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    Unit-2-Perspectives On Management

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    1. The document discusses various perspectives and approaches to management including neoclassical theories, classical theories, quantitative/management science approach, systems theory and contingency approach, integration or management process approach, and contemporary management approaches. 2. It provides details on the systems theory perspective including key contributors like Peter Senge and Chester Bernard and discusses elements of formal and informal organizations. 3. Contemporary approaches discussed include management by objectives, managerial roles approach, and quality management approaches.

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    Unit-2-Perspectives On Management

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    tjpk
    43 views11 pages
    1. The document discusses various perspectives and approaches to management including neoclassical theories, classical theories, quantitative/management science approach, systems theory and contingency approach, integration or management process approach, and contemporary management approaches. 2. It provides details on the systems theory perspective including key contributors like Peter Senge and Chester Bernard and discusses elements of formal and informal organizations. 3. Contemporary approaches discussed include management by objectives, managerial roles approach, and quality management approaches.

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    UNIT-2-PERSPECTIVES ON MANAGEMENT

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    1. The document discusses various perspectives and approaches to management including neoclassical theories, classical theories, quantitative/management science approach, systems theory and contingency approach, integration or management process approach, and contemporary management approaches. 2. It provides details on the systems theory perspective including key contributors like Peter Senge and Chester Bernard and discusses elements of formal and informal organizations. 3. Contemporary approaches discussed include management by objectives, managerial roles approach, and quality management approaches.

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    Download as pptx, pdf, or txt
    43 views11 pages

    Unit-2-Perspectives On Management

    Uploaded by

    tjpk
    1. The document discusses various perspectives and approaches to management including neoclassical theories, classical theories, quantitative/management science approach, systems theory and contingency approach, integration or management process approach, and contemporary management approaches. 2. It provides details on the systems theory perspective including key contributors like Peter Senge and Chester Bernard and discusses elements of formal and informal organizations. 3. Contemporary approaches discussed include management by objectives, managerial roles approach, and quality management approaches.

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    of 11

    UNIT-II

    Perspectives on Management
    Neo
    Classical Classical
    Theories
    Scienti
    Theories
    fic Hum Systems Integrati
    Manag an Contem
    Manage Theory on or
    ement rela porary
    Admini ment and Manage
    tions Manage
    strativ
    Scho
    Science Conting ment
    e ment
    ol/ Approac ency Process
    Manag Approac
    ement Beh h Approac Approac
    Bureau
    hes
    avior h h
    cratic
    Manag al
    ement appr
    oach
    III. Quantitative/management science approach

     The Quantitative approach evolved from mathematical


    and statistical solutions developed from Military solutions
    during II world war.
     After the War those techniques used in business
    situations.
     Linear Programming, Game Theory and many other
    quantitative techniques are used currently by many
    modern organizations.
     Ronald Fisher introduced Quantitative techniques for
    optimal solutions to business problems
     The limitations of this theory are
    1. All Managerial processes are not quantifiable
    2. Doesn’t quantify leadership, Motivation etc,
    IV. Systems theory and contingency approach
    1. Systems Theory
     Organizations are open systems that interact with environment
     Interdependent and Interrelated which are subsystems
     part of larger economic system and the society
     focus on whole system design distinct from components
     Systems that are synergistic
     synergy is the total effect is greater than the sum of individual
     contributors are peter senge, Chester Bernard
    Chester Bernard
     president of New jersey Bell telephone
     wrote a book functions of executive
     1. concept of strategic planning
     2. Acceptance of theory of authority- Bottom-up
     - employees must understand what managers want
     - employees should comply with the directive
     - think that directives are as per organization objectives
     - think that directive is not contrary to their personal goals
     3. Concept of organization as social system
    - Formal Organizations
    - Informal Organizations
    Chester Bernard Contributions
    A. Formal Organizations : It is a system of consciously coordinated
    activities of two or more persons. It comes into existence when
    i). Persons who are able to communicate
    ii). Willing to contribute in action
    iii). Accomplish common objective

    Acc. To Bernard there are 4.elements of formal organization


    a). A system of specialization- Departmentation
    b). A system effective and efficient incentives to encourage
    c). A system of power to accept the decisions of managers
    d). A system of logical decision making
    Chester Bernard contributions
    B. Informal Organizations
    • Along with formal organizations informal organizations exists as
    complimentary to achieve the following objectives
     To serve as a means of communication
     To bring cohesion in the organization
     To protect the individual from dominance of the organization
    4. Functions of Executive :
    Bernard identified 3. top functions of an executive which are
    a) Establishment and maintenance of formal communication system
    b) Securing essential services by hiring and retaining effective people
    c) Formulation and definition of Organization purpose in order to
    motivate subordinates
    Chester Bernard Contributions
    5. Motivation
    He suggested no. of non financial incentives in addition to financial
    incentives to motivate employees.
    o opportunity of power and distinction
    o pride of workmanship
    o pleasant organization climate
    o participation in decision making
    o mutually supporting personal attitudes
    o feeling of belongingness
    6. Vitality of Leadership
    -High caliber, technical, technological competence, social skills
    7. Organizational equilibrium
    Alignment of individual with organizational efforts to satisfy the
    concerned individuals
    Contingency view/ situational approach
     In mid 60’s situational approach emerged
     Joan Woodward pioneered this approach
     it emphasizes an appropriate fit between organization
    processes and the characteristics of the situation
     there is no one best way to solve the problems
     it questions use of universal practices
     application of management principles based on situations
     the conditions will determine the techniques to be used
     Managers should prepare objectives, policies, procedures
    and rules as per the situations and made more effective by
    adjusting to the dynamic situations.
    V. Integration or management process approach

     It is advocated by Harold Koontz, Terry and Cyril O’ donnell


     Management is an integration of different managerial functions
     Management is the process of designing and maintaining an
    environment in which individuals , working together in groups
    efficiently accomplish selected aims.
     this approach emphasizes there is central body of knowledge
    taken from different subjects like systems theory, psychology,
    sociology and mathematics and many others.
     these techniques and concepts are applied worldwide to study
    the principles of management
     it is an attempt to develop and test management principles
    through research and for further continuous improvement
    overtime.
    VI. Contemporary management approaches
     Management by Objectives (MBO)- Peter Drucker- development of
    specific performance goals jointly by employees and their managers.
     Managerial roles approach – Henry Mintzberg- a study involving
    5.CEOs and 10.roles and the conclusion is that managers do not
    practice the functions of management ( planning, organizing, leading
    and controlling) but to be learnt from the actual practices of
    managers.
     Quality Management system- Deming, juran and Crosby-
    Inspection, Quality control, ISO 900 QMS, Quality of work life(QW
    L), Total quality management(TQM), CMM quality level model, Six
    Sigma
     McKinsey 7 S framework- sttrategy,structure, systems (hardware)
    and staff, skills,style, shared values (software)

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