01 Principles of Management

By: Prof. Mahajan S. Principles of Management 1

DOMESTIC SYSTEM


DwInput Outpu

t

FGRM A


Apprentice 7 Years Journey Man 7 Years Objective: Travel to Learn from

masters. Exam conducted by Guild Tough Results => Master


Trade Expansion => Increase in demandso new system

Middle Men = F => Own workshop called Factory


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 !


Enclosure Movement Lord of Public Property ! Land Lord !!


Issues

Low Training Rift on job. No specialization hence

jurisdiction – law.


Workers United ! 1776 ?(around 1750)

Industrial Revolution

By: Prof. Mahajan S.

Principles of Management 9

Improvements !

Production Techniques Sources of Energies changed Transportation – Infrastructure Engineering Development



ADAM SMITH[1723 – 1790]

Wealth of Nations Liberal Economics



Tariff Policies destructive Market and competition be the

regulator of economic activity Specialization of labour is pillar Invisible hand



Fourth Factor of Production

“Management” After, Land labour and capital.



JEAN BAPTISTE SAY[1767-1832]

French economist is first to note M as adventure,

Manager……



(Entrepreneur ???)

Fritz Redlich Strategic Decisions

J. Schumpeter Innovator Manager

Prof. Collins Organisation Builder



Robert Owen [1771]

Working Conditions Neat and clean Living Machine Rest after four hours Breakfast, Rest pause



Treat with Kindness Parental Approach Manufacturer for Pecuniary profit People powerless so the

individualism to be replaced by communal life.

Socialist !



Karl MarxF. Engles

Need of Force as midwife of History



Victorian Value System - 1800

Social Consequence and morality.Charles Dickens

“English could learn from USA”



Charles Babbage [1792]

Mathematic Genius Work Measurement Cost determine Wage Incentive Division of Physical and Mental

labour


Charles Dublin[1784]

French Engineer.

Management Education


F W Taylor [1856 – 1915]

Fredrick Winslow Taylor


F W Taylor

Scientific Management



Contributions

Shovel…. Furnace… Design

Cloth for Perspiration most efficient at -----Kg = ----lbs



1. One Best Way.2. Time & Motion Study

[Experiments in Metal Cutting]3. Common Rule Must !!

BUT O UNION !!![Never] [Fatigue]



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 !


SOMETHING UNMEASURABLE !!


EMOTIONS



CARL BARTH[1860 – 1939]

Norway born Maths Scholar

Logarithmic Slide Rule [embryonic and set of tables …… Metal Cutting.



H L GANTT[1861 – 1919]

Mechanical Engineer …. 1884Patents for 12 innovations.

Task Bonus System. “Habits of Industry” Graphic Aids to Management.

GANTT CHART



THE GILBREETHSFBG [1868 – 1924] & LMG [1878-

1972

Frank and Lillian

1 hr into 1 lac units. Study of Fatigue Emphasized Psychology



F W Taylor[Other] Disciples

Harrington Emerson Morris Cooke Hansen, Tippet & Currie. Joseph Wharton.



ELTON MAYO(1880-1949)

Hawthorne Plant ExperimentsWesting House

Western Electric Company



Experiments(1927-1932)

Working Conditions Lighting [Illuminations]

Production IncreasedWHY ? ? ?



Experiment No. 2Relay…. Different Groups

Standard v/s Non Standard

Uncontrolled groups 3 times production……

CREATIVITY !!!



Experiment No. 3Textile Mill

Man and Machine 1:1Flexible Working

Better…. Group Working !



President Roosewelt invites !

World War II

Monotony…. Job Satisfaction XChanges & Production Increases



DOUGLAS Mc GREGOR

Theory X & Theory Y



Theory X

Inherent dislike of work hence avoid work.

Hence punishment [direction, control]

Avoid responsibility so prefers direction as security is wanted.



Theory Y

Self Direction, Self Control Integration of individual needs with

organisations demands. Learning under proper conditions. Intellectual Potential Work = Source of Satisfaction



ABRAHAM MASLOW

NEEDS HIERARCHY



Physiological. Safety, Security. Social… Affiliation, Acceptance. Esteem…. Status. Self Actualisation….

………. Realisation



CLAYTON ALDERFERERG THEORY

Existence needs.

Relatedness needs.

Growth needs.



FREDERICK HERZBERG TWO FACTOR THEORY

Hygiene – Motivation

[Dis-satisfiers – Satisfiers]



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



VICTOR H VROOM

Expectancy Theory



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 !



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]



PORTER LYMAN W.LAWYER EDWARD E.

Porter & Lawler Model



Efforts = Strength of motivation and Energy Exerted

Efforts = Function [Value of Reward + Amount of Energy & Probability of receiving rewards]



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 !!



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…



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.



J. STACY ADAMS

Equity Theory[or Inequity] Theory



Outcome by a personInputs by a person

Is equal to =

Outcome by another personInputs by another person



B. F. SKINNER

Reinforcement Theory



Approach is called as

Positive ReinforcementOr

Behavior Modification



Analyse work situation Change to eliminate obstacles. Specific goals with participation Regular feedback system. Performance improvements. Praise, rewards, recognisation

[Emery Air freight Corporation]



David C. McClelland

[a p a or M’s Need Theory]



Affiliation

Power

Achievement



CHRIS ARGYRIS

Theory of Immaturity - Maturity



Multi dimensional Developments Seven Basis Changes

Passive… Active Dependence… Independence Behave in 1 or

few ways Variety of ways



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.



LYNDAL F. URWICK

[Theory Z]



Goods and Services at THE Prices

Consumers are able and willing to pay.

[.. Model in Z Shape..]



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



SYSTEMS & CONTIGENCY APPROACH TO MOTIVATION



Dependence of Motivation on Organisational Culture

01 Principles of Management

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