INTRODUCTION

TO
MANAGEMENT
BY
PROF. KARAM PAL NARWAL
HARYANA SCHOOL OF BUSINESS
GJUS&T, HISSAR
 What is Management?
 Definition: Coordinating work activities so
that they are completed efficiently and
effectively with and through other people
 Efficiency: getting the most output from
the least input
 Effectiveness: completing activities so that
the organization’s goals are attained.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 2
 What is Management?
A set of activities
planning and decision making, organizing,
leading, and controlling
directed at an organization’s resources
human, financial, physical, and information
with the aim of achieving organizational
goals
in an efficient and effective
manner.
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 3
 Managerial Roles

Interpersonal Informational Decisional

Figurehead
Figurehead Monitor
Monitor Entrepreneur
Entrepreneur

Leader
Leader Disseminator
Disseminator Disturbance
Disturbance
Handler
Handler
Liaison
Liaison Spokesperson
Spokesperson
Resource
Resource
Allocator
Allocator

Negotiator
Negotiator
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 4
 Management Functions
Classical Updated
Management Functions Management Functions

Planning
Planning
Making
MakingThings
ThingsHappen
Happen
Organizing
Organizing
Meeting
Meetingthe
theCompetition
Competition
Staffing
Staffing
Organizing
OrganizingPeople,
People,
Leading
Leading Projects,
Projects, and
andProcesses
Processes

Controlling
Controlling
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 5
 The Five Managerial Functions
Planning
Organizing
Staffing
Leading
Controlling

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 6
 Figure 1.2
The Management Process

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 7
 Definition of Planning
Selecting missions and objectives and the
actions to achieve them, which requires
decision making.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 8
 Definition of Organizing
Organizing involves establishing an
intentional structure of roles for people to
fill in an organization.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 9
 Definition of Staffing
Staffing involves filling, and keeping filled,
the positions in the organization structure.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 10
 Definition of Leading
Leading is influencing people so that they
will contribute to organization and group
goals.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 11
 Definition of Controlling
Controlling is measuring and correcting
individual and organizational performance
to ensure that events conform to plans

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 12
 Levels of Management

Top Level Management CEO

COO
CIO
Middle Level Management General Mgr
Plant Mgr
Regional Mgr
First-Line
Management
Office Manager
Shift Supervisor
Department Manager
Team Leader
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 13
 Top Managers

Responsible
Responsible for…
for…

Creating
Creating aa context
context for
for change
change

Developing
Developing attitudes
attitudes of
of commitment
commitment
and
and ownership
ownership in
in employees
employees
Creating
Creating aa positive
positive organizational
organizational
culture
culture through
through language
language and
and action
action

Monitoring
Monitoring their
their business
business
DR. KARAM environments
environments
PAL HSB, GJUST
12/07/23 HISSAR 14
 Middle Managers
Responsible
Responsible for…
for…

Setting
Setting objectives
objectives consistent
consistent with
with top
top
management
management goals,
goals, planning
planning strategies
strategies

Coordinating
Coordinating and
and linking
linking groups,
groups,
departments,
departments, and
and divisions
divisions

Monitoring
Monitoring and
and managing
managing the
the performance
performance
of
of subunits
subunits and
and managers
managers who
who report
report to
to them
them

Implementing
Implementing the
the changes
changes or or strategies
strategies
DR. KARAM PAL HSB, GJUST
12/07/23 generated by
by top
generatedHISSAR top managers
managers 15
 First-Line Managers

Responsible
Responsible for…
for…

Managing
Managing the
the performance
performance of
of
entry-level
entry-level employees
employees

Teaching
Teaching entry-level
entry-level employees
employees
how
how to
to do
do their
their jobs
jobs

Making
Making schedules
schedules and
and operating
operating plans
plans based
based on
on
middle
middle management’s
management’s intermediate-range
intermediate-range plans
plans
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 16
 What Companies Look for in
Managers

Technical
Technical Skills
Skills Human
Human Skill
Skill

Conceptual
Conceptual Skill
Skill Design
Design Skill
Skill

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 17
Core skills and their use in the
different levels
Managerial levels
Lower Middle Top

Conceptual skills

Human skills

Technical skills

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 18
 Management is…

Efficiency
Efficiency
Getting
Getting work
work
done
done through
through
others
others Effectiveness
Effectiveness

1 DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 19
 Managerial Roles
Interpersonal Informational Decisional

Figurehead
Figurehead Monitor
Monitor Entrepreneur
Entrepreneur

Leader
Leader Disseminator
Disseminator Disturbance
Disturbance
Handler
Handler
Liaison
Liaison Spokesperson
Spokesperson
Resource
Resource
Allocator
Allocator

Negotiator
Negotiator

Adapted from Exhibit 1.3

4 DR. KARAM
H. Mintzberg, The Nature PALWork
of Managerial HSB, GJUST
(New York: Harper & Row, 1973)
12/07/23 HISSAR 20
 What Challenges Do Managers
Face?
Developing the appropriate skills
for managerial work

Avoiding “typical” managerial

mistakes

Making the transition from individual

contributor to manager
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 21
 What Companies Look for in
Managers

Technical
Technical Skills
Skills Human
Human Skill
Skill

Conceptual
Conceptual Skill
Skill Motivation
Motivation to
to Manage
Manage

5 DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 22
 Mistakes Managers Make
1.
1. Insensitive
Insensitiveto
toothers
others
2.
2. Cold,
Cold,aloof,
aloof,arrogant
arrogant
3.
3. Betrayal
Betrayalof
oftrust
trust
4.
4. Overly
Overlyambitions
ambitions
5.
5. Specific
Specificperformance
performanceproblems
problemswith
withthe
thebusiness
business
6.
6. Overmanaging:
Overmanaging: unable
unableto
todelegate
delegateor
orbuild
buildaateam
team
7.
7. Unable
Unableto
tostaff
staffeffectively
effectively
8.
8. Unable
Unableto
tothink
thinkstrategically
strategically
9.
9. Unable
Unableto
toadapt
adaptto
toboss
bosswith
withdifferent
differentstyle
style
10.
10.Overdependent
Overdependenton
onadvocate
advocateor
ormentor
mentor
Adapted from Exhibit 1.5
6 DR. KARAM
McCall & Lombardo, “What Makes PAL
a Top HSB, GJUST
Executive?” Psychology Today, Feb 1983
12/07/23 HISSAR 23
 Management Transition
Initial Assumptions Reality

 Exercise
Exerciseformal
formalauthority
authority  Cannot
Cannotbe be“bossy”
“bossy”
 Manage
Managetasks,
tasks,  Manage
Managepeople,
people,
not
notpeople
people not
nottasks
tasks
 Help
Helpemployees
employees  Coach
Coachemployee
employee
do
dotheir
theirjobs
jobs performance
performance
 Hire
Hireand
andfire
fire  Fast
Fastpace,
pace,
heavy
heavyworkload
workload

7 DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 24
The golden rule management philosophy

 Trust people fairly but according to merit

 Make others feel important
 Motivate people by praise
 Encourage feedback
 Sandwich every bit of criticism between
two layers of heavy praise
 Have an open-door philosophy
 Help other people get what they want
 Never hide behind policy or pomposity
12/07/23
DR. KARAM PAL HSB, GJUST
HISSAR 25
 Figure 7.5

The effective management of people

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 26
 Old Manager New Manager
Thinks of self  Thinks of self as
as manager or sponsor, team
boss leader, or internal
Follows chain consultant
of command  Deals with anyone
Works within a necessary to get job
set done
organizational  Changes
structure organizational
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR structure in response 27
 1.7

Old Manager New Manager

 Makes most  Invites others to
decisions join in decision
alone making
 Hoards  Shares
information
information
 Tries to  Tries to master
master one
major broad array
discipline of disciplines

Demands
12/07/23 long
 Demands results
DR. KARAM PAL HSB, GJUST
HISSAR 28
 Assessing a manager’s effectiveness

 The
 Meeting important
strength of deadlines
motivation & the morale
of staff  Accuracy of work

 The success of their  Level of complaints

training & development
 Adherence to quality
 The standards
creation of an
organisational
environment in which  Productivity
staff work willingly &
DR. KARAM PAL HSB, GJUST

effectively
12/07/23 HISSAR  Adhering to budgets29set
 Success Domains
Relationships
Personal
Work
Growth

Spirituality
Material
Power
Wealth

Integrity
Health

 Key is Balance
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 30
 Skills and
the
Technical Skills
Manager
Interpersonal Skills

Conceptual Skills
Fundamental
Fundamental
Management
Management Diagnostic Skills
Skills
Skills
Communication Skills

Decision-Making Skills

Time-Management Skills

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 31
 Fundamental Management
Skills
Technical
 Skills necessary to accomplish or understand the

specific kind of work being done in an organization.

Interpersonal
 The ability to communicate with, understand, and

motivate both individuals and groups.

Conceptual
 The manager’s ability to think in the abstract.

Diagnostic
 The manager’s ability to visualize the most

appropriate response to a situation.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 32
 Fundamental Management
Skills (cont’d)
Communication
 The manager’s abilities both to convey ideas and

information effectively to others and to receive ideas

and information effectively from others.
Decision-Making
 The manager’s ability to recognize and define

problems and opportunities correctly and then to

select an appropriate course of action to solve the
problems and capitalize on opportunities.
Time-Management
 The manager’s ability to prioritize work, to work

efficiently, and to delegate appropriately.

DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 33
 Management: Science or Art?
The Science of Management
 Assumes that problems can be approached using

rational, logical, objective, and systematic ways.

 Requires technical, diagnostic, and decision-making

skills and techniques to solve problems.

The Art of Management
 Decisions are made and problems solved using a

blend of intuition, experience, instinct, and personal

insights.
 Requires conceptual, communication, interpersonal,

and time-management skills to accomplish the tasks

associated with managerial activities.
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 34
 Sources of Management Skills

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 35
 The Basic Managerial Skills
 Planning, Organizing
 Setting goals (Prioritize & Posterioritize)
 Self assessment (Contribution, Productivity)
 Team building (Participation,Interpersonal)
 Managing time and stress
 Problem solving and decision-making
 Creativity
 Communication & listening (Multi culture)
 Emotional Intelligence
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 36
 Evolution Of Management
Thought

Classical Approaches Contemporary Approaches

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 20

Systematic Administrative Quantitative Systems Contingency Current and

management management management theory theory future
revolutions
Scientific Human Organizational
management relations behavior

Bureaucracy

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 37
 The Evolution of Management Theory

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 38
 Evolution of Management
Thought
Organizational Behavior
1970’s

Human Relations

Hawthorne Studies
1940’s
Classical Organization Theory

Scientific Management

1900’s
Dr. Karam Pal HSB GJUST,
HISSAR
 Management Theory
 Pre-Classical

 Classical Approaches
 Frederick Taylor: Scientific Management (1886)
 Frank and Lillian Gilbreth: Time/motion studies (later 1800s)
 Henri Fayol: 14 Principles of Management (1880s-1890s)
 Max Weber : Bureaucracy (1920s)
 Behavioral Approaches
 The Hawthorne Experiment (1927)
 MacGregor’s Theory X and Theory Y (1960)
 Quantitative Approaches
 Contemporary Approaches
 Ouchi’s Theory Z (1981)
 Contingency Management
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 40
 Classical Approaches
 Frederick Taylor: Scientific Management
(1886)
 Frank and Lillian Gilbreth: Time and motion
studies (later 1800s)
 Henri Fayol: Fourteen Principles of
Management (1880s-1890s)
 Max Weber : Bureaucracy (1920s)

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 41
 Frederick W. Taylor
 Developed Scientific Management
 Laid foundation for the study of management
 Key ideas:
 Management as a separate field of study
 Explicit guidelines for scientific study of
management functions
 Time studies for setting standards
 Functional specialization of managers’ duties
 Piece-rate Incentive systems
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 42
 Taylor’s Principles of Management
 The “one best way.”
 Management using scientific observation
 Scientific selection of personnel
 Put right worker in right job, find limitations, train
 Financial incentives
 Putting right worker in right job not enough
 A system of financial incentives is also needed
 Functional foremanship
 Division of labor between manager and workers
 Manager plans, prepares, inspects
 Worker does the actual work
 “Functional foremen” , specialized experts,
DR. KARAM PAL HSB, GJUST
12/07/23 responsible for specific
HISSAR aspects of the job 43
 Frank & Lillian Gilbreth

 Time and motion efficiency experts

 Developed therbligs, breakdown of manual skills
into 16 actions
 Frank was a lazy bricklayer looking for an
easier way and Lillian was a psychologist.
 Endorsed piece-work and suggested a higher
rate per unit if his directions were followed.
 Disagreed with Taylor’s idea that
management should choose which workers
took which jobs.
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 44
 Henri Fayol
 First came up with the five basic
functions of management—Planning,
Organizing, Staffing, Directing,
Communicating, and Controlling
 First wrote that management is a set of
principles which can be learned.
 Developed Fourteen Principles of
Management
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 45
 HENRI FAYOL’s
FOURTEEN PRINCIPLES OF
MANAGEMENT

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 46
1. Specialization of labor. Specializing encourages
continuous improvement in skills and the development of
improvements in methods.
2. Authority. The right to give orders and the power to exact
obedience.
3. Discipline. No slacking, bending of rules.
4. Unity of command. Each employee has one and only one
boss.
5. Unity of direction. A single mind generates a single plan
and all play their part in that plan.
6. Subordination of Individual Interests. When at work,
only work things should be pursued or thought about.
7. Remuneration. Employees receive fair payment for
services,
12/07/23 not what the company can get away with.
DR. KARAM PAL HSB, GJUST
HISSAR 47
8. Centralization. Consolidation of management
functions. Decisions are made from the top.
9. Scalar Chain (line of authority). Formal chain
of command running from top to bottom of the
organization, like military
10. Order. All materials and personnel have a
prescribed place, and they must remain there.
11. Equity. Equality of treatment (but not
necessarily identical treatment)
12. Personnel Tenure. Limited turnover of
personnel. Lifetime employment for good workers.
13. Initiative. Thinking out a plan and do what it
takes to make it happen.
14. Esprit de corps. Harmony,
DR. KARAM cohesion among
PAL HSB, GJUST

personnel.
12/07/23 HISSAR 48
 Bureaucracy
Key Concepts
structured network of relationships among specialized
positions
rules and regulations standardize behavior
jobs staffed by trained specialists who follow rules
Contributions
promotes efficient performance of routine operations
eliminates subjective judgment by employees and
management
emphasizes position rather than the person
Limitations
limited organizational flexibility and slowed decision making
ignores the importance of people and interpersonal
relationships
DR. KARAM PAL HSB, GJUST
12/07/23 rules may become ends in themselves
HISSAR 49
 Administrative Management
Theory
Administrative Management
 The study of how to create an organizational
structure that leads to high efficiency and
effectiveness.
Max Weber
 Developed the concept of bureaucracy as a
formal system of organization and
administration designed to ensure efficiency
and effectiveness.
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 50
 Weber’s
Principles of
Bureaucracy

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 51
 Max Weber (1864-1920):
Principles of Bureaucracy

1. Manager’s formal authority derives from his

position
2. People should occupy positions because of
performance, not social standing
3. Each person’s formal authority and
responsibilities should be clearly specified
4. Positions should be arranged hierarchically
5. Managers should create a well-defined system
of rules, SOPs, and norms

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 52
 Humanistic Perspective

Emphasized understanding
human behavior, needs, and
attitudes in the workplace
Human Relations Movement
●

Human Resources Perspective

●

Behavioral Sciences Approach

●

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 53
 Human Relations Movement

Emphasized satisfaction
of employees’ basic
needs as the key to
increased worker
productivity
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 54
 Hawthorne
Studies
Ten year study
Four experimental & three control
groups
Five different tests
Test pointed to factors other than
illumination for productivity
1st Relay Assembly Test Room
experiment, was controversial, test
lasted 6 years
Interpretation, money not cause of
increased output
Factor that increased output, Human
Relations

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 55
 Human Resource Perspective

Suggests jobs should be

designed to meet higher-
level needs by allowing
workers to use their full
potential
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 56
 Abraham Maslow’s
Hierarchy of Needs
1908-1970

Self-
actualization
Esteem
Belongingness
Safety
Physiological
Based on needs satisfaction
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 57
 Douglas McGregor
Theory X & Y 1906-1964

Theory X Assumptions
Dislike work –will avoid it Theory Y Assumptions
Must be coerced, controlled, Do not dislike work
directed, or threatened with Self direction and self
punishment control
Prefer direction, avoid Seek responsibility
responsibility, little ambition, Imagination, creativity
want security widely distributed
Intellectual potential only
partially utilized
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 58
 Douglas McGregor Theory X &
Y

Few companies today still use

Theory X

Many are trying Theory Y

techniques

Experiential Exercise: Theory X and Theory Y Scale

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 59
 Behavioral Sciences
Approach
Sub-field of the Humanistic Management Perspective

Applies social science in an

organizational context
Draws from economics, psychology,
sociology, anthropology, and other
disciplines
 Understand employee behavior
and interaction in an
organizational setting
 OD – Organization Development
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 60
 Quantitative Management
Key concepts
application of quantitative analysis to management
Contributions
developed specific mathematical methods of problem
analysis
helped managers select the best alternative among a
set
Limitations
models neglect nonquantitative factors
managers not trained in these techniques may not trust or understand the
techniques’ outcomes
not suited for nonroutine or unpredictable management decisions
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 61
 Management Science
Perspective
Emerged after WW II
Applied mathematics, statistics, and other
quantitative techniques to managerial problems
 Operations Research – mathematical

modeling
 Operations Management – specializes in

physical production of goods or services

 Information Technology – reflected in

management information systems

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 62
 Recent Historical Trends
● Systems Theory

● Contingency View

● Total Quality Management (TQM)

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 63
 Systems View of Organizations

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 64
 Systems Theory
Key concepts
organization is viewed as a managed system
management must interact with the environment
organizational goals must address effectiveness and efficiency
organizations contain a series of subsystems and there are many
avenues to the same outcome
synergies enable the whole to be more than the sum of the parts

Contributions
recognized the importance of the relationship between the
organization and the environment

Limitations
does not provide specific guidance on the functions of managers

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 65
 Fig. 1-6 Systems Approach to Management

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 66
 The Open-Systems View
Open System
 A system that takes resources for its external
environment and converts them into goods and
services that are then sent back to that
environment for purchase by customers.
 Inputs: the acquisition of external resources.
 Conversion: the processing of inputs into goods
and services.
 Output: the release of finished goods into the
environment.
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 67
 The Organization as an Open System

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 68
 Other System Considerations
Closed system
 A system that is self-contained and thus not affected
by changes occurring in its external environment.
 Often undergoes entropy and loses its ability to
control itself, and fails.
Synergy
 Performance that results when individuals and
departments coordinate their actions
Performance gains of the whole surpass the sum of the
performance of the individual components.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 69
 The Management Process, or
Operational, Approach
This approach draws together the
pertinent knowledge of management by
relating it to the managerial job—what
managers do.
It tries to integrate the concepts,
principles, and techniques that underlie
the task of managing.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 70
 Fig. 1-4 The Management
Process, or Operational
Approach

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 71
 Contingency perspective
Key concepts
situational contingencies influence the strategies, structures,
and processes that result in high performance
there is more than one way to reach a goal
managers may adapt their organizations to the situation

Contributions
identified major contingencies
argued against universal principles of management

Limitations
not all important contingencies have been identified
theory may not be applicable to all managerial issues
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 72
 Contingency View of
Management

Successful resolution of organizational problems is thought to

depend on managers’ identification of key variations in the
situation at hand
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 73
 Contingency Theory
Contingency Theory
 The idea that the organizational structures and control

systems manager choose depend on—are contingent

on—characteristics of the external environment in
which the organization operates.
 Assumes there is no one best way to manage.

The environment impacts the firm and managers

must be flexible to react to environmental changes.
 In rapidly changing organizational environments,

managers must find ways to coordinate different

departments to respond quickly and effectively.
DR. KARAM PAL HSB, GJUST
12/07/23 HISSAR 74
 Contingency Theory of Organizational Design

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 75
 The Contingency Perspective
(cont’d)
Problem
Problemor
orSituation
Situation

Important
Important
Contingencies
Contingencies

Solution
Solutionor
or Solution
Solutionor
or Solution
Solutionor
or
Action
ActionAA Action
ActionBB Action
ActionCC

Source: Van Fleet, David D.,DR.

Contemporary Management, Second Edition.
KARAM PAL HSB, GJUST
Copyright © 1991 by Houghton Mifflin
12/07/23 Company. Used with permission.
HISSAR 76
 Contemporary Management
Issues and Challenges
Acute labor shortages in high-technology job sectors
and an oversupply of less skilled labor
An increasingly diverse and globalized workforce
The need to create challenging, motivating, and flexible
work environments
The effects of information technology on how people
work
The complex array of new ways of structuring
organizations

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 77
 Contemporary Management
Issues
and Challenges (cont’d)
Increasing globalization of product and
service markets
The renewed importance of ethics and
social responsibility
The use of quality as the basis for
competition
The shift to a predominately service-
based economy
12/07/23
DR. KARAM PAL HSB, GJUST
HISSAR 78
 Mechanistic and Organic
Structures
Mechanistic Structure
 Authority is centralized at the top. (Theory X)

 Employees are closely monitored and managed.

 Can be very efficient in a stable environment.

Organic structure
 Authority is decentralized throughout the organization.

(Theory Y)
 Tasks and roles are left ambiguous to encourage

employees to react quickly to changing environment.

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 79
 KEY IDEAS AND CONCEPTS FOR REVIEW

Management Contributors to scientific

Managerial functions management
Managerial skills in the Fayol’s operational management
organizational hierarchy theory
The goal of all managers Mayo and Roethlisberger
Characteristics of excellent and Recent contributors to
most admired companies management thought
Three major trends: Advances in Management theory jungle
technology, globalization, and Managerial roles approach
entrepreneurship Management process, or
Productivity, effectiveness, and operational, approach
efficiency Systems approach to the
Managing: science or art? management process
Major contributors to management Five managerial functions
thought

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 80
THANK
YOU

Dr. Karam Pal HSB GJUST,

HISSAR
 THANK YOU
FOR
YOUR PATIENCE

DR. KARAM PAL HSB, GJUST

12/07/23 HISSAR 82