INTRODUCTION

• Management


  "Is an art of getting things done through and with the people in formally organized groups". (Harold Koontz)

  "Is an art of knowing what to do, when to do and see that it is done in the best and cheapest way". (F.W. Taylor)
• Principles of Management


  • The means by which you actually manage, i.e., get things done through others --- individually, in groups, or in organizations

  The activities that plan, organize and control the operations of the basic elements of people, materials, machines, methods, money, and markets, providing direction and coordination, and giving leadership to human efforts, as to achieve the sought objectives of the enterprise
• Four Functions of Management

  • Planning

  Organizing

  Leading

  Controlling
• 14 Principles of Management (Henri Fayol)


  • Division / Specialization of work

  Authority and responsibility

  Discipline

  Unity of command

  Unity of direction

  Subordination of individual interest

  Remuneration

  Centralization

  Scalar chain (line of authority)

  Order

  Equity

  Stability of tenure (of personnel)

  Initiative

  Esprit de Corps
• Scientific Management


  A type of management which is characterized and guided by the use of scientific approaches to the solution of managerial problems in business and industry
• Principles and ideas of Scientific Management

  • The application of science in the development of each job

  The scientific selection, training and development of workmen in order to achieve optimum efficiency

  Adequate compensation of the workman according to his accomplishment and friendly cooperation between management and workers

  The equitable division of work and responsibilities between management and workmen, giving to each man the functions for which he is best suited, and preserving his own individuality in the exercise of his initiative
• Time study


  The analysis and determination of the time necessary to perform a given task
• Motion study


  The science of eliminating wastefulness resulting from using unnecessary, inefficient and ill-directed motions
• Therbligs


  • Search

  Find

  Select

  Grasp

  Position

  Assemble

  Use

  Disassemble

  Release Load

  Transport Loaded

  Transport Empty

  Pre-position

  Inspect

  Plan

  Hold

  Rest for Overcoming Fatigue

  Unavoidable Delay

  Avoidable Delay
• Peter Drucker


  Addressed topics like management of professionals, the discipline of entrepreneurship and innovation, and how people make decisions
• Tom Peters and Robert Waterman


  Ushered a business revolution by changing the way managers viewed their relationships with employees and customers
• Nine principles of Management (Peters & Waterman)


  • Managing ambiguity and paradox

  A bias for action

  Close to the customer

  Autonomy and entrepreneurship

  Productivity through people

  Hands-on, value driven

  Stick to the knitting

  Simple form, lean staff

  Simultaneous loose-tight properties
• Levels of management


  • Top

  Middle

  Low Level
• Top managers


  Responsible for developing the organization's strategy and being a steward for its vision and mission
• Functional managers


  Responsible for the efficiency and effectiveness of an area
• Supervisory or team managers

  Responsible for coordinating a subgroup of a particular function or a team composed of member from different parts of the organization
• Line manager


  Leads a function that contributes directly to the products or services the organization creates
• Staff manager


  Leads a function that creates indirect inputs
• Project manager


  Responsible for the planning, execution, and closing of any project
• General manager


  Someone who is responsible for managing a clearly identifiable revenue-producing unit
• Ethical Challenges Managers Face

  • Advertising

  Sourcing of raw materials

  Privacy

  Safety (employee and community)

  Pay scales

  Product pricing policies

  Communication
• Main reasons for a lapse of ethics

  • Pressure to meet unrealistic business objectives/deadlines

  A desire to further one's career

  A desire to protect one's livelihood
• Division / Specialization of work

  Divide tasks into smaller, specialized roles to increase efficiency. This allows employees to focus on specific tasks, improving quality and speed.
• Authority and Responsibility


  Establish clear lines of authority and assign tasks that match an employee's abilities. This ensures accountability and encourages accountability.
• Discipline


  Create a structured work environment that promotes accountability and respect for authority. This fosters a sense of responsibility and teamwork.
• Unity of Command


  Each employee should have only one supervisor or chain of command to avoid confusion and ensure clear instructions.
• Unity of Direction


  All departments and teams should work towards the same goals and objectives, aligning with the organization's overall vision.
• Subordination of Individual Interest

  Prioritize the organization's interests over individual interests. This fosters a sense of responsibility to the organization.
• Remuneration


  Compensate employees fairly and competitively, acknowledging their contributions and efforts.
• Centralization


  Control and direction should be concentrated in one place or person, improving decision-making and efficiency.
• Scalar Chain (Line of Authority)


  Document the chain of command and hierarchy within the organization, ensuring clear lines of authority.
• Order


  Establish rules and regulations to maintain a sense of stability and structure within the organization.
• Equity


  Treat employees fairly and equitably, considering both individual and organizational interests.
• Stability of Tenure (of personnel)

  Foster a stable work environment by maintaining job security and minimizing turnover.
• Initiative


  Encourage employees to take initiative and demonstrate leadership within their roles.
• Esprit de Corps


  Foster a sense of belonging and team spirit within the organization, promoting collaboration and unity.