01 principles of management
TRANSCRIPT
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By: Prof. Mahajan S. Principles of Management 1
DOMESTIC SYSTEM
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DwInput Outpu
t
FGRM A
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Apprentice 7 Years Journey Man 7 Years Objective: Travel to Learn from
masters. Exam conducted by Guild Tough Results => Master
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Trade Expansion => Increase in demandso new system
Middle Men = F => Own workshop called Factory
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Standard product for maximum production hence exploitation.
In 1772, 12 Hrs. working from 8 AM to 8 PM
Compensation for 1 hour lunch Women plus children !
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Enclosure Movement Lord of Public Property ! Land Lord !!
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Issues
Low Training Rift on job. No specialization hence
jurisdiction – law.
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Workers United ! 1776 ?(around 1750)
Industrial Revolution
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Improvements !
Production Techniques Sources of Energies changed Transportation – Infrastructure Engineering Development
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ADAM SMITH[1723 – 1790]
Wealth of Nations Liberal Economics
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Tariff Policies destructive Market and competition be the
regulator of economic activity Specialization of labour is pillar Invisible hand
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Fourth Factor of Production
“Management” After, Land labour and capital.
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JEAN BAPTISTE SAY[1767-1832]
French economist is first to note M as adventure,
Manager……
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(Entrepreneur ???)
Fritz Redlich Strategic Decisions
J. Schumpeter Innovator Manager
Prof. Collins Organisation Builder
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Robert Owen [1771]
Working Conditions Neat and clean Living Machine Rest after four hours Breakfast, Rest pause
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Treat with Kindness Parental Approach Manufacturer for Pecuniary profit People powerless so the
individualism to be replaced by communal life.
Socialist !
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Karl MarxF. Engles
Need of Force as midwife of History
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Victorian Value System - 1800
Social Consequence and morality.Charles Dickens
“English could learn from USA”
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Charles Babbage [1792]
Mathematic Genius Work Measurement Cost determine Wage Incentive Division of Physical and Mental
labour
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Charles Dublin[1784]
French Engineer.
Management Education
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F W Taylor [1856 – 1915]
Fredrick Winslow Taylor
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F W Taylor
Scientific Management
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Contributions
Shovel…. Furnace… Design
Cloth for Perspiration most efficient at -----Kg = ----lbs
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1. One Best Way.2. Time & Motion Study
[Experiments in Metal Cutting]3. Common Rule Must !!
BUT O UNION !!![Never] [Fatigue]
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F W TaylorTHE PERSON
Vices XXXX Character = Success Ability is doing the disagreeable things Brain X Will [Drive to Achieve] Refusal to teach at Harward ! No Honarium Presentation to President. ‘Mental
Revolution’ Scientific Management X?
Academic !
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SOMETHING UNMEASURABLE !!
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EMOTIONS
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CARL BARTH[1860 – 1939]
Norway born Maths Scholar
Logarithmic Slide Rule [embryonic and set of tables …… Metal Cutting.
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H L GANTT[1861 – 1919]
Mechanical Engineer …. 1884Patents for 12 innovations.
Task Bonus System. “Habits of Industry” Graphic Aids to Management.
GANTT CHART
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THE GILBREETHSFBG [1868 – 1924] & LMG [1878-
1972
Frank and Lillian
1 hr into 1 lac units. Study of Fatigue Emphasized Psychology
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F W Taylor[Other] Disciples
Harrington Emerson Morris Cooke Hansen, Tippet & Currie. Joseph Wharton.
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ELTON MAYO(1880-1949)
Hawthorne Plant ExperimentsWesting House
Western Electric Company
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Experiments(1927-1932)
Working Conditions Lighting [Illuminations]
Production IncreasedWHY ? ? ?
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Experiment No. 2Relay…. Different Groups
Standard v/s Non Standard
Uncontrolled groups 3 times production……
CREATIVITY !!!
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Experiment No. 3Textile Mill
Man and Machine 1:1Flexible Working
Better…. Group Working !
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President Roosewelt invites !
World War II
Monotony…. Job Satisfaction XChanges & Production Increases
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DOUGLAS Mc GREGOR
Theory X & Theory Y
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Theory X
Inherent dislike of work hence avoid work.
Hence punishment [direction, control]
Avoid responsibility so prefers direction as security is wanted.
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Theory Y
Self Direction, Self Control Integration of individual needs with
organisations demands. Learning under proper conditions. Intellectual Potential Work = Source of Satisfaction
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ABRAHAM MASLOW
NEEDS HIERARCHY
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Physiological. Safety, Security. Social… Affiliation, Acceptance. Esteem…. Status. Self Actualisation….
………. Realisation
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CLAYTON ALDERFERERG THEORY
Existence needs.
Relatedness needs.
Growth needs.
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FREDERICK HERZBERG TWO FACTOR THEORY
Hygiene – Motivation
[Dis-satisfiers – Satisfiers]
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Dis-satisfiers [H=Hygiene]Working Conditions, Salary, Security, Status,
Policy….. But NOT M !
Satisfiers [M=Motivation]Achievement, recognition, growth
H Absent = Ds ; H Present ≠ MSatisfiers Pr = Job satisfaction hence
motivation
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VICTOR H VROOM
Expectancy Theory
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Efforts to reach a goal if they believe in worth of that goal.
Will action help? Can Achieve? Value on outcome of efforts X
Confidence that acts will aid in achievement of GOALS !
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Force = Valence X Expectancy
F = Strength of Motivation V = Strength of preference for
outcome. E = Probability of desired outcome.
Indifference => V=o No Goals => V = -ve
[Both V & E ≠ o or –ve]
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PORTER LYMAN W.LAWYER EDWARD E.
Porter & Lawler Model
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Efforts = Strength of motivation and Energy Exerted
Efforts = Function [Value of Reward + Amount of Energy & Probability of receiving rewards]
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Perceived efforts and probability of getting reward are influenced by the record of actual performance.
Performance is decided by efforts, ability and perception of what the REQUIRED TASK IS !!
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Performance leads to Intrinsic rewards
sense of achievements Extrinsic rewards
e.g title, promotion, rewards
IR is sense of achievement. ER is working conditions, status…
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Rewards tempered by what is seen as the equitable, leads to satisfaction.
Performance also influence sensed equitable rewards.
Fair rewards for effort will affect satisfaction derived.
Actual Value of reward will be influenced by satisfaction.
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J. STACY ADAMS
Equity Theory[or Inequity] Theory
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Outcome by a personInputs by a person
Is equal to =
Outcome by another personInputs by another person
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B. F. SKINNER
Reinforcement Theory
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Approach is called as
Positive ReinforcementOr
Behavior Modification
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Analyse work situation Change to eliminate obstacles. Specific goals with participation Regular feedback system. Performance improvements. Praise, rewards, recognisation
[Emery Air freight Corporation]
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David C. McClelland
[a p a or M’s Need Theory]
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Affiliation
Power
Achievement
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CHRIS ARGYRIS
Theory of Immaturity - Maturity
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Multi dimensional Developments Seven Basis Changes
Passive… Active Dependence… Independence Behave in 1 or
few ways Variety of ways
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Shallow Interest… Deep Interest. Short time perspective..
Long term perspective Sub ordinate… Equal or Super. Lack of Awareness of self…
Awareness of Control of self.
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LYNDAL F. URWICK
[Theory Z]
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Goods and Services at THE Prices
Consumers are able and willing to pay.
[.. Model in Z Shape..]
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Special Motivational Techniques Money. Participation Quality of Working life [QWL] Job Enrichment Job based Techniques. MBO Techniques Supervisory Techniques. Group based Techniques. Training T or T Groups
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SYSTEMS & CONTIGENCY APPROACH TO MOTIVATION
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Dependence of Motivation on Organisational Culture