MANAGEMENT PROCESS AND

ORGANISATIONAL BEHAVIOUR

(MPOB)- BBA 101

UNIT I

Dr. Eti Jain

Assistant Professor
DME Management School
[email protected]
 Programme Outcomes

After the program the students will be able to:

PO1: Apply knowledge of various functional areas of business

PO2: Develop communication and professional presentation skills

PO3: Demonstrate critical thinking and Analytical skills for business decision making

PO4: Illustrate leadership abilities to make effective and productive teams

PO5: Explore the implications and understanding of the process of starting a new venture

PO6: Imbibe responsible citizenship towards a sustainable society and ecological

environment

PO7: Appreciate inclusivity towards diverse cultures and imbibe universal values

PO8: Foster Creative thinking to find innovative solutions for various business situations

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 Course Objective and Course Outcomes

Course Objective: The course aims at providing fundamental knowledge

and exposure to the concepts, theories and practices in the field of
management
Course Outcomes:
CO1:Explore the evolution of the concepts of management.
CO2:Examine the relevance of the theories of Motivation.
CO3:Analyze the significance of Organization and Individual Behavior.
CO4:Analyse and relate individual, team and group behaviour.
CO5:Exhibit leadership qualities by building effective teams.
CO6:Comprehend dynamics of human behaviour.

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SYLLABUS

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SYLLABUS

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 Suggested Readings
Text Books:
1. Author: Stephen P. Robbins, Mary Coulter, David A. Decenzo
Book title: Fundamentals of Management
Chapter Name: Foundations of Planning
2. Author: Koontz, Heinz Weihrich, Mark V. Cannice
Book title: Essentials of Management
Chapter Name: Management: Essentials of Planning and Managing by
Objectives
3. Author: James A.F. Stoner, Daniel R. Gilbert
Book title: Management
Chapter Name: Planning and Strategic Management
Reference Link:
https://economictimes.indiatimes.com/jobs/c-suite/leaders-are-preparing-for-
strategic-planning-in-the-age-of-uncertainty/articleshow/105511516.cms?
from=mdr

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S.No Topics to be covered

1.1 Introduction to management, Concept and need,

Overview of managerial functions

1.2 Classical Approaches to Management- Taylor and Fayol

1.3 Neo classical and Human relations Approaches to management

1.4 Modern Approaches-Behavioral, Contingency and System Approach

1.5 Modern Approaches-MBO, Business Process Re-engineering

 Introduction

Today we explore about various management thinkers who

evolved and the application of all theories has made
modern management possible.

Taylor and Fayol are the basis of the inception of major

management theories.

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 Evolution and
Classical Approaches to
Management- Taylor and
Fayol

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 TAYLOR’S – Scientific
Management

The term ‘Scientific Management’ was coined in

1911 by Fredrick Winslow Taylor. He is
acknowledged as the Founder of the Scientific
Management Movement and formulated
principles for effective work allocation.

Such a concept is mostly concerned with using

effective scientific techniques to recruit, select,
and train labor. Additionally, the concept is
equally responsible for finding suitable solutions
to deal with different types of problems
concerning a specific industry.
 TAYLOR’S – Scientific Management

The fundamental principles, which would support the concept and

practice of scientific management, are the following:

(i) Science, not the rule of the thumb.

(ii) Harmony, not discord.
(iii) Co-operation, not individualism.
(iv) Maximum production, in place of restricted production.
(v) Development of each person to the greatest of his capabilities.
(vi) A more equal division of responsibility between management and
workers.
(vii) Mental revolution on the part of management and workers.
 TAYLOR’S – Scientific Management

The fundamental principles that Taylor saw underlying the scientific

approach to management may be summarized as follows:

1. Replace rule-of-thumb work methods with methods based on a

scientific study of the tasks.
2. Scientifically select, train, and develop each worker rather than
passively leaving them to train themselves.
3. Cooperate with the workers to ensure that the scientifically
developed methods are being followed.
4. Divide work nearly equally between managers and workers, so that
the managers apply scientific management principles to planning the
work, and the workers actually perform the tasks.

Taylor concentrated more on productivity and productivity based

wages. He stressed on time and motion study and other techniques for
measuring work.
 TAYLOR’S – Scientific Management

In a broad sense, the techniques of Scientific Management are as

follows:

1. Functional foremanship
2. Standardization of work
3. Simplification of work
4. Work-study
5. Differential piece of wage rates
6. Mental Revolution
Functional Foremanship
In the scheme of functional foremanship recommended by Taylor,
there is a provision for eight foremen of the following types:
(i) Route Clerk:
The route clerk is a foreman who would lay down the route (or journey)
of raw materials from the raw-material stage to the finished product
stage as passing through different processes and machines.
(ii) Instructions Card Clerk:
The instructions card clerk is a foreman who would determine the
detailed instructions for handling a job; and prepare a card containing
such instructions.
(iii) Time and Cost-Clerk:
The time and cost clerk is a foreman who would record the time taken
by a worker in completing a job; and would also compile the cost of
doing that job.
(iv) Shop Disciplinarian:
The shop disciplinarian would look after the maintenance of discipline
in the workshop and deal with cases of absenteeism, misbehavior and
other aspects of indiscipline.
(v) Gang Boss:
The gang boss is the supervisor proper. He would see to it that all
work-facilities are made available to workers and they start their work
as per the instructions imparted to them.
(vi) Speed Boss:
The speed boss is a foreman who would determine the optimum speed
at which machines are to be operated; so that both-over speeding and
under-speeding of machines are avoided. In this way, less depreciation
is caused to machines; industrial accidents are averted and quality of
production is also maintained.
(vii) Repair Boss:
The repair boss is a foreman, who would look after and take care of the
repairs and maintenance of machines.
(viii) Inspector:
The inspector is a foreman who would look after the quality of
production.
Standardization of Work
- Standardization of Raw Material
- Standardization of Equipments
- Standardization of Methods.
- Standardization of Working Conditions

Simplification of Work
The primary objective behind simplification is to eliminate things, methods and
practices that make the work complex and cumbersome.

Work Study
One of the techniques of Scientific Management – the study of work is mostly
concerned with the analysis of organizational activities to produce high products
cost-effectively.
1. Method Study- It tends to help producers to pick the most suitable method to
finish a particular organizational activity. For instance, this study helps to figure
out the most cost-effective way of procuring the required raw materials for
production. Also, the objective of this study is to lower the cost of production and
to increase customer satisfaction.
2. Motion Study- It is concerned with the analysis of movements of
both workers and machines through the course of a production. It helps
to analyze if adding or subtracting an activity would make the work
faster and better in terms of quality or not.

3. Time Study - It helps to compute the standard time that would be

required to finish a specific activity. In simple words it can be said, the
major objective of this study is to estimate –
- Cost of labor
- Number of workers required for a task
- Suitable incentive plan

4. Fatigue study- It helps to find out the acceptable rest intervals that
can be given to prevent the onset of mental fatigue among workers.
However, the prospect of completing work on time is also the main
priority of this study.
Differential Piece of the Wage System

It is one of the techniques of Scientific Management that encourages

the application of a piece wage system as a means to motivate
employees. As per this system, payment is based on the amount of
work done and not the time spent to complete it.

Typically two different wage rates are put to use, namely, high wage
rate and low wage rate. Workers who are adept at producing standard
units within a given duration are entitled to receive payment as per the
high wage rate. On the other hand, workers who fail to produce a
specific number of units within the given time are paid as per the lower
wage rate.
Mental Revolution

Mental Revolution is one of the techniques of Scientific Management

that demands a change in employers’ and employees’ mindsets. As per
this Management technique, a positive mindset is quite crucial for
promoting the feeling of cooperation and boosting proficiency. In its
absence, conflicts about the division of labor and delegation of
responsibility are bound to arise in an organization.

Consequently, both employers and their workers should make an effort

to increase the overall productivity of their firm through cooperation and
by harboring a positive outlook towards business operations.
 Conclusion

These principles are practically applicable in

modern management as well.

The principles and techniques were meant based

on various observations of the thinkers who made
it possible to design the structure by
understanding the fundamentals of management