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BUSINESS BUSINESS ORGANIZATION AND ORGANIZATION AND
MANAGEMENTMANAGEMENT
MANAGEMENT THOUGHTSMANAGEMENT THOUGHTS
MANAGEMENT THOUGHTSMANAGEMENT THOUGHTS
MATHROUGH NAGEMENT THOUGHTS MATHROUGH NAGEMENT THOUGHTS HAS PASSED VARIOUS STAGES TO HAS PASSED VARIOUS STAGES TO REACH ITS PRESENT LEVELREACH ITS PRESENT LEVEL
FOR THE PURPOSE OF STUDY IT IS FOR THE PURPOSE OF STUDY IT IS DIVIDED INTO THREE STAGESDIVIDED INTO THREE STAGES
STAGES IN MANAGEMENT STAGES IN MANAGEMENT THOUGHTTHOUGHT
1.1. THE CLASSICAL THEORY OF THE CLASSICAL THEORY OF MANAGEMENTMANAGEMENT
a)a) BUREACRATIC MODEL – MAX WEBBERBUREACRATIC MODEL – MAX WEBBER
b)b) SCIENTIFIC MANAGEMENT – FW SCIENTIFIC MANAGEMENT – FW TAYLORTAYLOR
c)c) PROCESS MANAGEMENT – HENRY PROCESS MANAGEMENT – HENRY FAYOLFAYOL
STAGES IN MANAGEMENT STAGES IN MANAGEMENT THOUGHTTHOUGHT
2.2. NEO CLASSICAL THEORYNEO CLASSICAL THEORYa)a) HUMAN RELATIONS MOVEMENT – HUMAN RELATIONS MOVEMENT –
ELTON MAYOELTON MAYO
b)b) BEHAVIOURAL SCIENCE MOVEMENT – BEHAVIOURAL SCIENCE MOVEMENT – A MASLOW & McGREGORA MASLOW & McGREGOR
STAGES IN MANAGEMENT STAGES IN MANAGEMENT THOUGHTTHOUGHT
3 MODERN MANAGEMENT THEORIES3 MODERN MANAGEMENT THEORIESa)a) QUANTITATIVE APPROACH – TAYLORQUANTITATIVE APPROACH – TAYLOR
b)b) SYSTEMS APPROACH – BOULDING, SYSTEMS APPROACH – BOULDING, JOHNSONJOHNSON
c)c) CONTINGENCY APPROACH – LORSCH, CONTINGENCY APPROACH – LORSCH, LAWRENCELAWRENCE
CLASSICAL THEORY OF CLASSICAL THEORY OF MANAGEMENTMANAGEMENT
IT WAS ONLY IN THE SECOND HALF OF 18IT WAS ONLY IN THE SECOND HALF OF 18THTH CENTURY THAT – JAMES WATT, CENTURY THAT – JAMES WATT, BOULTON,ROBERT OWEN AND CHARLES BOULTON,ROBERT OWEN AND CHARLES BABBAGE GAVE SERIOUS THOUGHT TO BABBAGE GAVE SERIOUS THOUGHT TO PROBLEMS OF MANAGEMENT PROBLEMS OF MANAGEMENT
THIS PERIOD IS ALSO KNOWN AS PRE-THIS PERIOD IS ALSO KNOWN AS PRE-TAYLOR PERIOD. TAYLOR PERIOD.
IT IS ONLY WHEN MAX WEBBER IT IS ONLY WHEN MAX WEBBER INTRODUCED BUREACRATIC MODEL INTRODUCED BUREACRATIC MODEL AROUND 1900 THAT THE FIRST SYSTEMATIC AROUND 1900 THAT THE FIRST SYSTEMATIC MANAGEMENT THEORY IS SAID TO HAVE MANAGEMENT THEORY IS SAID TO HAVE EMERGEDEMERGED
ROBERT OWEN (1771- ROBERT OWEN (1771- 1858)1858)
HE IS CALLED AS FATHER OF MODERN HE IS CALLED AS FATHER OF MODERN PERSONNEL MANAGEMENTPERSONNEL MANAGEMENT
HE STRESSED ON HE STRESSED ON 1.1. IMPROVEMENT IN WORKING CONDITIONSIMPROVEMENT IN WORKING CONDITIONS2.2. REDUCTION IN WORKING HOURSREDUCTION IN WORKING HOURS3.3. PROVIDING NECESSITIES TO WORKERS PROVIDING NECESSITIES TO WORKERS
ON SUBSIDISED RATESON SUBSIDISED RATES4.4. FIXING MINIMUM AGE FOR CHILD FIXING MINIMUM AGE FOR CHILD
WORKERSWORKERS
CHARLES BABBAGE (1792 – CHARLES BABBAGE (1792 – 1871)1871)
HIS MAIN EMPHASIS WAS ON USE OF HIS MAIN EMPHASIS WAS ON USE OF MATHEMATICS AND SCIENCE TO THE MATHEMATICS AND SCIENCE TO THE OPERATIONS OF FACTORYOPERATIONS OF FACTORY
1.1. DIVISION OF WORKDIVISION OF WORK2.2. ASSIGNMENT OF WORK ON THE BASIS OF SKILL ASSIGNMENT OF WORK ON THE BASIS OF SKILL
OF LABOUROF LABOUR3.3. DECISIONS BASED ON ACCURATE KNOWLEDGEDECISIONS BASED ON ACCURATE KNOWLEDGE4.4. NEED FOR REDUCING COST BY INTRODUCING NEED FOR REDUCING COST BY INTRODUCING
IMPROVED METHOD OF WORKIMPROVED METHOD OF WORK5.5. HE INVENTED BABBAGE CALCULATING HE INVENTED BABBAGE CALCULATING
MACHINE – CALCULATORMACHINE – CALCULATOR6.6. OPTIMUM UTILISATION OF MACHINESOPTIMUM UTILISATION OF MACHINES7.7. SPECIALISATION AND WAGE INCENTIVESSPECIALISATION AND WAGE INCENTIVES
EXERCISE OF AUTHORITYEXERCISE OF AUTHORITY
HE HAS GIVEN THREE TYPES OF HE HAS GIVEN THREE TYPES OF AUTHORITY STRUCTURES,THEY AREAUTHORITY STRUCTURES,THEY ARE
1.1. CHARISMATICCHARISMATIC
2.2. TRADITIONALTRADITIONAL
3.3. BUREACRATICBUREACRATIC
WEBBER’S BUREACRATIC WEBBER’S BUREACRATIC MODELMODEL
THE MODEL INCLUDED THE FOLLOWING:THE MODEL INCLUDED THE FOLLOWING:1.1. SEPARATION BETWEEN SUPERIOR AND SEPARATION BETWEEN SUPERIOR AND
SUBORDINATESUBORDINATE2.2. DIVISION OF LABOUR BASED ON DIVISION OF LABOUR BASED ON
COMPETENCE & FUNCTIONAL COMPETENCE & FUNCTIONAL SPECIALISATIONSPECIALISATION
3.3. DIVORCE BETWEEN PERSONAL AND DIVORCE BETWEEN PERSONAL AND OFFICIAL MATTERSOFFICIAL MATTERS
4.4. SYSTEM OF RULES, REGULATIONS AND SYSTEM OF RULES, REGULATIONS AND PROCEDURESPROCEDURES
5.5. HIERARCHY IN POSITIONS BASED ON HIERARCHY IN POSITIONS BASED ON LEGAL AUTHORITYLEGAL AUTHORITY
SCIENTIFIC MANAGEMENT –SCIENTIFIC MANAGEMENT – FW TAYLOR (1856 – 1915) FW TAYLOR (1856 – 1915)
KNOWN AS FATHER OF SCIENTIFIC KNOWN AS FATHER OF SCIENTIFIC MANAGEMENTMANAGEMENT
THERE IS A SCIENCE FOR DOING EACH JOB THERE IS A SCIENCE FOR DOING EACH JOB IS THE BELIEFIS THE BELIEF
REPLACEMENT OF SCIENTIFIC METHODS IN REPLACEMENT OF SCIENTIFIC METHODS IN PLACE OF RULE OF THUMB METHODSPLACE OF RULE OF THUMB METHODS
ONE BEST WAY OF DOING THINGS – FOR ONE BEST WAY OF DOING THINGS – FOR ANY SITUATIONANY SITUATION
DEFINED MANAGEMENT AS ART OF DEFINED MANAGEMENT AS ART OF KNOWING EXACTLY WHAT YOU WANT MEN KNOWING EXACTLY WHAT YOU WANT MEN TO DO & SEE THAT THEY DO IT IN THE TO DO & SEE THAT THEY DO IT IN THE BEST AND CHEAPEST WAYBEST AND CHEAPEST WAY
SCIENTIFIC MANAGEMENT – FW SCIENTIFIC MANAGEMENT – FW TAYLOR (1856 – 1915)TAYLOR (1856 – 1915)
ELEMENTS OF SCIENTIFIC MANAGEMENTELEMENTS OF SCIENTIFIC MANAGEMENT1.1. WORK STUDYWORK STUDY
2.2. STANDARDISATION OF TOOLS AND STANDARDISATION OF TOOLS AND EQUIPMENTSEQUIPMENTS
3.3. SCIENTIFIC SELECTION, PLACEMENT AND SCIENTIFIC SELECTION, PLACEMENT AND TRAININGTRAINING
4.4. INTRODUCTION OF FUNCTIONAL INTRODUCTION OF FUNCTIONAL FOREMANSHIPFOREMANSHIP
5.5. INTRODUCTION OF COSTING SYSTEMINTRODUCTION OF COSTING SYSTEM
6.6. MENTAL REVOLUTIONMENTAL REVOLUTION
PROCESS MANAGEMENT – PROCESS MANAGEMENT – HENRY FAYOL (1841 – 1925)HENRY FAYOL (1841 – 1925)
HIS CONTRIBUTIONS ARE HIS CONTRIBUTIONS ARE CLASSIFIED AS THREE:CLASSIFIED AS THREE:
1.1. CLASSIFICATION OF BUSINESS CLASSIFICATION OF BUSINESS ACTIVITIESACTIVITIES
2.2. FUNCTIONS OF MANAGEMENTFUNCTIONS OF MANAGEMENT
3.3. PRINCIPLES OF MANAGEMENTPRINCIPLES OF MANAGEMENT
CLASSIFICATION OF BUSINESS CLASSIFICATION OF BUSINESS ACTIVITIESACTIVITIES
1.1. TECHNICAL ACTIVITIES – PRODUCTIONTECHNICAL ACTIVITIES – PRODUCTION
2.2. COMMERCIAL ACTIVITIES – BUYING, COMMERCIAL ACTIVITIES – BUYING, SELLING & EXCHANGESELLING & EXCHANGE
3.3. FINANCIAL ACTIVITIES – OPTIMUM USAGE FINANCIAL ACTIVITIES – OPTIMUM USAGE OF CAPITALOF CAPITAL
4.4. SECURITY ACTIVITIES – PRODUCTION OF SECURITY ACTIVITIES – PRODUCTION OF PROPERTY & PERSONSPROPERTY & PERSONS
5.5. ACCOUNTING ACTIVITIESACCOUNTING ACTIVITIES
6.6. MANAGERIAL ACTIVITIESMANAGERIAL ACTIVITIES
NEO CLASSICAL THEORYNEO CLASSICAL THEORY
NEO-CLASSICAL THEORY DEALS WITH NEO-CLASSICAL THEORY DEALS WITH HUMAN FACTORHUMAN FACTOR
ELTON MAYO & MARY PARKER ELTON MAYO & MARY PARKER FOLLETT ARE THE MAIN FOLLETT ARE THE MAIN CONTRIBUTORS OF HUMAN CONTRIBUTORS OF HUMAN RELATIONS APPROACHRELATIONS APPROACH
IT IS THE SOURCE FOR STUDIES OF IT IS THE SOURCE FOR STUDIES OF BEHAVIOURAL SCIENCE BEHAVIOURAL SCIENCE MANAGEMENTMANAGEMENT
HUMAN RELATIONS HUMAN RELATIONS MANAGEMENTMANAGEMENT
STUDY DEALS WITH IMPROVEMENT STUDY DEALS WITH IMPROVEMENT OF:OF:
1.1. WORKING CONDITIONSWORKING CONDITIONS
2.2. LOWERING OF HOURS OF WORKLOWERING OF HOURS OF WORK
3.3. SOCIAL RELATIONS OF WORKERSSOCIAL RELATIONS OF WORKERS
4.4. IMPROVEMENT IN PRODUCTIVITYIMPROVEMENT IN PRODUCTIVITY
ELTON MAYO (1880 – 1949)ELTON MAYO (1880 – 1949)
FATHER OF HUMAN RELATIONS FATHER OF HUMAN RELATIONS MOVEMENTMOVEMENT
A TURNING POINT IN THE DEVELOPMENT A TURNING POINT IN THE DEVELOPMENT OF MANAGEMENT THOUGHTOF MANAGEMENT THOUGHT
HE IS KNOWN FOR HIS WORK ON THE HE IS KNOWN FOR HIS WORK ON THE PROJECT HAWTHORNE STUDIESPROJECT HAWTHORNE STUDIES
THE STUDIES WERE CONDUCTED TO THE STUDIES WERE CONDUCTED TO DETERMINE THE EFFECT OF BETTER DETERMINE THE EFFECT OF BETTER PHYSICAL FACILITIES ON WORKERS’ PHYSICAL FACILITIES ON WORKERS’ OUTPUTOUTPUT
HAWTHORNE EXPERIMENTHAWTHORNE EXPERIMENT
PHASE – 1 INVOLVES 5 GIRLS ENGAGED IN PHASE – 1 INVOLVES 5 GIRLS ENGAGED IN ELECTRICAL ASSEMBLY TESTINGELECTRICAL ASSEMBLY TESTING
THIS EXPERIMENT CONTINUED FOR MORE THIS EXPERIMENT CONTINUED FOR MORE THAN 1½ YEARS THAN 1½ YEARS
THIS STUDY CONCENTRATED ON THIS STUDY CONCENTRATED ON IMPROVEMENT ON PHYSICAL FACILITIES IMPROVEMENT ON PHYSICAL FACILITIES LIKE EXTENDED REST HOURS, ETC. AND LIKE EXTENDED REST HOURS, ETC. AND FOUND THAT THE PRODUCTIVITY OF FOUND THAT THE PRODUCTIVITY OF WORKERS WILL INCREASE WITH BETTER WORKERS WILL INCREASE WITH BETTER FACILITIESFACILITIES
HAWTHORNE EXPERIMENTHAWTHORNE EXPERIMENT
PHASE – II PHASE – II IN THIS PHASE THE EMPLOYEES IN THIS PHASE THE EMPLOYEES
WERE TOLD THAT THEY ARE WERE TOLD THAT THEY ARE IMPROVING THE FACILITIES AND IMPROVING THE FACILITIES AND THEY ARE CHOSEN FOR EXPERIMENT THEY ARE CHOSEN FOR EXPERIMENT – THIS BOOSTED THEIR MORALE – THIS BOOSTED THEIR MORALE AND IMPROVED THE OVERALL AND IMPROVED THE OVERALL PRODUCTIVITY FURTHERPRODUCTIVITY FURTHER
HAWTHORNE EXPERIMENTHAWTHORNE EXPERIMENT
PHASE – III PHASE – III THE LAST OF THE EXPERIMENTS WAS THE LAST OF THE EXPERIMENTS WAS
ON 14 MEN AND 4 SUPERVISORS ON 14 MEN AND 4 SUPERVISORS WORKING IN A BANK WIRING WORKING IN A BANK WIRING OBSERVATION ROOMOBSERVATION ROOM
IT IS FOUND THAT THE INFORMAL IT IS FOUND THAT THE INFORMAL RELATIONSHIPS AMONG THE WORKERS RELATIONSHIPS AMONG THE WORKERS HAVE GREATER ROLE THAN THE DESIRE HAVE GREATER ROLE THAN THE DESIRE OF EARNING HUGE AMOUNTS AND OF EARNING HUGE AMOUNTS AND COMPANY’S FORMAL REQUIREMENTSCOMPANY’S FORMAL REQUIREMENTS
HAWTHORNE EXPERIMENTHAWTHORNE EXPERIMENT
MAIN FINDINGS:MAIN FINDINGS:1.1. WORKERS ARE NOT SIMPLY COGS IN WORKERS ARE NOT SIMPLY COGS IN
THE MACHINERYTHE MACHINERY
2.2. EMPLOYEE MORALE WILL AFFECT ON EMPLOYEE MORALE WILL AFFECT ON THE PRODUCTIVITYTHE PRODUCTIVITY
3.3. EMPLOYEES FORM AS SOCIAL GROUPS EMPLOYEES FORM AS SOCIAL GROUPS IN THE ORGANIZATIONIN THE ORGANIZATION
4.4. MANAGEMENT SHOULD UNDERSTAND MANAGEMENT SHOULD UNDERSTAND THE GROUP ATTITUDE AND THE GROUP ATTITUDE AND PSYCHOLOGYPSYCHOLOGY
MARY PARKER FOLLETTMARY PARKER FOLLETT(1868 - 1933)(1868 - 1933)
EMPHASIS ON PSYCHOLOGICAL ASPECTS EMPHASIS ON PSYCHOLOGICAL ASPECTS OF WORKERS – Vs. ELTON MAYO’S ON OF WORKERS – Vs. ELTON MAYO’S ON PHYSICAL CONDITIONSPHYSICAL CONDITIONS
PARTICIPATION OF WORKERS IN THE PARTICIPATION OF WORKERS IN THE DECISION MAKING PROCESS IMPROVES DECISION MAKING PROCESS IMPROVES THE RESPONSIBILITY OF THE WORKERS THE RESPONSIBILITY OF THE WORKERS
HER MAIN CONCERN WAS EFFICIENT USE HER MAIN CONCERN WAS EFFICIENT USE OF PEOPLEOF PEOPLE
SHE HAS A REPUTATION AS A PIONEER OF SHE HAS A REPUTATION AS A PIONEER OF HUMAN RELATIONS APPROACHHUMAN RELATIONS APPROACH
BEHAVIOURAL SCIENCE BEHAVIOURAL SCIENCE MOVEMENTMOVEMENT
FURTHER IMPROVEMENT OF HUMAN FURTHER IMPROVEMENT OF HUMAN RELATIONS MOVEMENTRELATIONS MOVEMENT
INTRODUCED BY ABRAHAM MASLOW INTRODUCED BY ABRAHAM MASLOW & DOUGLAS McGREGOR FOLLOWED & DOUGLAS McGREGOR FOLLOWED BY RENSI LINKERT, CHESTER BY RENSI LINKERT, CHESTER BERNARDBERNARD
BEHAVIOURAL SCIENCE BEHAVIOURAL SCIENCE MOVEMENTMOVEMENT
IMPORTANT ASPECTS OF THIS IMPORTANT ASPECTS OF THIS APPROACH:APPROACH:
1.1. MOTIVATIONMOTIVATION
2.2. ORGANISATION AS A SOCIAL SYSTEMORGANISATION AS A SOCIAL SYSTEM
3.3. LEADERSHIPLEADERSHIP
4.4. COMMUNICATIONCOMMUNICATION
5.5. EMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENT
ABRAHAM MASLOWABRAHAM MASLOW
MASLOW’S NEED HIERARCHY MASLOW’S NEED HIERARCHY THEORY:THEORY:
1.1. PHYSIOLOGICAL NEEDSPHYSIOLOGICAL NEEDS
2.2. SAFETY NEEDSSAFETY NEEDS
3.3. SOCIAL NEEDSSOCIAL NEEDS
4.4. EGO OR ESTEEM NEEDSEGO OR ESTEEM NEEDS
5.5. SELF FULFILMENT OR ACTUALIZATIONSELF FULFILMENT OR ACTUALIZATION
DOUGLAS McGREGOR (1906 – DOUGLAS McGREGOR (1906 – 1964)1964)
HE IS KNOWN FOR DEVELOPMENT OF HE IS KNOWN FOR DEVELOPMENT OF THEORY ON MOTIVATIONTHEORY ON MOTIVATION
HE NAMED IT AS THEORY X AND THEORY YHE NAMED IT AS THEORY X AND THEORY Y
DOUGLAS McGREGOR (1906 – DOUGLAS McGREGOR (1906 – 1964)1964)
THEORY – XTHEORY – X THEORY – Y THEORY – Y WORKER IS LAZY AND WORKER IS LAZY AND DISLIKES WORKDISLIKES WORK
PEOPLE ARE NOT LAZY BY PEOPLE ARE NOT LAZY BY NATURE BUT THE TREAT-MENT NATURE BUT THE TREAT-MENT IN ORGANIZATION MAKES IN ORGANIZATION MAKES THEM SOTHEM SO
THEY ARE UNAMBITIOUS THEY ARE UNAMBITIOUS AND AVOID RESPONSI-AND AVOID RESPONSI-BILITYBILITY
THEY ARE AMBITIOUS AND THEY ARE AMBITIOUS AND THEY ACCEPT RESPONSIBILITY THEY ACCEPT RESPONSIBILITY UNDER PROPER CONDITIONSUNDER PROPER CONDITIONS
THEY ARE NOT BOTHERED THEY ARE NOT BOTHERED ABOUT ORGANIZATIONAL ABOUT ORGANIZATIONAL OBJECTIVES – THEY OBJECTIVES – THEY SHOULD BE DIRECTEDSHOULD BE DIRECTED
THEY WILL EXERCISE SELF THEY WILL EXERCISE SELF CONTROL AND SELF CONTROL AND SELF DIRECTION – NEED NOT BE DIRECTION – NEED NOT BE DIRECTEDDIRECTED
RENSIS LIKERT (1903 – RENSIS LIKERT (1903 – 1972) 1972)
HE WAS OF THE VIEW THAT HE WAS OF THE VIEW THAT TRADITIONAL JOB ORIENTED TRADITIONAL JOB ORIENTED SUPERVISION WAS THE CAUSE OF SUPERVISION WAS THE CAUSE OF LOW PRODUCTIVITY AND LOW LOW PRODUCTIVITY AND LOW MORALEMORALE
HE SUGGESTED PARTICIPATIVE HE SUGGESTED PARTICIPATIVE MANAGEMENT IN DECISION MAKINGMANAGEMENT IN DECISION MAKING
HE CLASSIFIED MANAGEMENT STYLES HE CLASSIFIED MANAGEMENT STYLES INTO FOUR CATEGORIESINTO FOUR CATEGORIES
RENSIS LIKERTRENSIS LIKERT
FOUR CATEGORIESFOUR CATEGORIES1.1. EXPLOITATIVE AUTOCRATICEXPLOITATIVE AUTOCRATIC
2.2. BENEVOLENT AUTOCRATICBENEVOLENT AUTOCRATIC
3.3. PARTICIPATIVEPARTICIPATIVE
4.4. DEMOCRATICDEMOCRATIC
RENSIS LIKERTRENSIS LIKERT
1.Exploitative Autocratic: There is no 1.Exploitative Autocratic: There is no participation of workers because participation of workers because these leaders have no confidence in these leaders have no confidence in themthem
2.Benevolent Autocratic: There is no 2.Benevolent Autocratic: There is no proper confidence in subordinates and proper confidence in subordinates and the relationship is that of master and the relationship is that of master and servantservant
RENSIS LIKERTRENSIS LIKERT
3.Participative: The subordinates are 3.Participative: The subordinates are allowed to participate in decision allowed to participate in decision involving their lives. Leaders does not involving their lives. Leaders does not have full confidence in themhave full confidence in them
4.Democratic: In this style the 4.Democratic: In this style the confidence in subordinates is full and confidence in subordinates is full and they meaningfully participate in they meaningfully participate in decision makingdecision making
CHESTER I BERNARD (1886 – CHESTER I BERNARD (1886 – 1961) 1961)
HE ADOPTED A SOCIOLOGICAL APPROACHHE ADOPTED A SOCIOLOGICAL APPROACH EMPHASISED ON THE IMPORTANCE OF EMPHASISED ON THE IMPORTANCE OF
LEADERSHIP AND COMMUNICATIONLEADERSHIP AND COMMUNICATION DIVIDED ORGANIZATION INTO FORMAL DIVIDED ORGANIZATION INTO FORMAL
AND INFORMALAND INFORMAL HE DIVIDED FUNCTIONS OF EXECUTIVES IN HE DIVIDED FUNCTIONS OF EXECUTIVES IN
TO THREE CATEGORIESTO THREE CATEGORIES1.1. PROVIDING SYSTEM OF COMMUNICATIONPROVIDING SYSTEM OF COMMUNICATION
2.2. SECURING EFFECTSSECURING EFFECTS
3.3. FORMULATING AND DEFINING PURPOSEFORMULATING AND DEFINING PURPOSE
III MODERN MANAGEMENT III MODERN MANAGEMENT THEORIESTHEORIES
QUANTITATIVE APPROACHQUANTITATIVE APPROACH SYSTEM APPROACHSYSTEM APPROACH CONTINGENCY APPROACHCONTINGENCY APPROACH
QUANTITATIVE APPROACHQUANTITATIVE APPROACH
MATHEMATICS IS RECOGNIZED AS MATHEMATICS IS RECOGNIZED AS AN IMPORTANT TOOL OFANALYSIS AN IMPORTANT TOOL OFANALYSIS AND A LANGUAGE FOR EXPRESSION AND A LANGUAGE FOR EXPRESSION OF CONCEPTOF CONCEPT
PROBLEMS CAN BE EXPRESSED IN PROBLEMS CAN BE EXPRESSED IN TERMS OF SYMBOLS AND TERMS OF SYMBOLS AND RELATIONSHIPRELATIONSHIP
FEATURES OF QUANTITATIVE FEATURES OF QUANTITATIVE APPROACHAPPROACH
MANAGEMENT IS CONCERNED WITH MANAGEMENT IS CONCERNED WITH PROBLEM SOLVING AND MUST USE PROBLEM SOLVING AND MUST USE MATHEMATICAL TOOLS TO SOLVE THEMMATHEMATICAL TOOLS TO SOLVE THEM
MATHEMATICAL SYMBOLS CAN BE MATHEMATICAL SYMBOLS CAN BE USED TO DESCRIBE MANAGERIAL USED TO DESCRIBE MANAGERIAL PROBLEMSPROBLEMS
MATHEMATICAL TOOLS – OPERATIONS MATHEMATICAL TOOLS – OPERATIONS RESEARCH, SIMULATION AND MODEL RESEARCH, SIMULATION AND MODEL BUILDINGS ARE USED TO FIND BUILDINGS ARE USED TO FIND SOLUTIONSSOLUTIONS
LIMITATIONS OF QUANTATIVE LIMITATIONS OF QUANTATIVE APPROACHAPPROACH
MANAGEMENT HAS MANY OTHER FUNCTIONS MANAGEMENT HAS MANY OTHER FUNCTIONS OTHER THAN DECISION MAKINGOTHER THAN DECISION MAKING
THIS APPROACH DOES NOT GIVE ANY THIS APPROACH DOES NOT GIVE ANY WEIGHTAGE TO HUMAN ELEMENTWEIGHTAGE TO HUMAN ELEMENT
IN PRACTICAL LIFE – MANAGERS HAVE TO IN PRACTICAL LIFE – MANAGERS HAVE TO TAKE DECISIONS WITHOUT WAITING FOR TAKE DECISIONS WITHOUT WAITING FOR DEVELOPING OF MODELSDEVELOPING OF MODELS
THIS APPROACH PRESUMES ALL VARIABLES THIS APPROACH PRESUMES ALL VARIABLES OF DECISION MAKING ARE MEASURABLEOF DECISION MAKING ARE MEASURABLE
SYSTEMS APPROACHSYSTEMS APPROACH THIS APPROACH LOOKS UPON THE THIS APPROACH LOOKS UPON THE
MANAGEMENT AS A SYSTEMMANAGEMENT AS A SYSTEM FEATURES:FEATURES:
1.1. AN ORGANIZATION CONSISTS OF MANY SUB-AN ORGANIZATION CONSISTS OF MANY SUB-SYSTEMSSYSTEMS
2.2. ALL SUB-SYSTEMS ARE MUTUALLY RELATED TO ALL SUB-SYSTEMS ARE MUTUALLY RELATED TO EACH OTHEREACH OTHER
3.3. THE SUB-PART SHOULD BE STUDIES IN THEIR THE SUB-PART SHOULD BE STUDIES IN THEIR INTER RELATIONSHIPINTER RELATIONSHIP
4.4. THE ORGANIZATION PROVIDES A BOUNDARY THE ORGANIZATION PROVIDES A BOUNDARY WHICH SEPARATES ITWHICH SEPARATES IT
5.5. CHESTER BERNARD WAS THE FIRST TO SEE CHESTER BERNARD WAS THE FIRST TO SEE MANAGEMENTIN THE CONTEXT OF A SYSTEMMANAGEMENTIN THE CONTEXT OF A SYSTEM
6.6. THIS APPROACH DOES NOT PROVIDE ANY TOOLS THIS APPROACH DOES NOT PROVIDE ANY TOOLS AND TECHNIQUES FOR EXECUTIVESAND TECHNIQUES FOR EXECUTIVES
CONTINGENCY OR CONTINGENCY OR SITUATIONAL APPROACHSITUATIONAL APPROACH
THIS APPROACH WAS DEVELOPED BY J W THIS APPROACH WAS DEVELOPED BY J W LORSCH & PR LAWRENCE IN 1970 WHO WERE LORSCH & PR LAWRENCE IN 1970 WHO WERE CRITICAL OF OTHER APPROACHES PRE-CRITICAL OF OTHER APPROACHES PRE-SUPPOSING (ONE BEST WAY TO MANAGE)SUPPOSING (ONE BEST WAY TO MANAGE)
FEATURES:FEATURES:1.1. MANAGEMENT IS ENTIRELY SITUATIONALMANAGEMENT IS ENTIRELY SITUATIONAL2.2. MANAGEMENT POLICIES & PROCEDURES SHOULD MANAGEMENT POLICIES & PROCEDURES SHOULD
RESPOND TO ENVIRONMENTAL CONDITIONSRESPOND TO ENVIRONMENTAL CONDITIONS3.3. MANAGER SHOULD UNDERSTAND THAT THERE IS NO MANAGER SHOULD UNDERSTAND THAT THERE IS NO
ONE BEST WAY OF MANAGINGONE BEST WAY OF MANAGING4.4. A MANAGER IS EXPECTED TO KNOW ALL THE A MANAGER IS EXPECTED TO KNOW ALL THE
ALTERNATIVE COURSES OF ACTION BEFORE TAKING ALTERNATIVE COURSES OF ACTION BEFORE TAKING ACTION IN A SITUATION – IT IS NOT ALWAYS POSSIBLEACTION IN A SITUATION – IT IS NOT ALWAYS POSSIBLE
ANY QUERIESANY QUERIES
?