PRINCIPLES AND PRCTICE OF MANAGEMENT

UNIT-I

Meaning and definitions of Management

“Management means what managers do”

Who is Manager?
 The individual responsible for achieving organizational Objectives through efficient and
effective utilization of resources.
 A Manager is someone whose primary activities are a part of the management process.
 A manager is someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.

What is Management?
 Management involves coordinating and over-seeing the work activities of others so that
activities are completed efficiently and effectively.

 Art of getting things done through the people- Mary Parker Follet
 “Management is the art of getting things done through and with people in formally
organized groups.” Koontz has emphasized that management is getting the work done with
the co-operation of people working in the organization- Harold Koontz
 Management is the creation and maintenance of an internal environment in an enterprise
where individuals, working in groups, can perform efficiently and effectively towards the
attainment of group goals- Koontz and O'Donnell
 Management is a distinct process consisting of planning, organizing, actuating and
controlling performed to determine and accomplish the objectives by the use of people and
resources._ George R.Terry
 Management is the coordination of all resources through the process of planning,
organizing, directing and controlling in order to attain stated goals.- Henry L Sisk
Nature of Management

 Management is Universal
 Management is goal oriented
 Continuous process
 Group activity
 Multi-Dimensional
 An executive function
Scope of Management

 Functions are covered under Management

(i) Planning,
(ii) Organizing

(iii) Staffing.
(iv) Directing,

(v) Controlling.
 Branches of management

1. Financial Management.

2. Marketing Management

3. Human Resource Management

4. Production Management

Management Functions
Planning

Planning is bridge the gap between the present and the future. It begins with the
determination of the objectives of organization. It includes objectives, strategies, policies,
procedures and programmes. Planning is basically involves forecasting and decision making.

Organizing

Organizing includes blending together different resources like men , machinery, material and
money to achieve organizational goals and objectives. Depart mentation, decentralization and
delegation are the essential sub functions of organizing.
 Staffing

Staffing provides proper personnel who are competent, qualified and with the essential skills to
perform the job efficiently. This needs manpower planning and manpower management.
Scientific selection and training of personnel, proper remuneration and performance appraisal
are the important tasks of the staffing.

Directing (Leading/Motivating)

The Directing function takes up the responsibility of guiding and supervising the activities and
operations in an organization. It is also involves proper leading and motivation of personnel in
the organization.

Directing involves the following sub-functions

1. Communication

2. Leadership

3. Motivation

4. Supervision

Controlling

Controlling Refers to the evaluation and correction of the performance. It involves measuring
and correcting individual and organizational performance to ensure that events that events
conform to plans.

Controlling involves following steps

1. Establishing Standards

2. Measuring the performance

3. Comparing with established standards

4. Taking corrective course of action

Areas of Management

1. Financial Management

Financial Management means planning, organizing, directing and controlling the financial
activities of procurement and utilization of funds in the organization. It means applying general
management functions and principles to financial activities of the organization.

Subject matter of Financial Management:

 1. Financing Decision

2. Investment Decision

3. Dividend Decision

4. Working Capital Decision

2. Marketing Management
 Marketing Management is a process involving analysis, planning, implementing and
control of all marketing activities in the organising.
 Subject Matter of Marketing Management

Consumer’s Needs and wants

Consumer Behaviour

Product planning and Development

Pricing policies

Distribution Channels

Promotional Activities

3. Production / Operations management

Production management means planning, organising, directing and controlling of production

function / activities. 

Production management’s responsibilities are summarized by the “five M’s

Men, machines, methods, materials, and money.

Subject Matter of Production Management

Plant location and Lay out planning

Product Design & Process Design

Production Planning & Control

Quality Control

Material Management

Maintenance Management
 4. Human Resource Management

 “The field of HRM involves planning, organizing, directing and controlling functions of
procuring, developing, maintaining and utilizing a labour force.”

  

Subject Matter of HRM

Human Resource Planning (HRP)

Job Analysis

Recruitment and Selection

Training and Development

Performance Appraisal

Career Development

Employee Compensation

Employee Welfare

Industrial Relation

Organisational Development

Labour Relations

Levels of Management and Their Functions

1. Top level Management functions

 A. To formulate basic policies

 B. To formulate corporate goals and objectives
 C. To design structure of the organization
 D. To exercise overall managerial control

2. Middle level management functions

 To evaluate the performance of junior managers

  To send progress report to the top management
 Motivating the personnel to achieve higher productivity
 To coordinate with other departments
 Assigning the duties and responsibilities to staff
3. Lower level Management functions

A. To plan day to day operations of the business

B. To issue necessary orders and instructions to the workers

C. To guide, assist and help the workers

D. To motivate and maintain a team spirit among the workers

Managerial Roles
Mintzberg has identified ten roles of a manager in to three categories

A Role is an organized set of observable behaviour that is attributed to a specific position

1. Interpersonal Role

Figure head

Leader

Liaison

2. Informational Role

Monitor

Disseminator

Spokesman

3. Decisional Role

Entrepreneur

Disturbance Handler

Resource allocator

Negotiator

[Figurehead: - As a symbolic head of an organization (ceremonial nature)

 Receiving official visitors

Attending wedding of an employee

Taking an important customer to lunch or dinner

Leader : - Guiding, supervising and motivating of an employees

Liaison : - Manager must cultivate contacts with outside parties and collect the information
for his organization

Monitor: - As a monitor, the manager receives the information through understand the internal
and external events of the organization

Disseminator: - Transmits the information to subordinates, peers and superiors within the
organization

Spokesperson: - Speaking on behalf of the organization and transmitting information on

organization's plans, policies and actions through press conference.

Entrepreneur:-Initiating changes or improvements in the activities of the organization.

For ex- Launching new projects or products

Disturbance handler: - Taking charge and corrective action when organization faces
unexpected crisis.

Resource allocator: - Distributing organization's resources through allocation of various

budgets.

Negotiator: Representing the organization in bargaining and negotiations with outside parties of
the organization]

Managerial Skills

1. Technical Skills

2. Human Skills

3. Conceptual Skills
 4. Diagnostic Skills

Management: Art or Science or Profession

I. Management as an Art

What is an art?

An art is ability to apply knowledge and skill in order to attain the desired results. It is a
personalized application of basic theoretical principles for achieving best possible results. 

Features/ Characteristics of Art

i. Personal Skill

ii. Creativity

iii. Practical knowledge

iv. Result oriented Approach

II. Management as Science

What is Science?

Science is a systematic body of Knowledge based on proper findings and exact principles. It
develops cause and effect and its findings apply in all the situations.

Features / Characteristics of Science

i. Cause and Effect relationship

ii. Systematic body of knowledge

iii. Universal application

iv. Test of validity

III. Management as a Profession

What is Profession?

Profession is an occupation or a job done by any individual, who is well aware of delivering
personal services to the people with expertise.

Features/ Characteristics of Profession

i. Well defined body of knowledge

Ii.Restricted entry
 Iii.Professional Association

Iv.Ethical code of conduct

v. Service Motive
Administration vs. Management

Three different views are explained

1. Administration is different from Management

2. Administration is a part of Management

3. Administration and Management are one

According to Haimann- Administration means overall determination of policies, setting of major

objectives, the identification of general purposes and laying down broad programmes and
projects.

Whereas Management involves coordinating, actuating, interpreting the diverse organizational

components while sustaining the viability of the organization towards some pre-determined goals.

1. Administration is different from Management

According to this point of view

 Administration is a determinative function while management is an executive function.

According to Oliver Sheldon

Administration is the function in industry concerned with

a. Determination of Corporate policy

Coordination of Finance, Production and distribution

c. Building the structure of the Organization.

Management is the function in industry concerned with

a. Execution of policy set by Administration

b. Employment of the Organization

“Administration defines the goal, Management Strives towards it.”

(Administration is a higher level activity while Management is a lower level function)

2. Administration is a part of Management

According to European School of thought - Management is a wider term including

Administration and Organization.

According to Brech - Management is the generic term for the total process of executive control
involving responsibility for effective planning and guidance of operations of an enterprise.
Administration is the part of management which is concerned with the installation and carrying
out of the procedures by which the programme is laid down.

According to Kimball - Administration is only an implementing agency while management is

determinative.

(Management is a higher level activity while Administration is a lower level function)

3. Administration and Management are one

According to Fayol - In actual practice, the two terms are used interchangeably. Both
management and Administration are based upon the same set of principles and functions.

According to Newman - Management or Administration is “The guidance, leadership and

control of individuals towards some common goals”.

Many writers like Fayol, Bernard, and George Terry- make no distinction between
Management and Administration.

Conclusion:

In order to avoid this controversy, many writers classify management in to:

a. Administrative management and

b. Operative Management.
 Administrative management is primarily concerned with laying down policies and determining
goals whereas Operative management is concerned with implementation of the policies to the
achievement of the goals.
According to Spiegel - At the higher levels, the managerial authority is concerned with
administrative Management and less with operations

The degree of Administration and Management performed by the different levels of

Management
 Evolution of Management Thought

Management thought refers to the theories and principles that guide the management of people
in the organization.

The schools of management thoughts are theoretical frame works for the study of Management.
Each of the schools of management thought are based on somewhat different assumptions about
human beings and the organizations for which they work.

Management theories can be classified in to four main schools of thought

I. Pre-Scientific Management Era

II. Classical / Traditional Approach

III. Behavioral / Neo-classical Approach

IV. Modern Management Approach

1. Pre-scientific Management Era

1. Charles Babbage (1792-1871)

To increase Managerial efficiency and industrial productivity he Emphases on

 Work Specialization
 Work measurement
 Cost determination
 Bonus Plans

Profit Sharing etc

2. Robert Owens (1771-1858)

Emphasized on Development of personnel
 Shorter working hours
 Training of workers
 Provision of canteen facilities
 Housing facilities to workers
 Education of children
 3. Henry Robinson Towne (1884-1924)
He Suggested that
 Organised exchange of experience among managers
 Workshop management

4. Charles Dupin (1784-1873)

He suggested for organisational output

 Broader Management Skills

 Management Education
  5. James Watt (1796-1848)

Developed following Management Techniques

 Market Research and Forecasting

 Production planning
 Elaborate Statistical records
 The provision of employee welfare schemes

II. Classical / Traditional Management Approach

A. Scientific Management

B. Administrative Management

C. Bureaucratic Management
 A. Scientific Management

Principles of Scientific Management

1. Replacing the Rule of thumb with Science

2. Obtaining harmony in the group action, rather than discord

3. Achieving cooperation of human beings, rather than chaotic individualism

4. Maximum output, rather than restricted output

5. Developing all workers to the fullest extent possible for their own and their company’s
highest prosperity

1. Replacing the Rule of thumb with Science

It becomes possible by
 Cause and effect relationship
 Scientific enquiry
 Observe and analyze each and every activity
2. Obtaining harmony in the group action, rather than discord

It becomes possible by
 Both the management and workers should realize the importance of each other
 Complete change in the attitude and outlook of workers and management towards
individual and organizational goals.
 Sharing the profits to employees
 Discipline and sincerity

3. Achieving cooperation of human beings, rather than chaotic individualism

It becomes possible by
 Workers to allowed to take part in decision making process
 Welcome suggestions from workers
 Encourage to workers with rewards
 Workers should also resist from going to strikes and unnecessary demands
 There should be proper decision of work and responsibility between workers and
management

4. Maximum output, rather than restricted output

It becomes possible by
 Utilize the all resources with optimum level
 Scientific methods introduce in production
 Proper estimation of manpower planning

Benefits
 Survive, growth and development of organization
 Increases the profits of the organization
 Workers enjoy an incremental wages
 Consumers get qualitative products with fair prices

5. Developing all workers to the fullest extent possible for their own and their company’s
highest prosperity

It becomes possible by
 Proper training to the workers
 Employees should be scientifically selected
 Work assigned to workers should suit their physical, mental and intellectual capabilities
Scientific Management Techniques

 Time Study
 Method Study
 Motion Study
 Fatigue Study
 Differential Piece Rate System
 Standardization and Simplification of Work
 Functional Foremanship

Time Study

Time study is the technique of observing and recording the time required by a workman to
completion of a piece of job.

Saving in time leads to

 Cost reduction
 Increased efficiency

Method Study

Method study is essentially concerned with finding better ways of doing things. It adds value and
increases the efficiency by eliminating unnecessary operations, avoidable delays and other forms
of waste.

Steps in Method Study

Select

Record

Examine

Develop

Evaluate

Install

Maintain
Method Study may be helps
 Reducing the distance travelled by Materials
 Improvement in material handling, transportation and storage.

Motion Study

Motion Study is a technique which involves close observations of the movement of an Operator
and/ or a machine to eliminate useless motions and find out the best method of doing a particular
job.

It helps
 To find and eliminate wasteful motions of an worker and a machine
 To design the best methods of doing various operations.

Fatigue Study

The main objective of Fatigue study is to determine the amount and frequency of the break time or
rest intervals in order to complete a task or job.

Causes for fatigue

 Long working hours without rest intervals
 Repetitive operations
 Poor working conditions

It helps

Improve and boost the efficiency level of workers

Differential Piece rate system

In this system two different wage rates are used, one is the high wage rate and the other is the low
wage rate. Those workers who are able to produce the standard number of units within a fixed
duration are paid as per the high wage rate, and those workers who are not able to produce the
standard number of units within the same time are paid as per the lower wage rate.

It helps
 less efficient workers will be motivated to work more and
 Efficient workers will be motivated to maintain their efficiency
Standardization and simplification of work

Standardization is the process of creating standards to guide the creation of a good or service
based on the consensus of all the relevant parties in the industry.  

Standardisation means setting standards for different factors such as

 standard output from worker
 standard time for production
 Standard Material
 Standard Machinery and Tools
 Standard working conditions

It helps

Increase the efficiency of employees

Qualitative products will be produced

Simplification means putting an end to the unnecessary types, qualities, sizes/weights, etc.

Functional Foremanship

Functional Foremanship is a form of organization which involves supervision of a worker by

several specialist foremen. In other words work is divided into many small parts and each part is
assigned to an expert. The functional foremanship divide in to two departments one is Planning
department and second one is Production department

I. under planning department

Route Clerk

This clerk ensures the sequence of completing a particular work.

Instruction Card Clerk

This clerk prepares the instruction cards for the workers

 Nature of the work,
 Procedure of doing it,
 Material to be used and
 Details about machinery.
Time and Cost Clerk

This clerk decides as to when a particular work is to be started and finished.

Discipline Officer

The discipline officer ensures that every work is being performed in a disciplined manner.

Under Production department

Gang Boss

The workers are divided into various groups from the of view of control. A group leader is
selected who is known as the gang boss.

Speed Boss

The main function of the speed boss is to ensure that all the workers are performing their job at
the required or expected speed.

Repair Boss

The main function of the repair boss is to keep the machines and tools in working condition.

Inspector

He inspects the things produced and compares their quality with the standard prescribed for them
and tries to find out the difference. In case of unfavourable result he initiates corrective action.

B. Administrative Management

Henri Fayol Contributions

A. Activities of Business

(Technical, Commercial, Financial, Security, Accounting)

B. Functions of Management

(Planning, Organizing, Commanding, Coordinating, Controlling)

C. Abilities of Managers

(Physical, Mental, Moral, General Education, Special Knowledge, Experience)

D. Principles of Management

(Fourteen Principles of Management)

 Henri Fayol 14 Principles of Management

1. Division of work

Work is divided into small tasks/ jobs. A trained specialist who is competent is required to perform
each job. Thus, division of work leads to specialization.

2. Authority and Responsibility:

Authority is the power to give orders and get it obeyed or in other words it is the power to take
decisions.

Responsibility means state of being accountable or answerable for any obligation, trust, debt or
something.

Authority and responsibility are closely related and this principle states that Authority should
commensurate with responsibility
Positive impacts of this principle
   No misuse of authority.
  Helps to complete job effectively and efficiently.
  Individuals can be held accountable.
  Systematized and effective achievement of organizational objectives.

3. Discipline

Discipline is the obedience to organizational rules, norms, customs and employment agreement
which are necessary for the working of the organization.

Here discipline when applied would mean that the workers and management both honour their
commitments without any prejudice towards one another.

.4. Unity of Command

The principle of unity of command states that each participant/ an employee in a formal
organization should receive orders from and be responsible to only one superior.

5. Unity of Direction

Each group of activities having the same objective must have one head and one plan. This ensures
unity of action and coordination.

6. Subordination of Individual Interest to General Interest

The interests of an organization should take priority over the interests of any one individual
employee. In every work setting, each employee should sacrifice and subordinate his personal
interest and goal for achieving the goals of the organization.

7. Remuneration

The employees should be paid fair wages, which should give them at least a reasonable standard
of living. At the same time it should be within the paying capacity of the company. It means the
overall pay and compensation should be fair to both employees and the organization.

8. Centralization

The concentration of decision-making authority is called centralization whereas its dispersal

among more than one person is known as decentralization.

There should be maintaining a balance between centralization and decentralization in the

organization.

9. Scalar Chain
An organization consists of superiors and subordinates. The formal lines of authority from highest
to lowest ranks are known as scalar chain.

According to Fayol, “Organizations should have a chain of authority and communication that runs
from top to bottom and should be followed by managers and the subordinates.”

10. Order

According to Fayal, “People and materials must be in suitable places at appropriate time for
maximum efficiency.

It means right person on the right job and everything in the proper place.

11. Equity

This principle emphasizes kindliness and justice in the behavior of managers towards workers.
This will ensure loyalty and devotion among employees.

12. Stability of tenure of personnel

The management policies should provide a sense of reasonable job security. Stability of tenure
helps to develop loyalty and attachment on the part of employees .According to Fayol. Personnel
should be selected and appointed after due and rigorous procedure. But once selected they should
be kept at their post/position for a minimum fixed tenure. They should have stability of tenure.
They should be given reasonable time to show results.

“Employee turnover should be minimized to maintain organizational efficiency”,

13. Initiative:

Workers should be encouraged to develop and carry out their plans for improvements.
Management must create an environment which encourages their employees to take initiative and
responsibility

14. Esprit De Corps

Management should promote team work and team spirit for unity and harmony among employees.
It is an organizational activity that number of people work together in close cooperation for the
achievement of common goals.

According to Fayol. Management should promote teamwork especially in large organizations

because otherwise objectives would be difficult to realize.
 C. Bureaucratic Management – Max Weber

• Focuses on the ideal form of organization. Selection and promotion of employees based on
ability rather than either because of his loyalty to the leader or because the position has
been traditionally held by members of his family.
• Important Features of Bureaucratic Management
• 1.Division of labour
• 2. Standard rules
• 3. Scalar chain
• 4. Official records.
• 5. Impersonality

III. Behavioral / Neo-classical Approach

A. Human Relations Approach

B. Behavioral Science Approach

A. Human Relations Approach

(Hawthorne Experiments)

Conducted by Prof .Elton Mayo, F.J. Roethlisberger and other Colleagues at the Western
Electric Company’s plant in Cicero, Illinois between 1927-1932

Phases in Hawthorne Experiments

1. Illumination Experiment

2. Relay Assembly Test Room Experiments

3. Mass Interviewing Programme

4. Bank Wiring Observation Room Experiment

 B. Behavioural Science Approach

The behavioural science school was a natural progression of the human relations movement. It
focused on applying conceptual and analytical tools to the problem of understanding and
predicting behaviour in the work place.

Major Behavioural contributors are (Behavioural Scientists)

Douglas McGregor - Theory X and Theory Y

Chris Argyris - Participative Management

Herzberg - Two factor theory Motivation

Theory -X and Theory –Y

(Douglas Mc Gregor)

Theory –X People

People are basically lazy

People in inherent dislike for work

Most people have lack of ambition

They are incapable of self – directing

They are by resistant to change

Theory –Y People

People are active in nature

People are much more interest in work

People are ambitious

People are self- directed

They are not resistant to change

Theory – Z
(William Ouchi)

Features of theory-Z
  Mutual Trust and Openness
 Strong bond between organization and Management
 Employee involvement
 Integrated Organization
 Human Resource Development

Participative Management

(Chris Argyris)

Participative Management refers to as an open form of management where employees are actively
involved in organization’s decision making process. The concept is applied by the managers who
understand the importance to human intellect and seek a strong relationship with their employees.
They welcome the innovative ideas, concepts and thoughts from the employees and involve them
in decision making process.
Comparison of Human Relations Approach and behavioral Science Approach

Human Relations Approach

1. It views the worker as a social man

2. Focus on interpersonal relations.

3. It is based on formal organization

4. It is based on Hawthorne Experiments

5. Tecniques of self-direction and self

Control is applied to a limited extent.

6. Motivation and job satisfaction are major concepts

7. It lacks scientific vision to study human behavior

Behavioral Science Approach

1. It views the worker as a ‘self- actualizing man’

2. Focus on group relationship

3. It is based on application of behavioral sciences

4. It emphasis on comparatively a flexible organization structure

5. Self-direction and self-control are extensively used for increasing group efficiency
 6. Group dynamics and informal organization are major concepts

7. It provides scientific understanding of human behavior

IV. Modern Management Approach

1. Quantitative Approach

2. Systems Approach

3. Contingency Approach

4. Operational Approach

Quantitative Approach

The quantitative approach has provide sharp tool for rational decision making. The
mathematical formulation enables practicing managers to discover significant relationships that
they control. This approach provides a rational base for making decisions with precision and
perfection. It has widely used in planning and control.
• Techniques / Tools
• 1. Linear Programming
• 2.Queueing Theory
• 3.Sampling Theory
• 4.Information Theory
• 5. Operations Research

Systems Approach

The main premise of the theory is that to understand fully the operation of an entity, the
entity must be viewed as a system. A system is a number of interdependent parts
functioning as a whole for some purpose.

According to Ludwig von Bertalanffy systems are two types

1. Open system – This system is continually interacting and influences with its
environment.

2. Closed system – This system is not influencing and do not interacting with environment
Contingency Approach

Contingency approach to management emphasizes that what managers do in practice depends

on, or is contingent upon, a given circumstances – a situation.

In general, it attempts to outline the conditions or situations in which various management

methods have the best chance of success.

Major contributors are

Kast and Rosen Zweig, Joan Woodward, James Thompson, etc.

Operational Approach

Operational approach is an electric approach, that is, it takes the best from what is available in
management thought and integrates it with the central core of process framework to build up a
unified theory of management.

According to Koontz and O’Donnell- The operational approach regards management as a

universally applicable body of knowledge that can be brought to bear on all levels of managing
in all types of enterprises
 Management Process

In general the process is defined as a series of actions or operations conducted to an end. The logic
of the management and the sequence in which they are performed is designated as Management
process.

Generally management process includes

1. Decision making, and

2. Implementation of decisions.
• Management Process is the distinct process by which the Managers create, direct, maintain
and operate purposive organization through systematic, coordinated and Co-operative
human efforts.- D. E. McFarland
• Management Process is a distinct process consisting of planning, organizing, actuating and
controlling performed to determine and accomplish objectives by the use of people and
other resources.- G.R.Terry

*Management process is identified as a set of functions performed by managers to accomplish

organizational goals and objectives.

Planning

Planning is the basic function of Management that involves determination of objectives and
devising ways and means to achieve those objectives. It fills the gap between where we are and
where we want to go.

According to Koontz and Weihrich, “Planning involves selecting the objectives and the actions
to achieve them; it requires decision – making, that is choosing from among alternative future
course of action.”

The process of Planning involves:

a. Setting the Objectives of the organization

b. Establishment of policies, procedures, methods, schedules, systems, budgets etc.,

c. Development of alternative course of actions to achieve the designed objectives.

d. Adopt the best alternative to achieve the objectives.

Organizing
• Organizing is the process of integrating human, physical, and financial resources.
Organizing encompasses identification of activities, classification or grouping of activities,
assignment of duties, the delegation of authority, creation of responsibility and
relationships.

The process of Organizing involves:

a. Division of work into component activities

b. Assignment of duties to workers

c. Defining responsibility

d. Delegation of authority

e. Establishment of structural relationships.

Staffing

Staffing means appointing people and placing them at the appropriate job.

According to J.L. Massie, “The staffing function includes the process by which the right person
is placed in the right organizational position”.

The staffing function involves

a. Forecasting the number of persons required

b. Decide their qualifications which is required

c. Recruitment and selection

d. Training and development of employees

e. Performance evaluation of employees

Directing

Directing is the managerial function of guiding, supervising, motivating and leading people
towards the attainment of organizational goals and objectives.

Directing involves following steps

a. Supervising people at work

b. Issuing orders and instructions

c. Motivating the workers

d. Communicate to workers

e. Leading the people

Controlling

Measuring and correcting individual and organizational performance to ensure that events
conform to plans.

Henry Fayol states that “Control consists of verifying whether everything occurs in
conformity with the plan adopted, the instructions issued, and the principles established”.

Control involves

a. Establishing standards of performance

b. Measuring the actual performance

c. Comparing the actual performance with established standards

d. Taking corrective action is there any gap between standards and actual performance

Pioneers of Management Thinkers

1. Peter F. Drucker

Management is a Profession

Management by Objectives (MBO)

Managerial Skills

Organization Structure

2. Elton Mayo

Human Relations at work place

(Hawthorne Experiments)

3. Douglas Mc Gregor

Theory X and Theory Y

Professional Managers

Management Team

4. Mary Parker Follett

 Leadership

Principles of coordination

Authority

5. Chester I. Bernard

Organization

Formal and Informal Organization

Authority

Motivation

Leadership

6. Rensis Likert

Management Styles

7. Herbert A.Simon

Decision Making

Authority

Communication

Influence

8. Mc Kinsey

7-S Frame work