These forces help in the formation of social contracts, wherein no particular sets are mutually understood. People interact with each other on the basis of these norms. Similarly, social contracts are also formed between organisations and their labour, creditors, investors, and customers. These forces also play an important role in determining the distri- bution of goods and services in a society.
In which empire, management organised general administration and controlled its political, military, and judgmental issues by using effective communication? Roman Empire b. Mughal Empire c. Ottoman Empire d. Russian Empire S 2. Name the characteristic of the industrial revolution that is all the maximisation of production. Political forces can be in the form of social norms arising from the values and beliefs of people in a society.
Compare these de- velopments to the management practices of the present era. Each approach has attempted to explain the concept of management from different aspects. The two most common approach- es to management are listed in Figure 1. In this approach, it was recommend- ed that production can be increased by improving the efficiency of an organisation. Thus, managers must focus on determining the best ways to perform jobs.
The classical approach to management can be studied under three main areas, which are shown in Figure 1. Thus, scientific management is also popular by the name of Taylorism. He conducted a series of experiments in three organisations that greatly N influenced management thoughts.
His contribution in scientific man- agement can be studied under the following categories: Time and motion study: It is a technique of scientific management that was developed to define employee productivity standards. In this technique, a complex job is first divided into a series of simple tasks. After that, the way these tasks are performed is observed to determine and eliminate waste motions. In this way, the precise time taken to complete the job is determined, which further helps in developing delivery schedules and incentive schemes.
Time and motion study is most appropriate for repetitive jobs. Differential piece rate plan: This plan was developed by Taylor on the assumption that all the workers have different capabilities and must be paid accordingly. This plan is also based on an assump- tion that the production system is based on piece rates. Under the plan, time and motion study is used to estimate the standard time of completing a job.
Based on the standard time, two piece rates are devised, namely higher and lower. The workers who exceed the standard time are given higher piece rates as wages. On the other hand, lower piece rates are given to those workers who do not meet the standard. For that, an organisation should hire adequate number of foremen. Scientific recruitment and training: Taylor laid emphasis on training workers and developing their skills so that they can effi- ciently perform more than one type of job.
Friendly cooperation between management and workers: Taylor believed that both management and workers have one common goal, i.
Therefore, both management and work- ers must work together in harmony to achieve the common goal. He focussed on developing administrative principles that could be applicable to both general and higher managerial levels. Fayol presented 14 principles of man- IM agement, which act as a guide for developing management practices. These principles are explained as follows: 1.
Division of work: According to this principle, work should be divided among individuals and groups according to their skills M and knowledge. This helps in completing the work with greater efficiency. Authority and responsibility: Authority is a right of an individual N to give orders and instructions.
The right of authority arises from the position, intelligence, experience, and skills of a manager. On the other hand, responsibility is a state of being accountable for the consequences of the decisions taken by an individual. Managers should be responsible for the actions taken by them.
Discipline: Discipline in an organisation refers to the obedience to authority. Employees must obey and respect the governing policies and rules of the organisation. In order to maintain good discipline in an organisation, there is a need for good supervision at all levels; clear understanding between management and workers; and rational use of penalties. Unity of command: According to this principle, employees associated with a particular type of work should report to one superior only.
This helps in avoiding confusions in the role of the employees. Unity of direction: It means that there should be one direction in which employees must move to achieve a particular objective.
If employees get pulled into different directions, it may be difficult for them to achieve the objective. Remuneration: There should be provision of fair wages for workers. The calculation of wages should be done by considering various factors, such as business environment, cost of living, capacity of organisation to pay, and productivity of employees.
Scalar chain: Scalar chain refers to the hierarchy followed in an organisation from top managers to employees working at lower levels. According to the principle of scalar chain, all communication should pass through proper channels of hierarchy. However, in case there are any delays in communication due to hierarchy, S there must be provision of cross communication. According to Fayol, scalar chain is vital to the success of organisations.
Order: Order is required for the efficient coordination of all IM the elements in an organisation. Management must follow the principle of the right place for everything and every man. Equity: The principle of equity means fair treatment of all employees. Management must treat all employees equally and M should be free from biases and prejudices. Stability of tenure of personnel: Management must strive to stabilise the tenure of employees by providing them job security.
N Increased turnover always results in inefficient production; therefore, organisations must attempt to reduce it by improving employee morale and motivation. Initiative: Management must provide freedom to employees so that they can carry out orders effectively. Employees should be encouraged to take initiatives in their respective fields in order to perform their jobs efficiently.
Esprit de corps: It refers to team spirit. Management must adopt new ways to improve team spirit among employees. This helps employees to work in harmony. According to Webber, bureaucratic management is the most appropriate administration. Some of the im- portant characteristics of bureaucratic management are: Management by standard rules: According to Webber, an organ- isation must be governed by a set of rules.
Upper level managers must follow these rules while controlling lower level workers. According to him, the division of labour results in saving a lot of time consumed during changing over from one job to another. Selection of personnel having technical skills: Employees having required technical skills must be hired in order to perform their jobs efficiently.
Hierarchical organisational structure: In order to be successful, an organisation must adopt a hierarchical structure wherein low- er level employees must be under the supervision of higher level managers. Record of all administrative acts, decisions, and rules: An or- ganisation must keep a record of all its administrative activities including policies, rules, and decisions. The record can be used in the future for studying the nature of activities and people in the S organisation.
The approach focused mainly on employee satisfaction. According to this approach, employees do not necessarily work for money and they like to receive affection and respect of co-workers, which further increases M their productivity.
This helps an employee to contribute more towards the success of an organisation. Modern approaches can be classified under the following three categories: N Quantitative approach: The quantitative approach focused on managerial decision making. This approach is also known as man- agement science approach. It was developed during World War II to find the problems of warfare.
The quantitative approach can be studied under three areas, which are: Operations research: It is a discipline that lays emphasis on improv- ing the effectiveness of management decisions by using advanced analytical techniques. It is sometimes considered to be a subfield of mathematics as it involves extensive calculations. Some of the com- monly used operations research techniques are linear program- ming, querying, waiting line, routing and distribution models, etc.
Operations management: It is an area of management that in- volves supervising and controlling the production process. For this, various techniques are used, such as inventory analysis, sta- tistical quality control, and networking.
Management information system MIS : This is a computerised management system used to provide information required by or- ganisations for their effective management.
MIS facilitates the de- cision making process of an organisation by providing meaningful information about its business processes. According to this approach, a system can be defined as a set of components that are interacting regularly or are interdependent, thus making a single unit.
The systems approach focuses on the following points: A system comprises units and sub-units. Each and every part of a system need to be thoroughly under- stood in order to analyse it.
A system always has boundaries to define its beginning and ending. Every system is developed to achieve a specific goal. No system can exist in isolation. Contingency approach: This approach is also known as situation- al approach wherein an organisation determines problems by ana- S lysing its conditions and environment.
According to this approach, there is no single set of rules that is applicable in solving all types IM of problems in organisations. Therefore, managers need to analyse every problem and various aspects associated with it, and define different ways to solve the problem.
Which approach of management was developed in ? Administrative management b. Bureaucratic management c. Scientific management d. Traditional management 7. According to which principle, work should be divided among individuals and groups according to their skills and knowledge?
Who presented 14 principles of management? Time and motion study is one of the important traits of bureaucratic management. Is the system approach a modern approach? Prepare a report on the advantages and limitations of the approaches followed in these organisations. Many scholars have contributed to the development of management. Some of the major contributors are listed in Figure 1. Mayo IM Figure 1. Deep Work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship.
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