EEIM

UNIT – 6CONCEPTS OF INDUSTRIAL

MANAGEMENT

1. CONCEPT OF INDUSTRIAL MANAGEMENT•Industrial management is the organizational process that includes strategic planning, setting; objectives, managing resources, deploying the human and financial assets needed to achieve objectives, and measuring results. •Management also includes recording and storing facts and information for later use or for others within the organization. The concept of management planning involves direction, planning, adjustment, control, and cooperation. •Management functions are not limited to managers and supervisors. Every member of the organization has some management and reporting functions as part of their job.

2. SCOPE OF INDUSTRIAL MANAGEMENTThe scope of Industrial relations includes all aspects of relationships such as bringing cordial and healthy labour management relations, creating industrial peace and developing industrial democracy.

•By safeguarding the interest of workers.•By fixing reasonable wages•By providing good working conditions•By providing other social security measures•By maintaining healthy trade unions•By collective bargaining

3. NEED OF INDUSTRIAL MANAGEMNT

4. APPLICATIONS OF INDUSTRIAL MANAGEMENT

5. FUNCTIONS OF MANAGEMENT

6. TAYLOR’S SCIENTIFIC MANAGEMENTThe scientific management approach propounded by F.W. Taylor is based upon the following four principles:(1) Science, Not Rule of Thumb:This principle says that we should not get stuck in a set routine with the old techniques of doing work, rather we should be constantly experimenting to develop new techniques which make the work much simpler, easier and quicker. (2) Harmony, Not Discord:As per this principle, such an atmosphere should be created in the organization that labour (the major factor of production) and management consider each other indispensable.Taylor has referred to such a situation as a ‘Mental Revolution’. Taylor firmly believed that the occurrence of a mental revolution would end all conflicts between the two parties and would be beneficial to both of them.(3) Cooperation, Not Individualism:According to this principle, all the activities done by different people must be carried on with a spirit of mutual cooperation. Taylor has suggested that the manager and the workers should jointly determine standards. This increases involvement and thus, in turn, increases responsibility. In this way we can expect miraculous results.(4) Development of Each and Every Person to His / Her Greatest Efficiency and Prosperity:According to this principle, the efficiency of each and every person should be taken care of right from his selection. A proper arrangement of everybody’s training should be made.It should also be taken care that each individual should be allotted work according to his ability and interest. Such a caring attitude would create a sense of enthusiasm among the employees and a feeling of belongingness too.

7. FAYOL’S PRINCIPLES OF MANAGEMENT

8. DOUGLAS MC- GREGOR’S THEORY X AND THEORY Y•Assumptions of Theory X•An average employee intrinsically does not like work and tries to escape it whenever possible. •Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers. The managers adopt a more dictatorial style. •Many employees rank job security on top, and they have little or no aspiration/ ambition. •Employees generally dislike responsibilities. •Employees resist change. •An average employee needs formal direction. •Assumptions of Theory Y•Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. •Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. •If the job is rewarding and satisfying, then it will result in employees’ loyalty and commitment to organization. •An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. •The employees have skills and capabilities. Their logical capabilities should be fully utilized. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems.

8. DOUGLAS MC- GREGOR’S THEORY X AND THEORY YMcGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process.

Implications of Theory X and Theory YQuite a few organizations use Theory X today. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation.Many organizations are using Theory Y techniques. Theory Y implies that the managers should create and encourage a work environment which provides opportunities to employees to take initiative and self-direction. Employees should be given opportunities to contribute to organizational well-being. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. Theory Y searches and discovers the ways in which an employee can make significant contributions in an organization. It harmonizes and matches employees’ needs and aspirations with organizational needs and aspirations.

8. DOUGLAS MC- GREGOR’S THEORY X AND THEORY Y

8. DOUGLAS MC- GREGOR’S THEORY X AND THEORY Y

9. MAYO’S HAWTHRONE EXPERIMENTS

9. MAYO’S HAWTHRONE EXPERIMENTS

10. Herzberg’s Two-Factor Theory of Motivation

11. MASLOW’S HIERARCHY OF HUMAN NEEDS