BUS 211-PRINCIPLES OF MANAGEMENT I

1. BUS 211-PRINCIPLES OF MANAGEMENT I BY DR KIFORDU ANYIBUOFU ANTHONY BUS 211-PRINCIPLES OF MANAGEMENT I by DR KIFORDU ANYIBUOFU ANTHONY is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

2. COURSE OUTLINE • Concept of Management • Principles of Management • Processes of Management • Significance and Evolution of Management • Functions of the Manager • Planning : Nature and Purpose • Organization: Nature and Purpose • Span of Management

3. Outline contd • Departmentalization • Line and Staff Authority • Service Department • Staffing and Directing • Selection of Managers • Appraisals of Managers • Management Development

4. Class/Ground Rules • You are late 10minutes after lectures has started. • All hands sets must be switched off during lectures. • Attendance must be filled with the class Captain • The class should be interactive

5. Learning Outcomes/Objectives • Students should be able to : • Understand the concept of Management • Understand the key functions of management • Understand the selection of managers • Understand Appraisal of Managers • Knowledge of Management Development

6. Methodology/Structure 1. Continuous Assessment -30% • Examination -70% • Attendance 75%

7. Concept of Management • Outcomes- Similarities and Differences between the Classical and Behavioural Theories • Describe System theories and Contingency theories as they differ from classical and behavioural theories • Define-Classicals, behavioural and Management theories against system, sociotechnical and contingency theorists

8. Concept of Management contd • "Management is an art of knowing what is to be done and seeing that it is done in the best possible manner." (planning and controlling) • F.W. Taylor (father of scientific management) • "Management is to forecast, to plan, to organize, to command, to coordinate and control activities of others." • Henri Fayol (father of modern management) • "Management is the process by which co-operative group directs actions towards common goals." • Joseph Massie • "Management is that process by which managers create, direct, maintain and operate purposive organisation through systematic, coordinated and cooperative human efforts." • McFarland

9. Management as an Art • Management can be an art in the sense that it has the following characteristics: • The knowledge should be learned and practiced, just as medical or legal practitioners practice their respective sciences. • The manager gains experience by continuous application of management knowledge and facing new experiences. This helps to develop more skills and abilities for translating knowledge into practice. • Application calls for innovativeness and creativity. • The fourth reason is that in many situations, theoretical knowledge of management may not be adequate or relevant for solving the problem. It may be because of complexity or unique nature of the problem.

10. Management as a Science • Management as a science has the following characteristics: • Its principles, generalizations and concepts are systematic. In this case the manager can manage the situation or organization in a systematic and scientific manner. • Its principles, generalizations and concepts are formulated on the basis of observation, research, analysis and experimentation, as is the case with the principles of other sciences. • Like other sciences, management principles are also based on relationship of cause and effect. It states that same cause under similar circumstance will produce same effect. Suppose if workers are paid more (cause), the produce more (effect). • Management principles are codified and systematic, and can be transferred from one to another and can be taught. • Management principles are universally applicable to all types of organizations

11. Theories of Management • Classical • Behavioural • Management Science • Integrative Perspective • Contingency

12. Classical Theory • Focused on job and management functions to determine the best way to manage organisation. • Early 1900s • Managing departments and organisations • Proponents of Scientific management and Administrative theory.

13. Scientific Management Job efficiency through development of technical skills(F.W.Taylor, Frank and Lilian Gilbert and Henry Grant -1800-1924s) • Developed a procedure for each element of worker’s job. • Promoted job specialisation • Selected, trained and developed work scientifically • Plan and schedule work • Establish standard methods and time for task • Use wage incentives such as piece rates and bonuses

14. Administrative Theory They believed in rules and structure of the organisation (Henry Fayol, Chester Benard, Max Weber and Mary P. Follet-late 1800-1933) • Planning, coordinating, organising, controlling and commanding functions of management. • 14 principles of management • Bureaucracy concept

15. Administrative Theory contd • Worker participation, conflict resolution and shared goals • Awareness of informal organisations like cliques and social groupings • Promoted behavioural theory rather than organisations Today, Mr Bigs, Macdonals, Shoprite etc adopted some elements of the classical theory

16. Behavioural Theory • Elton Mayo, Abraham Maslow, Douglas McGregor-1880-1970s ) • Focus on people-human skills rather than technical skils • Human relations- Hawthorne effect • Theory X(dislikes work) and Theory Y-(likes to work)- reorientation of management thinking Behavioural science draws from economics, accounting, psychology, sociology and humanities

17. Management Science -The use of mathematics to aid in problem solving and decision making. -Applied in World War II, Quantitative methods, MIS etc. Related to classical. - Stresses technical more than human skills

18. Integrative Perspective • Systems theory • Sociotechnical theory • Contingency theory

19. Systems theory • RusselAckoff, Harold Koontz, Daniel Katz, Robert Kahn – 1950 – 1980s. 1.Organisations viewed as a whole and as the interrelationship of its parts. 2. Organisation transforms inputs(resources) into outputs (products and/or service) 3. Conceptual skills to understand organisation’s subsystem

20. Sociotechnical theory They believe in integrating people with technology. -1950-1960s Eric Trist,KenBamforth and Fred Emery - If today's manager fails to integrate both factors performance will be poor.

21. Contingency Theory • Focused on determining the best management approach for a given situation. • 1960s-1970s-Tom Burns and George Stalker • Two environments-Stable and Innovative • Stable-where there is little change • Innovative-great changes • Two management system-Mechanistic and Organistic

22. Contingency theory contd • Mechanistic-similar to bureaucratic classical theory • Organic-non bureaucratic and similar to behavioural theory Note : Mechanistic works with mass production technology(automobile) while Behavioural works with small batch custom made products such as crude oil refinning

23. Management Skills • Technical Skills- Application of Techniques • Interpersonal Skills –Ability to understand, communicate, and work well with individuals and groups. • Decision making skills -Conceptual skills • Diagnostic, analytical and critical thinking • Quantitative reasoning • Time management

24. Management Roles • Interpersonal Roles • Informational Roles • Decisional Roles

25. The Three Levels of Management • Top Managers • Middle Managers • First Line Managers

26. The Principles of Management 14 Principles, Henry Fayol: • Division of work • Authority and responsibility • Discipline • Unity of command • Unity of direction • Subordination of individual interest • Remuneration of personnel • Centralisation

27. Principles of mgt contd 8. Centralisation 9. Scalar chain 10. Order 11. Equity 12. Stability and tenure personnel 13. Innitiative 14. Espirit de Crps

28. Processes of Management BUS 211-PRINCIPLES OF MANAGEMENT I by DR KIFORDU ANYIBUOFU ANTHONY is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.