Industrial Management: Functions, Principles, Objectives

What is Management?

Contents

industrial management

Manage-Men-tactfully

  • Field of Study
    • Management principles, techniques, functions
    • Profession
  • Team or Class of people
    • Individual who performs managerial activities or may be a group of persons
  • Process
    • Managerial activities
    • Planning, Organizing, Staffing, Directing, Controlling.

Basics of Management

Agenda

  • Concept of Management
  • Definitions
  • Objective and Importance of Management
  • Management as an Art and a Science
  • Functions of Management
  • Principles of management
  • Forms of Organization
  • Globalization

Characteristics of Management

  • Management Is a Process  
  • Management Is multidisciplinary
  • Management Involves Group Effort.
  • Management Aims at achieving predetermined objectives.
  • Management is Situational in nature
  • Management Is a Profession
  • Management Is comprised of functions
  • Management Is an art and science

Management as Art and Science

“oldest of the arts and youngest of the sciences”

Management as an Art

  • Creative
  • Individual approach, application, and dedication
  • Intuitions, experience, imagination
  • Initiative and Inventions

Management as Science

  • Logical consistency
  • Systematic explanation
  • Evaluation
  • Experimental analysis

Definitions of Industrial Management

Harold Koontz

Management is an ART of getting things done through and with the people in formally organized groups.

F.W. Talyor

Management is knowing exactly what to do, when to do and see that it is done in the best and cheapest way.

Henry Fayol

To manage is to forecast, to plan, to organize, to command, to co-ordinate and to control

Objectives of Management

  • Obtain harmony in group action
  • Achieve co-operation of human beings, rather than chaotic situations
  • Work for maximum output
  • Proper utilization of resources(4m’s)
  • Planning for future
  • Mobilizing best talent

 

Importance of Management

  • Meet challenges of change
  • Accomplish group goals
  • Effective utilization of group goals
  • Smooth functioning of business
  • Identifying and developing resources
  • Integrate efforts of  various groups

Management Process

management process

Functions of management

  • Planning
    • Setting of goals and deciding the best method to achieve them
    • Base for other functions of management
    • It is a continuous process.
    • Planning may be of two types:
      • Strategic planning (long term)
      • Operational planning (short-term)

Purpose of Planning

purpose of planning

Definition of Planning

According to Koontz & O’Donnell, “Planning is deciding in advance what to do, how to do and who is to do it.

Steps in planning

  • Identifying opportunities
  • Setting objectives / goals
  • Considering planning premise
  • Identification of objective
  • Identifying alternatives
  • Evaluation and Choice

    of an alternative plan

  • Setting up the priority
  • Contingency Plan

Functions of management

  • Organizing
    • Execution of the plan step by step
    • Organize the resources
    • Assigning work to the groups of people
    • Delegation of authority and responsibility
    • determination of activities required to achieve goals;
    • grouping of these activities into departments;
    • provision for coordination horizontally and vertically in the
    • organization
  • Staffing
    • Planning for human resource requirement
    • Selecting, recruiting, training and developing employees.

Organizational Process

  • Job design
  • Departmentalization
  • Delegation
  • Span of management
  • Chain of command

organizational process

Functions of management

  • Directing or leading
    • A manager has to be a leader
    • Direct his team to achieve organizational goals
    • Motivation, communication, guidance, and encouragement to his team.
    • Initiate actions
    • Integrate efforts

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Motivation

motivation

Motivation Theories

  • Maslow’s Need Hierarchy Theory
  • Herzberg’s two factor theory
  • McGregor’s Theory X and Theory Y
  • McClelland achievement theory of motivation

Maslow’s Need Hierarchy Theory

Maslow’s Need Hierarchy Theory

McGregor’s theory X and theory Y

  • Theory X:
    • Negative theory
    • Assumes that workers are lazy, need to compel, they have little ambition and capacity.
  • Theory Y:
    • Positive theory
    • Workers do not dislike work
    • Self motivated
    • Creative and self- driven

McClelland’s achievement theory of motivation

  • Need for achievement
  • Need for affiliation
  • Need for power

Functions of management

  • Controlling
    • Monitor the ongoing activities
    • It is a process of assigning, evaluating and regulating resources on an ongoing basis.
    • It is a process to measure the deviation between the planned activity and actual execution
    • Measure real performance
    • Ex: financial control, budget control, HR control, marketing control

Communication

  • Exchange of messages between people for the purpose of achieving common meanings
  • Acquire information
  • Involves communication between individuals at a personal level and formal interaction too.
  • Required to connect the organization with the outside world

Decision Making

 

decision making

  • Decision making is the process through which managers identify organizational problems and attempt to resolve them
  • Steps in decision making
    • Identify the problem
    • Generate alternative solutions
    • Evaluate and choose among alternatives
    • Implement and monitor the chosen solution
  • Factors affecting the decision-making process

Levels of management

level of management

Management and administration

  • According to Theo Haimann,

Administration means overall determination of policies, setting of major objectives, the identification of general purposes and laying down of broad programmes and projects”.

  • It refers to the activities of a higher level.
  • Management is the art of getting things done.

Comparison between Management and Administration

The difference between Management and Administration can be summarized under 2 categories: –

    • Functions
    • Usage / Applicability

Principles of management

  • Milestones of Management Practice

 

    • Scientific management theory by F.W. Taylor

 

    • Administrative theory by Henry Fayol

 

    • Human Relations Theory by Elton Mayo and Hennery Gantt

F. W. Taylor’s Scientific Management Theory

  • Taylor’s philosophy focused on the belief that making people work as hard as they could was not as efficient as optimizing the way the work was done.
  • He proposed that by optimizing and simplifying jobs, productivity would increase.
  • He also promoted the idea of “a fair day’s pay for a fair day’s work.”

Basic elements of Scientific Management

priciples of scientific management

Four Principles of Scientific Management

  • Replace working by “rule of thumb,” or simple habit and common sense, and instead, use the scientific method to study work and determine the most efficient way to perform specific tasks.
  • Rather than simply assign workers to just any job, match workers to their jobs based on capability and motivation, and train them to work at maximum efficiency.
  • Monitor worker performance, and provide instructions and supervision to ensure that they’re using the most efficient ways of working.
    • Allocate the work between managers and workers so that the managers spend their time planning and training, allowing the workers to perform their tasks efficiently.
  • Provide sufficient monetary incentives to the workers to perform the task correctly and efficiently.

Principles laid by Henry Fayol

  • Managers in the early 1900s had very few external resources to draw upon to guide and develop their management practice.

 

  • Henry Fayol (1841-1925), managers began to get the tools they needed to lead and manage more effectively. Fayol, and others like him, are responsible for building the foundations of modern management theory.

14 principles as the general principles management

 

  • Division of work
  • Authority and Responsibility
  • Discipline
  • Unity of command
  • Unity of direction
  • Subordination of individual interest to the general interest
  • Remuneration (payment/compensation) of personnel
  • Centralization
  • Scalar Chain (line of authority)
  • Order
  • Equity
  • Stability of tenure of personnel
  • Initiative

Esprit de corps- Union is strength

Major outcomes of Elton Mayo studies

 

  • Workers working in a group develop bond of relationship
  • Behavior  at workplace depend on their mental state, emotions, and prejudices
  • Emotional factors play important role
  • Human and liberal attitude helps in improving performance
  • Managerial skills and technical skills are not necessary to be leader

Forms of Organization

 

Line organization

line organization

Advantages of line organization

 

  • Easy to establish and operate
  • No confusion or ambiguity
  • Clear definition of authority and responsibilities
  • Discipline (unified command)

Business Ownership

  • Sole proprietorship
  • Partnership
  • Joint stock company
    • Private limited company
    • Public limited company
  • Co-operative enterprises
  • Government Sector

Proprietorship

  • These firms are owned by one person.
  • The owner retains absolute control over the business
  • Prime motive: Profit
  • Applicable for small scale business
  • Least legal complications
  • Drawbacks: limited skill, capital, high risk

Partnership

  • Two or more people come and start a business with their own funds.
  • The parties agree to share profit as well as loss in agreed proportion
  • Formation of partnership is governed by the Indian Partnership Act 1932

Joint Stock Company

  • A joint-stock company is a business entity which is owned by shareholders.
  • Large number of people contribute capital in form of shares
  • JSC are further classified as
    • Private Limited         Public Limited

Private limited company

  • A private company limited by shares usually called a private limited company
  • It can be established with two to 50 members
  • The company is registered under Indian company Act 1956
  • They need not submit balance sheet and audited papers to government

Public Limited company

  • Common people can also be members of PLC
  • PLC are supervised and controlled by Government to protect the share of shareholders
  • The shares are transferable without prior approval

A private limited company’s disclosure requirements are lighter, but for this reason, its shares may not be offered to the general public (and therefore cannot be traded on a public stock exchange). This is the major distinguishing feature between a private limited company and a public limited company.

Co-operative society

  • Their motive is to provide assistance to people
  • It is based on democratic principles and functions for public welfare
  • Not profit oriented
  • Examples: Housing co-operative society
  • Consumer co-operative societies

Public Sector

  • Government departments
    • Railways, Post Offices, Defense
  • Public Corporations
    • LIC, GIC, Indian Airlines
  • Government Company
    • HPCL, Hindustan Machine Tools, Bharat Petroleum, BARC

Globalization

 

  • Globalization is the process of international integration arising from the interchange of world views, products, ideas, and other aspects of culture.
  • The emergence of an international network of social and economic systems

Globalization of Markets

  • It is a process of integrating and merging of distant markets.
  • Example: Mc Donald’s, MTV, Coca-Cola, Pepsi
  • These companies have different market strategies for different countries.

Globalization of Products

  • It refers to sourcing of goods and services from different locations across the globe
  • It may be labor, energy, capital etc.
  • Example: Mobile phones, Automobiles

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