Management Unit 4 Shaheed
Syllabus Management: Levels of management- Top, Middle, Supervisory Principles of Management (Historical Perspective) Fayol s principles of management, Scientific Management Principles and Techniques and its application 3/26/2017 Unit 4 SCCE 2
Levels of management- Top, Middle, Supervisory Organizations often have 3 levels of managers: First-line Managers: responsible for day-to-day operation. They supervise the people performing the activities required to make the good or service. Middle Managers: Supervise first-line managers. They are also responsible to find the best way to use departmental resources to achieve goals Top Managers: Responsible for the performance of all departments and have cross-departmental responsibility. They establish organizational goals and monitor middle managers. 3/26/2017 Unit 4 SCCE 3
Levels of management- Top, Middle, Supervisory 3/26/2017 Unit 4 SCCE 4
Levels of Management 3/26/2017 Unit 4 SCCE 5
Levels of management- Top, Middle, Supervisory System of Bands and Sub-Bands (the levels before Banding) Junior Officer Officer Jr. Executive Executive Senior Executive Asst. Manager Deputy Manager Manager Senior Manager Dy GM GM Asst. VP VP Sr. VP Sr. VP Director MD Chairman (17 Levels) 3/26/2017 Unit 4 SCCE 6
Levels of management- Top, Middle, Supervisory System of Bands and Sub-Bands Band Sub-Bands Role External Visibility Band I I Alpha I2 I1 Band Bi Bi 2 Bi 1 Band T Band S T2 T1 S2 S1 Integrating Businesses (Multiple) 1. Corp.VP/Ex.VP/Sr.VP 2. VP 3. AVP Managing a Business 1. GM/DGM/AGM 2. Sr.Mgr/Mgr. Team Leader (Sometimes Manages self) 1. Jt./Dy.MGR 2. Asst. MGR Part of a team 1. Sr. Executive 2. Executive 3. Jr. Executive 4. Officer 3/26/2017 Unit 4 SCCE 7
Levels of management- Top, Middle, Supervisory Band Sub- Bands Role External Visibility Band I I Alpha I 1 I Integrating Businesses (Multiple) 1. Corp.VP/Ex.VP /Sr.VP 2. VP 3. AVP Band Bi Bi 2 Bi 1 Managing a Business 1. GM/DGM/AG M 2. Sr.Mgr/Mgr. Band T T2 T1 Team Leader (Sometimes Manages self) 1. Jt./Dy.MGR 2. Asst. MGR Band S S2 S1 Part of a team 1. Sr. Executive 2. Executive 3. Jr. Executive 4. Officer 3/26/2017 Unit 4 SCCE 8
Levels of management- Top, Middle, Supervisory System of Bands and Sub-Bands (WIPRO) Band Sub-Bands Role External Visibility Band E LEADERSHIP CXO/Sr.VP/VP/BU Heads Band D D2 D1 SENIOR MANAGEMENT 1. Directors 2. Global Client Partners 3. General Managers/Practice Heads Band C Band B Band A C3 C2 C1 B3 B2 B1 A1 A2 MID MANAGEMENT 1. Sr. Managers 2. Managers 3. Project Managers 4. Account Managers/Program Managers OPERATIONS 1. Assistant Managers 2. Module/Technical Lead 3. Sr. Software Engineer/Software Engineer OPERATIONS Team Rainbow INTERNS WIPRO WASE and WISTA 3/26/2017 Unit 4 SCCE 9
Levels of management- Top, Middle, Supervisory System of Bands and Sub-Bands (WIPRO) Band Sub-Bands Role External Visibility Band E LEADERSHIP CXO/Sr.VP/VP/BU Heads Band D D2 D1 SENIOR MANAGEMENT 1. Directors 2. Global Client Partners 3. General Managers/Practice Heads Band C Band B Band A C3 C2 C1 B3 B2 B1 A1 A2 MID MANAGEMENT 1. Sr. Managers 2. Managers 3. Project Managers 4. Account Managers/Program Managers OPERATIONS 1. Assistant Managers 2. Module/Technical Lead 3. Sr. Software Engineer/Software Engineer OPERATIONS Team Rainbow INTERNS WIPRO WASE and WISTA 3/26/2017 Unit 4 SCCE 10
Principles of Management (Historical Perspective) 1.Scientific Management (F. Taylor, F. and L. Gilbreth) 2.Bureaucratic Theory (Max Weber) 3.Administrative Principles (M.P. Follet, H. Fayol, C. Barnard, L. Gullick and L. Urwick, and J. Mooney) 4.Human Relations/ Organizational Behavior Mayo, F. Roethlisberger) 5.Selective content of Motivation theories (A. Maslow, F. Herzberg, D.McGregor, W. Ouchi) (E. 3/26/2017 Unit 4 SCCE 11
Principles of Management (Historical Perspective) Planning, Organizing, Leading and Controlling (POLC) (Newman and Summer) Planning, Organizing, Commanding, Coordinating and Controlling (POCCC) (Henri Fayol) POSDCORB : Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting (Luther Gullick) Decision Making, Organizing, Staffing, Planning, Controlling, Communicating and Directing (DmOSPCCD) (Warren Haynes and Joseph Massie) Planning, Organizing, staffing, directing and Controlling (POSDC) (Koontz O Donnell) 3/26/2017 Unit 4 SCCE 12
Principles of Management (Historical Perspective) Frederick Taylor (1856-1915) The Father of Scientific Management Maximize worker capacity and profits PROBLEM: Get employees to work at their maximum capacity PRIMARY FOCUS: TASKS Systematic Soldiering Deliberately working slowly as to avoid expanding more effort than deemed necessary Reasons Reduction in workforce due to decreased need Piecework system of remuneration - raise production requirements without increasing pay Rule of thumb training methods - inefficient Elements of Scientific Management Scientific design of every aspect of every task Time and Motion Studies Careful selection and training of every task Proper remuneration for fast and highquality work Maximize output - increase pay Equal division of work and responsibility between worker and manager Underlying Themes Managers are intelligent; workers are and should be ignorant Provide opportunities for workers to achieve greater financial rewards Workers are motivated almost solely by wages Maximum effort = Higher wages Manager is responsible for planning, training, and evaluating 3/26/2017 Unit 4 SCCE 13
Principles of Management (Historical Perspective) Max Weber (1864-1920) Bureaucratic Theory Theory of Social and Economic Organization (1947) Principles and Elements of Management - describe an ideal or pure form of organizational structure (general policy and specific commands PRIMARY FOCUS: Organizational Structure Worker should respect the right of managers to direct activities dictated by organizational rules and procedures Bureaucracy allows for the optimal form of authority - rational authority Three types of Legitimate Authority Traditional Authority - past customs; personal loyalty Charismatic Authority - personal trust in character and skills Rational Authority - rational application of rules or laws 3/26/2017 Unit 4 SCCE 14
Principles of Management (Historical Perspective) Max Weber (1864-1920) Bureaucratic Theory Tenets of Bureaucracy Rules Specified sphere of competence Hierarchy Specialized Training Workers do not own technology No entitlement to official position by incumbent Everything written down Maintenance of ideal type - bureaucracy Application in the Modern Workplace Large organizations guided by countless rules are bureaucracies Linked with inefficient, slow-moving organizations Organizations have several characteristics of bureaucracies 3/26/2017 Unit 4 SCCE 15
Principles of Management (Historical Perspective) Abraham Maslow hierarchy of needs is a motivational theory in psychology comprising a five tier model of human needs, often depicted as hierarchical levels within a pyramid. Illustration Source: http://www.simplypsychology.org/maslow.html 3/26/2017 Unit 4 SCCE 16
Principles of Management (Historical Perspective) 21 st Century Application Source: https://image-store.slidesharecdn.com/66a12d05-1623-45ba-85f8-b023445f5b8a-large.png 3/26/2017 Unit 4 SCCE 17
Principles of Management (Historical Perspective) 3/26/2017 Unit 4 SCCE 18
Fayol s principles of management, Scientific Management Principles and Techniques and its application Picture Source: https://managementpocketbooks.wordpress.com/2014/07/15/henrifayol-planning-and-administration/ 1. Born in Constantinople, Turkey. 2. Educated at the Lycee in Lyons and National School of Mines, France. 3. At 19 started working for a mining company i. Jr. Executive 1860-72 ii. Manager: 1872-1888 iii. Managing Director: 1888-1928 Focused on Shop Floor and Senior Management. BOOK: General and Industrial Management (1916) PAPER: Theory of Administration of the State (1923) 3/26/2017 Unit 4 SCCE 19
Fayol s principles of management, Scientific Management Principles and Techniques and its application Fayol s ideas about Managerial Activity: 1. Technical Activities: production, Manufacture 2. Commercial: Buying, Selling, Exchange 3. Financial: optimum use of Capital 4. Security: protection of property and persons 5. Accounting: stock taking, balance sheets, costs, statistics 6. Managerial: Importance to the Function, not to status 3/26/2017 Unit 4 SCCE 20
Fayol s principles of management, Scientific Management Principles and Techniques and its application Managerial Activity Key Functions (Elements of Management): {POCCC} Planning Organization Command Coordination Control 3/26/2017 Unit 4 SCCE 21
Fayol s principles of management, Scientific Management Principles and Techniques and its application Fayol s Attributes of a Manager: (PMMGSE) 1. Physical: Health, appearance 2. Mental: understand, learn, have a judgement, adapt 3. Moral: Firm, willing to accept responsibility 4. General Education: to the functions to be performed 5. Special Education: as required: technical, commercial, financial and/or managerial 6. Experience: Knowledge arising out of work 3/26/2017 Unit 4 SCCE 22
Fayol s principles of management, Scientific Management Principles and Techniques and its application Principles of Administration: 1. Division of Work 2. Authority and responsibility 3. Discipline 4. Unity of Command (one Boss) 5. Unity of Direction (one head and one plan) 6. Subordination of individual interest to general interest 7. Remuneration of Personnel 8. Centralization 9. Scalar Chain (hierarchy) 10. Order (Placement) 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Esprit de Corps 3/26/2017 Unit 4 SCCE 23
Fayol s principles of management, Scientific Management Principles and Techniques and its application Fayols: Gangplank 1. Level jumping 2. In an Hierarchical Organization 3. Channel of Communication Illustration source: https://aspirantforum.com/2014/12/14/part-3-fayolcriticism/ 3/26/2017 Unit 4 SCCE 24