal
Intra Organizational Communication
Philosophies of Communication
Developmental Relinquishing Withdrawal Controlling
Holy Our
People Army
Prophet Politicians
Who avoid _tyle
(PBUH) With
Communication
U_A
Assets In Organization
Human Asset Other Asset
Fixed/ Physical Current Assets
Assets
Land Cash
Furniture Deposits
Equipments Receivables
Plants Inventories
Buildings _hort Term Investments
Vehicles
Importance of Human Assets
Rensis |ikert Said
In the Period of Recession
Disposed off Don¶t Disposed off
Physical Assets Human Assets
Alternatives of Assets
More perfect ãe don¶t have
with rich Alternative
qualities
Available in Market
For Physical Assets For Human Assets
General
Concepts of
Management
Terminologies
Scientific Management
(ime & Maximum
(ime
Motion At the
Management
Study Minimum
Resources
All work of Job are done in scientific Methods
Method of ãork
ãithout
Scientific Management
Count ' to 5 Count ' to '
'Öß5 = '5 'Öß5 '
Very time consuming;
Chances of Errors
Difficult to exercise
Answer = 5
Method of ãork
ãithout ãith
Scientific Management Scientific Management
Count ' to ' Count ' to '
'Öß5 '
Formula n='
n'/Ö n
Answer is
5
''/Ö '
=5
ðalance to be Kept between
Centralization Decentralization
One man control Delegation of Powers
Management Principles
Not
Predictive Descriptive
Prescriptive
(hinking
Divergent Convergent
Focus on all areas Focus on One Area
Authority & Responsibility
More Less
Authority Authority
More Less
RE_PON_IBILITY
Authority & Responsibility
More Less
Authority Authority
More
Less Responsibility Responsibility
Result are devastation/ disaster
Command
Clear Ambiguous
One Head of One More than
Group of People One Head of One
Group of People
Unity of Command
Delegation
Powers Responsibility
Delegates Does not
Delegates
Latin words: Delegatus non potest delegare
Scalar Chain
Direction Reporting
Downwards Upwards
Chain of Command
Division of |abor Specialization
Recruitment Assignments Placement
Of Human Resource
On the basis of skills, education, merit
Planning & Implementation
Planning Implementation
Rational Emotional
MUHAMMAD SA|EEM : KASðI( President
Span of Management
_ize of Control
Number of persons a manager directly
manages
Objectives
Individual Organizational
Objectives
Individual Organizational
Goal Congruence
Effective Results : Organization grows
Objectives
Individual Organizational
Goal incongruence
Results : Organization¶s Declines starts
Objectives
Individual Organizational
Goal incongruence
Individual must scarify his goal
for the sake of Organizational
Soldering
Deliberately Individual
To _ecure Job Objectives
_low down
Timely completion Dominates
Pace of Work Of work causes Corporate
job termination Objective
ãage Compensation Plans
Time basis
Piece Basis
Depends upon Hours, On the basis of
Days of Working Production
Pro Taylor Approach
Rule of (humb
Follows
No Traditional
Creativity _trategies,
Diversification Procedures,
Methods
Innovation
Change
Executive
Individual Plural
CEO Committee
Director
Manager
_upervisor
University Executive Hierarchy
Board of Governors
_election Board Academic Council
Board of Faculty
Board of _tudies
Projects
Mutually Complementary
Exclusive
No relation and dependence One project depends upon
between two projects Other project
Managerial Function
CONTROLLING
Control Function of Manager
Process Phases of (ypes of Kinds of
Of Control Control Control
Control
Process of Control
Establishment of _tandards
Measurement of Actual Performance
with Established standards
Correction of Deviation
Establishment of _tandards
Workers hours required 10 hours
Rate of Worker per hour Rs. 10/-
Material required 10,000 Kgs
Rate of Material Rs. 2/- per Kgs.
Actual Performance
Workers hours required 10 hours
Rate of Worker per hour Rs. 10/-
Material required 10,000 Kgs
Rate of Material Rs. 2/- per Kgs.
Establishment of _tandards
Workers hours required 10 hours
Rate of Worker per hour Rs. 10/-
Material required 10,000 Kgs
Rate of Material Rs. 2/- per Kgs.
Actual Performance
Workers hours required 11 hours
Rate of Worker per hour Rs. 10/-
Material required 9,500 Kgs
Rate of Material Rs. 2.5/- per Kgs.
Establishment of _tandards
Workers hours required 10 hours
Rate of Worker per hour Rs. 10/-
Material required 10,000 Kgs
Rate of Material Rs. 2/- per Kgs.
Actual Performance
Workers hours required 9 hours
Rate of Worker per hour Rs. 11/-
Material required 10,000 Kgs
Rate of Material Rs. 2/- per Kgs.
Measurement of
Actual Performance
with
Established standards
Measurement of Actual Performance
with Established standards
Actual Compares Standards
Performance
Statistical and Non statistical tools are used for Measurement
Correction of Deviation
Explanations Systems Revisit of
required Revisits Standards
Phases of Control
Concurrent
Pre Control Post Control
Control
Phases of Control
Pre Control
Pre Control
Establishment of Standard
(aking all precautions which
avoid chances of variances
Actual Performance is made
Measurement of Performance
If any variance arises Corrective action is (aken
Phases of Control
Con Current
Control
Concurrent Control
Establishment of Standard
Simultaneously Measurement
Of
Performance
Carrying on
Feedback of
Activity of ãork
Performance
Correction If any variance arises it is
Of addressed then and there
Deviation
C
O Established Standards
N C
C O
U Activity is carried On N
R C
R U
R R
E Preparation of weekly reports & R
N Quarterly Financial Statements E
( N
(
Making Analysis
C Measurement of Performance C
O O
N N
( If variances arises (
R R
O O
| (aking Corrective Action |
Phases of Control
Post Control
Post Control
Establishment of Standard
Actual Performance is made
At the end
Checking verifying whether
Actual Performance is as per Established Standard
If variances arises then Corrective action is (aken
P Established Standards
P
O
O
S Activity is carried On S
(
(
C Financial Year Closed C
O
O
N
N
( Preparation of Financial Statements (
R
R
O
O
| Making Analysis
|
(aking Corrective Action
(ypes of Control
ðudgetary Non ðureaucratic Clan
Control ðudgetary Control Control
Control
Kinds of Control
Inventory Financial Quality
Control Control Control
Internal Management
Production Control
Control
Objective of Control
(o Stimulate (o Facilitate
Action Coordination
Control seeks to ensure
Control spots the that activities adhere
deviations from plans pre determined goals.
and highlights them (he Decision taken at lower
for people whom can |evels are consistent of
Set thing right. (he policies of the enter
(his enables the prise that aim is to ensure
Management to act (hat all activities are
quickly Properly coordinated
Managerial Function
ORGANIZING
Organization
Pillars
_pan of
_tructure _pecialization _calar Chain
Management
Structure of an Organization
Tall Flat
_tructure _tructure
More Levels of Few Levels of
management management
Structure of an Organization
Tall Flat
_tructure _tructure
Informal Organization
Banks
Bank Organizational _tructure
President
_enior Executive Vice President
Executive Vice President
_enior Vice President
Vice President
Assistant Vice President
Grade I
Grade II
Grade III
K
(
(
Reward
_urface Or _ymbolic Or
Extrinsic Intrinsic
Power
Coercive Reward Referent
Expert Legitimate
Efficiency Effectiveness & Productivity
Efficiency Effectiveness Productivity
Achievement Achievement Implies both
of ends of objectives
with least amount Efficiency
of Resources &
Effectiveness
In Individual & Organizational
Performance
Opportunity Cost
Alternatives Resources Accepting one
More Limited Alternative and
leaving other
Revenues± Cost = Gain. The alternative which we leave
the gain of that alternative is our Opportunity Cost
|ocus of Control
Internal External
_uccess Or Failure _uccess Or Failure
Taken by such person Attributed to other
To his OWN credit
Managers¶ Approaches
½ Approach Y Approach
S(RESS
EU _tress Distress
+VE -VE
ðusiness Portfolio Matrix
Question Cash
_tars Dogs
Marks Cows
Stars: Are those products you foresee that it will give
good profits or gains.
Question Marks: Are those products which require
certain changes
Cash Cows: Are those products are already giving you
profits or gains.
Dogs: Are those products which are finished and
Cannot generate any profits or gains.
Factors Affecting Organizations
Internal External
_trength Weakness Threat Opportunities
_WOT Analysis
Motives
Primary (Not Learned. Build in Human
Beings)
_econdary (People Learn them)
General ( Not Learned Build In)
Motives In Human beings
_econdary
Primary (People _ee Other General
(Unlearned) and then want) (Unlearned)
To satisfy To get Power,
Curiosity
Physiological Need _tatus, Recognition
Need of People
Physiological Need
_ecurity Need
Love and Affection Need / Belongings
Esteem Need
_elf Actualization Need
Physiological Need
Not Learned by Person. They are existing in
all human beings.
Water
Bread
Cloth
_helter
_un Light
Love
Security Need
Life _ecurity ± Living Place and Work
Environment
Job _ecurity
After retirements (Provident Fund/ Gratuity)
|ove & Affection Need
Love & Consideration from
± _uperior
± Peers
± _ubordinates
Instead of |ove & Affection Followers of
Maslow used the word ðelonginess
Esteem Need
Power
Recognition
Growth
_tatus
Self Actualization Need
To do something without any selfish
motives
To create / innovate
To do the best
Qualities of Self Actualized Person
Efficient Judges of _ituation
Willingness to learn from others
Creative & Innovative
Appreciative
Does not shy to go nearer people
Accept the things as they really are.
Managerial Focus
Task Oriented means Job Centered
People Oriented means Employee Centered
High Task Oriented & Less People Oriented
High People Oriented & Less Task Oriented
Contribution of Henry Fayol
14 Principles of Management
Code Of
Principles
DADU ± RO__IE - CU_E
Henri Fayol FA(HER OF MODERN MANAGEMEN(
D= DIVI_ION OF LABOR
A= AUTHORITY & RE_PON_IBILITY
D= DI_IPLINE
U= UNITY OF DIRECTION
R= RUMUNERATION
O= ORDER
_ = _CALAR CHAIN
_= _TABILITY OF TENURE
I= INITIATIVE
E = EQUITY
C= CENTRALIZATION
U= UNITY OF COMMAND
_=_UBORDINATION TOWARD_ COMMON GOAL
E= E_PRIT DE CORP_ (unity is always strength)
DADU RO__IE CU_E
_cientific Management
By Fedrick Winslow Taylor
Contribution Fredrick ãinslow (aylor
Elimination of Piece ãage Scientific
Rate System Applications
Soldering For doing all
(Deliberately slow Types of Work
down a work
to secure job)
Monetary Reward
Rule of (humb Is a Motivational
(Doing work in a traditional way) tool
Soldering
Deliberately Individual
To _ecure Job Objectives
_low down
Timely completion Dominates
Pace of Work Of work causes Corporate
job termination Objective
ãage Compensation Plans
Time basis
Piece Basis
Depends upon Hours, On the basis of
Days of Working Production
Pro Taylor Approach
Rule of (humb
Follows
No Traditional
Creativity _trategies,
Diversification Procedures,
Methods
Innovation
Change
Six HA( Methodology by De bono
ãhite ðlack Yellow ðlue
Green Red
_ix Think Hats methodology
De Bono believed that the key to a
successful use of the _ix Think Hats
methodology was the deliberate focusing of
the discussion on a particular approach as
needed during the meeting or collaboration
session.
_ix Think Hats methodology
For instance, a meeting may be called to
review a particular problem and to develop
a solution for the problem.
_ix Think Hats methodology
The _ix Thinking Hats method could then
be used in a sequence to first of all explore
the problem, then develop a set of solutions,
and to finally choose a solution through
critical examination of the solution set
Blue HAT
_o the meeting may start with everyone
assuming the ðlue hat to discuss how the
meeting will be conducted and to develop
the goals and objectives.
Red HAT
Red hat thinking to collect opinions and
reactions to the problem.
This phase may also be used to develop
constraints for the actual solution such as
who will be affected by the problem and/or
solutions
Green HAT
Green hat to generate ideas and possible
solutions.
Yellow HAT
Yellow hat thinking to discuss benefit /
Positives with reasons
White HAT
ãhite hat thinking as part of developing
information
Black HAT
ðlack hat thinking to develop criticisms of
the solution set
_ummary
Because everyone is focused on a particular
approach at any one time, the group tends to
be more collaborative than if one person is
reacting emotionally (Red hat) while
another person is trying to be objective
(White hat) and still another person is being
critical of the points which emerge from the
discussion (Black hat).
Motivation theories
Content
Process
Equity
Contemporary
Content (heories
Need Theory by Maslow
Two Factor Theory by Herzberg Taylor
ERG Theory by Aldefer
Motivation Theory
By Maslow
Need (heory ðy Maslow
_elf Actualization Need (5th) Need
Esteem Need (4th) Need
Love & Affection Need (3rd) Need
_ecurity Need (2nd) Need
Physiological Need (1st) Need
Sequence of need is important
He says Individual goes to next need when his previous need is satisfied
Rensis |ikert : Managers Style
Exploitive Autocratic
Benevolent Authoritative
Consultative
Participative
HRM
HR ± Planning
Recruitment
_election
_ocialization
Training
Development
Compensation + Benefit
HRM
Performance Appraisal
Grievance Handling
Employee Relations
HR Audit
HR Planning
Continuous Planning in HR Department.
Keeping complete track record for every
employee:-
Who is leaving the organization and why
Who is retiring, who will going to resign
Who will going to be promoted
Which place is becoming empty
Planning
Creation of new Job
Product Development
Opening of Branch
Purchase of other business
_hutdown of department or units
Recruitment
For recruitment, Job of scanning starts
_canning means: Monitoring the work situation
for changing circumstances.
Internal _canning (promotion within)
External _canning (hiring)
Job Description
Job _pecification (Qualification, Exp. _kills)
Preparing a attractive package to motivate
_election
Receiving of Applications
_hort listing
Initial interview
_electing few for further interview
Final interview
_ocialization
Orientation to HR policy
Employee Hand Book (rules & regulations)
Organization Hierarchy
Welcome party
Introduction to all staff
Training
Training Need Assessment
Inside Training
Outside Training
_kills improved
Learning increase
Development
Temporary Promotion
Participation in decision making
Job rotation
Visits
Creating number 2
Compensation & Benefits
Earned Leaves
Casual
Medical
Leave fair assistance
Fuel
Accommodation
Transportation
Compensation & Benefits
Basic Pay
Allowances
Bonuses
Traveling Allowance
Performance Appraisal
At the time of confirmation of job after
probation
Yearly under normal cases.
Grievances Handling
Disputes between departments heads
Disputes between staff
Counseling process to be used
Training of workers are proposed
Fire/Transfers/change of job
HR Audit
Over loaded job descriptions
Ergonomics (sitting working Environment)
Review of Job Descriptions on two yearly basis.
Matching Job Descriptions and Job _pecifications
Leaves, deductions are properly adjusted and
recorded.
Training properly conducted
